Case Analysis: Becton Dickinson: World Wide Blood Collection Team

1765 Words Apr 13th, 2004 8 Pages
Problem Identification

Becton Dickinson a manufacturing company, with operations worldwide, and revenues of over $2.7 billion was founded in 1897, and had ten core businesses organized into two product sectors: medical and diagnostic. Mainly US domestic operation was beginning to give way to expanding international sales, warranting a separate division in Europe. By 1970s, the company was organized by business divisions centered in US and focusing on the largely domestic US market, and an International sector. Since most revenues were earned from the domestic market, priority tended to be domestic, which frustrated managers in foreign countries who wanted to focus more on the resources on their local market. Going international, better
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This means that whenever managers in other parts of the world were discontent, only then did top management in the US would start to respond and make quick fixes to structural issues. Cooperation and commitment between top management, middle management and employees is another important part of the change. With no cooperation, and divisions going in different direction the company soon showed signs of urgent need for structural re-designing.

Disadvantages to this re-designing could result in a complete departure from the existing task based matrix structure, while others wanted to retain the structure but with minimum changes. This could as well lead to dissatisfaction within the managers and even employees. Secondly, another problem to restructuring is how well conflicts are managed or avoided all together as the company continues to have more divisions out of its central control.

Open Research and Development plants in Europe and Japan. With the more and more growing market in these two sectors, Becton and Dickinson should focus on creating R&D centers within these areas and not only in the US with organizations in non-US divisions. Kozy's thoughts about the future should also include that the European sector is an immensely fast growing one. Within seven years the net trade sales increased by over a
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