The Pfizer organization expresses a strong culture and interest in the well-being of people, both inside the company and in the larger human community. The company’s understanding of its responsibilities of citizenship required it to remain loyal to its hometown community. In its embrace of a structured, organized, and planned environment, Pfizer reveals the often subtle impact of the judging work style preference. The company has evolved a remarkably decentralized divisional structure, with distinct but wholly owned subsidiaries producing some of its best-known products: McNeill Laboratories makes Tylenol, Ethicon makes surgical products, and Ortho handles contraceptives.This decentralized system allows each division to work at its own pace and establish its own procedures for marketing its products. The influence of the structured, planned environment of the Pfizer umbrella organization, however, ensures a high degree of consistency. Like many, Pfizer organization has shown its willingness to champion a cause, even to the detriment of operations and performance. The most idealistic of all the organizational types, it has a private dream of creating a better world and bettering its profession. This vision is not always obvious to those outside the team, but it is nonetheless the central force behind many decisions. This company cares, approaching its work with a kind of youthful optimism. Blessed with an innate ability to link unrelated concepts to form new ideas, this organization sees many possible solutions to any need. It is a good communicator, but does better as a force behind the scenes or in one-on-one persuasion than as a mass communicator. If it can overcome a tendency toward disorganization and poor follow-through, it has the ability to develop cutting-edge work and imaginative service. It is a survivor. Pfizer is people oriented. Highly perceptive, Pfizer determine how things get done based on individual needs and today’s concerns. The organization makes value-based decisions. One of those values is always harmony. It also is faithful to its obligations to clients or customers. When the work has meaning, the organization is truly inspired. Anything new is exciting. Pfizer organization learns by doing. Staff members tend to get the freedom to develop on a personal and professional level. There’s plenty of encouragement and support. Ideas are genuinely welcomed. This type is very trusting and hates confrontation. This can cause problems when vendors and others don’t have the organization’s best interest at heart. It’s essential for a client to be a good match with the organization’s values, or work may never get done. Meaningless work makes the organization unhappy and restless.
Work Environment Systems
There are significant behavioral differences between a system and other conventional models. A system's performance depends on the total structure. Performance changes with any changes made to the structure. In comparison, the behavior of a heap depends on its size or on the number of pieces in the heap. Finally, heaps do not have a purpose, only the individual parts are alive. Therefore, in an organizational context, a living system is far more purposefbl compared to a heap because they have a reason to exist. Living systems also grow and improve, and their growth depends on the quality of the relationship between the parts.
How does this apply for Pfizer?
Encourages and supports growth and development
Harmonious: supportive and affirming
People can be seen working alone or in intimate groups (individual units, open systems and also closed ones) Unstructured, casual, minimally insistent on procedures
Considerable talking and listening, often centered on predictions Significant contributions usually come from individuals