In a brief essay, discuss how decentralized management and organizational culture affect Johnson & Johnson

What will be an ideal response?

Decentralized management is the heart of J&J's organization. It allows managers who are closest to customers and competitors to make decisions. As the company says, it aims to be big and small all at once, building a global profile based on the conglomeration of many small units. By design, each of its 250 units operates with substantial autonomy, commanding the authority to act as it believes best given local conditions. Each is its own business, entrepreneurial in character, and aware that success depends on anticipating local customers' needs and delivering solutions. Encouraging employees to act as local entrepreneurs while ensuring they act with a global awareness takes us to the role of culture in J&J. Fundamentally, from the CEO to the director of the smallest unit, management believes that the people and their values are J&J's greatest assets. Separating J&J from the pack is its organizational culture, embodied in "Our Credo," crafted in 1943 by Robert Wood Johnson, company chair from 1932 to 1963, this one-page ethical code of conduct states how J&J fulfills its responsibilities. Collectively, the "Credo underscores J&J's personal responsibility to put the needs of the people we serve first. It liberates our passion and deepens our commitment to delivering meaningful health innovations." The company maintains that the Credo is more than just a moral compass; it is the basis of success.