Organizational Foundations 4

Organizational Foundations 4 Organizational Foundations

Assess the effectiveness of the organization’s values statement: What is the values statement or what are the organizational values? GlaxoSmithKline organization values are: · Patient Focus · Transparency · Respect · Integrity How was the values statement created? Who participated? The value statement of the organization was created through a thorough examination and synthesizing of the purpose and goals the organization has. This will give more light on what the organization wants and what are their expectations. The value statement was also created by the beliefs and desired behaviors of the members within the organization. The value statement also was created considering the organization's area of activity. This helps in making people within the organization involve themselves in ethical behaviors. People who participated in the creation of the value statement of the organization are the members of the organization. How accurate is the values statement when compared to actual behaviors in the organization? A value statement is created from the values behaviors held by the organization members, therefore, the members of the organization should behave according to the value statement because their behaviors are what resulted in the creation of the value statement. What recommendations would you make to improve the values statement and to enhance how it is used in organizational behaviors and decision making? The organization should always ensure that the value statement does not give room for the members of the organization to perform unethical behaviors. The organization should always include values that will guide employees to make fair decisions that will promote good values. This should also ensure the full participation of the members of the organization to participate to improve the quality of the value statement.

Analyze the effectiveness of the vision statement: What is the vision statement? To be one of the trusted, innovative, and best-performing health partners. Do organizational members know what the vision is? Based on what evidence? Yes, every member of the organization clearly understands the vision of the organization. The employees and the members of the organization involve themselves in research, development, and manufacturing of innovative products that will attain the vision of the organization. Through the activities and the ability of the members in the organization, it is evident that they all are aware of the vision of the organization. Do organizational members embrace the vision? Based on what evidence? The members of the organization have embraced the vision through their commitment and hard work to attain the organization’s vision. The members have been involved in the activities of the business by providing their support and ideas. What recommendations would you make to improve the vision statement and to enhance how well it inspires organizational members? A vision statement is an important part of any business organization because it acts as an anchor point for any strategic plan. The vision statement helps to give out information on what the organization wants to see themselves in the future by outlining what the organization would like to achieve and the purpose for the organization's existence. To improve the vision statement, it is important to make it simple, short, and specific to the business.

Evaluate how aligned the mission statement is with the vision statement: What is the mission statement? To help people do more, feel better, and live longer. Are the mission and vision statements compatible? Based on what evidence? Yes, both the mission and the vision statements are compatible. This is because the vision statement provides more information on where the business wants to be in the future, while the mission statement clarifies what should be done by the organization to achieve the vision. Although the mission statement is more specific, they both support each other. What role does each statement (mission and vision) contribute to the organizational purpose? The mission statement helps an organization move in the right path by making the right decisions necessary for planning and resource allocation. It also communicates the purpose of the organization by guiding customers, vendors, stakeholders, and employees. The vision statement identifies the organization’s future state and acts as a focal point to align all members toward common goals, increasing efficiency and motivation. Do the mission and vision statements reflect organizational values? Yes, they do, because they outline the organization’s aspirations and core principles, translating values into actionable goals that support organizational purpose.

Evaluate the effectiveness of the current organizational structure: How would you describe your organization’s structure? The organization has a robust hierarchical structure that facilitates corporate responsibility and operational efficiency. The organization's mission is to improve human life quality by enabling people to do more, feel better, live longer, achieved through using technology and expanding access, supported by a structure that supports research, development, and manufacturing. Does the organizational structure support the achievement of vision, values, and mission? Based on what evidence? Yes, the structure supports these elements because it enables coordinated efforts across units, facilitates decision-making, and aligns with organizational goals. The hierarchical system ensures clear lines of authority and accountability, which helps in operational execution aligned with strategic objectives. References include studies by Bohl (2019), Martin (2015), and others that reinforce the importance of organizational design in strategic success.

Paper For Above instruction

Organizational culture fundamentally influences a company's performance, reputation, and employee engagement. At the core of this culture are the organization’s statements of values, mission, and vision, which serve as foundational elements that guide behavior and strategic direction. GlaxoSmithKline (GSK), a leading global healthcare company, exemplifies a well-structured organizational framework rooted in its core values such as patient focus, transparency, respect, and integrity. These elements are crucial for fostering an ethical environment and driving organizational success.

Assessment of the Values Statement

GSK’s values statement was developed through an inclusive process aimed at defining the organization’s fundamental beliefs. The organization engaged key stakeholders, including leadership and employees, to synthesize purpose-driven goals with behavioral expectations, aligning them with the company's operational focus. The values reflect the principles that underpin employee conduct and corporate responsibility.

However, the effectiveness of the values statement depends on its alignment with actual organizational behaviors. While the statement emphasizes ethical conduct, transparency, and respect, discrepancies can sometimes exist between stated values and observed behaviors. To bridge this gap, GSK should enhance ongoing training and accountability mechanisms, ensuring that values are consistently exemplified in daily operations. Increased employee participation in refining and living the values will promote a more authentic organizational culture.

Effectiveness of the Vision Statement

GSK’s vision—to be one of the trusted, innovative, and best-performing health partners—serves as a strategic aspirational goal. It is well communicated to employees, who demonstrate understanding through engagement in research, development, and manufacturing activities aligned with this vision. The company’s initiatives in innovation and global healthcare emphasize its commitment to this future state.

To strengthen the inspirational quality of the vision, simplification and specificity could be improved. By explicitly articulating measurable objectives and future milestones, GSK can foster a more compelling sense of purpose among staff. This clarity will motivate collective efforts toward innovation and global health impact.

Alignment Between Mission and Vision

The mission—"To help people do more, feel better, and live longer"—is directly aligned with the vision, with both emphasizing health improvement and longevity. The mission details how the organization intends to realize its vision through strategic activities, including research and technological advancement. Evidence of this alignment is reflected in GSK’s expansive R&D portfolio and global health initiatives, demonstrating a cohesive strategic pathway.

The dual statements collectively communicate purpose, values, and future aspirations. The mission grounds the organization’s daily activities, while the vision provides an overarching target, both reinforcing each other to sustain motivation and strategic clarity.

Organizational Structure and Its Support for Strategic Goals

GSK employs a hierarchical organizational structure that delineates roles from the CEO to departmental managers. This structure supports accountability, decision-making, and operational efficiency, which are critical for managing extensive research and development programs. The alignment between the organizational design and strategic objectives ensures that efforts are coordinated and purpose-driven.

Despite its strengths, hierarchical systems can sometimes hinder agility and spontaneity. As Bucolo et al. (2012) suggest, organizations might benefit from integrating flexible working arrangements or cross-functional teams to enhance innovation responsiveness. GSK can consider such adaptations to further align its organizational structure with its strategic goals and transformational leadership philosophy.

Leadership Philosophy and Its Impact

The leadership philosophy within GSK, particularly exemplified by the medicine supply chain leader, emphasizes integrity, commitment, and transformational leadership. This leader models behaviors that inspire teams to excel, emphasizing goal-setting, credibility, and character—core aspects of effective leadership (Bohl, 2019; Martin, 2015). The leader's approach supports sustainable performance and fosters a culture of continuous improvement.

However, gaps may exist between the leadership philosophy and organizational design, especially given the hierarchical structure that can restrict employee perceptions and spontaneous decision-making. Bridging these gaps requires developing leadership skills in change management, strategic thinking, and employee motivation—fostering a more adaptive and innovative environment.

By integrating such leadership development initiatives, GSK can enhance leader-employee relationships, improve organizational agility, and align leadership practices with organizational values, ultimately driving better performance and innovation.

Conclusion

GSK’s organizational structure, values, mission, and vision collectively shape its strategic direction and operational effectiveness. While the existing framework supports core objectives, ongoing adaptations—such as promoting flexible leadership practices and participative culture—can further enhance alignment and responsiveness. Leadership philosophy rooted in integrity and transformational principles remains vital, providing the motivational and ethical foundation necessary for enduring success in the competitive healthcare landscape.

References

• Bohl, K. W. (2019). Leadership as Phenomenon: Reassessing the Philosophical Ground of Leadership Studies. Philosophy of Management, 9(1), 10-44. https://doi.org/10.1007/s-x
• Bucolo, S., Wrigley, C., & Matthews, J. (2012). Gaps in Organizational Leadership: Linking Strategic and Operational Activities through Design-Led Propositions. Design Management Journal, 7(1), 18-28. https://doi.org/10.1111/j..2012.00030.x
• Martin, J. (2015). Leadership: The Power of Authority. Philosophy of Leadership, 11(2). https://doi.org/10.1057/_10
• Gereffi, G., & Fernandez-Stark, K. (2016). Global value chain analysis: A primer. Center on Globalization, Governance & Competitiveness (CGGC), Duke University.
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