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Women's health and the Millennium Development Goals

   

Added on  2021-02-21

9 Pages1617 Words23 Views
MILLENNIUM HEALTHSCIENCES (MHS)

Table of ContentsINTRODUCTION...........................................................................................................................3MAIN BODY...................................................................................................................................3A. Internal Perspective and Changes impacting innovative capacity.........................................3B. External Perspective and Changes impacting innovative capacity.......................................4C. Marketing and consumer related perspectives and Changes impacting innovative capacity.4D. Technological Perspective and processes and Changes Enhancing Innovative Capacity......5CONCLUSION................................................................................................................................6REFERENCES................................................................................................................................7

INTRODUCTIONMillennium Health Sciences (MHS) is an Australian Company set up in 1968 with theinnovative idea of developing dermatologically tested skin care products. At present, it has twobusiness units, 'Neutrino' and 'Dermatech'. This report highlights the present internal and externalstructure of the company along with their various perspectives. It also illustrates variousinnovative practices that can be introduced in the company. Further, the report statestechnological innovations as well as the marketing perspectives and how practices can be madeinnovative.MAIN BODYA. Internal Perspective and Changes impacting innovative capacity.Millennium Health Sciences (MHS), at present is divided into two business units :-'Neutrino' and 'Dermatech'. Neutrino carries out production of Vitamins and Dermatechmanufactures advance skin care products. The present internal structure of Millennium HealthSciences involves a rigid set up where there is only one way communication i.e. from top tobottom. At the top most level are the Board of Directors and CEO of MHS. Then there are twoGeneral Managers each heading a Business Unit. GM's and the Senior Executive Team togethertake important decisions which are then filtered down to lower levels of hierarchy. The intensecompetition and rivalry that exists between the two business units regarding resources andproducts within the company has limited the productivity of MHS (Keyes and Galea, 2016).Majority of employees have degree in pharmacology or microbiology and theirpromotion is done on the basis of the number of years they have worked in MHS and that also isinstigated through ranks i.e. one cannot skip between two positions. Due to this the average ageof a person at a senior position is 53 years.Recommendations :- The present structure at MHS is an extremely rigid and traditionalone. The growth of the employees is very constricted demotivating its employees. MHS shouldreinforce fresh and young talent focusing on their abilities rather than degree, in the companywhich will bring new and innovative ideas when these young and talented minds are put to work.The adoption of top to down communicant policy has also hindered the growth because the topmanagement is not accepting any feedbacks or suggestions and these practices makes anorganisation obsolete. So, the managers at MHS should encourage feedbacks and listen to ideas3

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