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Just Other Articles - The Corporate Dinner - A Window Into Corporate Culture
Over the years, I guess I've attended thousands of corporate get togethers over dinner. I have, either as an out-of-towner, or hosting out-of-towners attending a conference or workshop, observed the behaviour of individuals and teams at dinner and how According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product they reflect the corporate culture. There are five corporate cultures which I have identified with behaviours at dinner. The Alpha Male Dinner The alpha male dinner environment is, of course, no longer exclusively male, although the ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in behaviour is still easily identified as masculine. This is the dinner where at least some of the boys try to outdo each other. Whether it is their knowledge of wine or the selection of the most expensive menu items and restaurants or the telling of the lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together. most outrageous jokes or the heaviest drinking, this dinner is about competing. There is no gentle discourse at this dinner. Some of the attendees are likely to be loud. Competition descends into being heard above the din of people talking over each here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe ther. I have mostly found that this behaviour at dinner is repeated at work, even in teams I did not really know. People did not just work in silos unaware of what other teams were doing or how they affected each other. They worked in fortresses, well d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro aware the impact they were having on each other. They would protect their turf and their ability to promote their personal cause at all costs. The result is an organisation with multiple tactical, personal foci and no strategy. The Home Earl ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc Dinner Dinners where the participants talk a little about work, a little about social events, rarely about themselves or political events and finish at nine thirty. This dinner reflects teams that do not know each other well. Not only do the easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi y not know each other well, they have little interest in knowing each other well. If they are not really a team but perhaps a group of individuals thrown together for a course then it is perhaps understandable. However, one would hope if they were fro nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically the same organisation they would have at least enough common identity to warm to each other a little. When, however, a team which does actually work together displays this behaviour at dinner, I find them at work to be very silo based. Moreover, I fi and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ nd there to be almost no interest in what the other team members are doing. There is little energy in what individual departments do. The result is an organisation with no focus at all and no strategy. The Let's Have a Blast Dinner T ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi ere are usually two objectives of the participants of this kind of dinner; laughter and intoxication. Participants all share the first objective and some share the second. It can be a good sign for corporate culture. If, at the end of a hard year, dif ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a icult targets are met and arrangements for dinner are made ensuring noise created from what is more of a party rather than a dinner does not disturb others, it can be a good sign. A deliberately thought out celebration of a great result brought about dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod by teamwork usually reflects a team that works hard together and plays hard together. The implied organisational culture is not for everyone but can be a fun, energising and demanding place to work that rewards team success. Frequent, opportunistic pa cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin ties at company expense with no correlating rationale for celebration, reflects, I find, a culture of getting whatever you can out of the organisation and damn the consequences for others. The implied organisational culture can be fun, but not meaningf tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen ul. The Indigestion Dinner Dinners where the participants talk about nothing but work can be a bore. When they do so in an unproductive way, continually analysing and re-analysing but never solving the problems of the organisation, t t? As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel ey rate high in the boredom stakes. When the topic has been workshopped for two days and dinner is still full of the analysis of problems and not creative or even obvious solutions, they imply an organisation paralysed by analysis. It typifies an org ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust anisation where analysis is so shallow, that real solutions are not highlighted by the analysis and blaming internal or external "others" is the norm. The Paper Tablecloth Dinner My favourite kind of corporate dinner, where there is y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products nalysis of work issues but the majority of the time is spent creating, communicating and testing solutions between the team members by using the tablecloth as a brainstorming board. Pens at the ready, ideas are swapped, added to and amended at will by . As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de anyone with a good idea for a solution whilst relaxing and dining. The creative juices are encouraged as the formalities of the office drop away. Corporate dinners such as these indicate at least a team of people willing to work on solutions rather t elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip an problems and working as a team rather than individuals. What kind of corporate dinners do you have? Do they change with different teams of people? What do the types of dinners you have with different teams say about the culture of your organisation tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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