Philips Business Manual
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Business Manual
T A B L E O F C O N T E N T
Content Page
I. Introduction 3
II. Organization structure 3
III. Value chain 4
IV. Company’s resources 4
V. Strategy 5
VI. Type of organization 6
VII. Cultural aspects 7
VIII. Management of information and use of communication 8
IX. Company’s communication structure 8
X. Company’s product portfolio 10
XI. Company’s business culture 11
XII. Company’s financial position 12
XIII. HRM processes 14
XIV. Sustainability and social responsibility 15
Appendices
Figure 1: Machine bureaucracy 17
Figure 2: Value chain 17
Figure 3: Organization chart 18
Figure 4: Sustainability 19
Bibliography 20
Evaluations 21
Project Plan 32
I. Introduction
The work entitled below compiles a brief and global analysis of Philips presented as a Business Manual targeted for the newly employed trainees of the company, in order to give them a better insight into the company’s history, culture, structure and its financial position among other aspects. The objective of the Business Manual is to provide a better understanding of the place where the new employees will be working in.
II. Organization structure Philips
Philips is a large scaled multinational company, which needs different levels of management. The first level consists of the plant managers who coordinate the plants/production lines. Next, it moves on to the national manager who is the head of all the factories in a nation. Then to the manger of a whole continent, for example the manager of Europe on a certain business unit (which will be explained later). This manager has a boss as well who is the manger of all the Plants and activities on a specific SBU. Every SBU has this organisation structure. All the general managers from the specific SBU’s have
Business Manual
T A B L E O F C O N T E N T
Content Page
I. Introduction 3
II. Organization structure 3
III. Value chain 4
IV. Company’s resources 4
V. Strategy 5
VI. Type of organization 6
VII. Cultural aspects 7
VIII. Management of information and use of communication 8
IX. Company’s communication structure 8
X. Company’s product portfolio 10
XI. Company’s business culture 11
XII. Company’s financial position 12
XIII. HRM processes 14
XIV. Sustainability and social responsibility 15
Appendices
Figure 1: Machine bureaucracy 17
Figure 2: Value chain 17
Figure 3: Organization chart 18
Figure 4: Sustainability 19
Bibliography 20
Evaluations 21
Project Plan 32
I. Introduction
The work entitled below compiles a brief and global analysis of Philips presented as a Business Manual targeted for the newly employed trainees of the company, in order to give them a better insight into the company’s history, culture, structure and its financial position among other aspects. The objective of the Business Manual is to provide a better understanding of the place where the new employees will be working in.
II. Organization structure Philips
Philips is a large scaled multinational company, which needs different levels of management. The first level consists of the plant managers who coordinate the plants/production lines. Next, it moves on to the national manager who is the head of all the factories in a nation. Then to the manger of a whole continent, for example the manager of Europe on a certain business unit (which will be explained later). This manager has a boss as well who is the manger of all the Plants and activities on a specific SBU. Every SBU has this organisation structure. All the general managers from the specific SBU’s have
Bibliography: Computer software is amounted to EUR 57 Million at the end of 2006 (2005: EUR 50 million).