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Organisational Structure of General Mills

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Organisational Structure of General Mills
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Netra Shetty
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netrashetty
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Organisational Structure of General Mills - February 4th, 2011

General Mills, Inc. (NYSE: GIS) is an American Fortune 500 corporation, primarily concerned with food products, which is headquartered in Golden Valley, Minnesota, a suburb of Minneapolis. The company markets many well-known brands, such as Betty Crocker, Yoplait, Colombo, Totinos, Jeno's, Pillsbury, Green Giant, Old El Paso, Häagen-Dazs, Cheerios, Lucky Charms and Wanchai Ferry. Their brand portfolio includes more than 100 leading U.S. brands and numerous category leaders around the world

President

Kendall Powell
Director

Lois Quam

Director

Robert Ryan

Director

Bradbury Anderson

Director

Hilda Ochoa-Brillembourg

Director

Michael Rose

Director

Paul Danos

Director

Steve Odland

Director

Raymond Gilmartin

Director

William Esrey

Director

Judith Hope

Director

Dorothy Terrell

Director

Heidi Miller

Director

Kerry Clark

CFO

Donal Mulligan
Wholesome Snacks

PC

International

Christopher O'Leary

US Retail

Ian Friendly

Growth & Marketing

Marc Belton
Legal & Risk Management

RP
Sales & Channel Development

JR
Marketing

MA
Development

DM
External Relations

KN
External Relations & General...

CS

Human Resources

Michael Davis
Innovation, Technology & Qua...

PE

Canada

David Homer
Supply Chain

JC
Bakeries & Foodservice

JM

Meals

Juliana Chugg
Asia Pacific

SB
EMEA

LGM
Yoplait

BO

Baking

AV

Financial Operations

KW

Cereal Partners Worldwide

CS

Greater China

GC

Yoplait

RO

Sustainability

JL

Control

RL

Treasurer

KB

U.S. Channels Sales

DD

Baking Products

AS

Big G Cereals

JH

Foodservice

MM

Latin America & South Africa

SW


Meals

James Murphy

Small Planet Foods

MM

Snacks Unlimited

JN


U.S. Retail Sales

Shawn O'Grady


hroughout the convention process the communication with the public focus shifts from inter-party strife to intra-party strife. By striking a chord of solidarity in the selection of a candidate, the party hopes to turn criticism away from itself and its members towards the opposing party. This is the most vital stage of communication because the convention process not only chooses the president, but also the vice presidential candidate-who may have also been a primary candidate. Communication with the public is necessary to ensure a solid, unified front in order to combat the challengers from another party. In this case, opposing incumbents are offered an opportunity to pick apart new partnerships. Incumbent administrations can capitalize upon a head start by using previous policies and successes as a basis for their future actions. They tend to have improved communication with the media as most scandals have already been dealt with in the open. Challengers must provide enough time to address the negative work of increased media scrutiny or risk attempting additional hurdles late in the game.

Limiting the Political Field
The convention phase is the most limiting phase as it may narrow four or five primary candidates down to a single presidential hopeful, marking the beginning of the general campaign phase. The media, organizational structure, and issue election are once again the primary focus of the general election. However, the strategic environment becomes the most prominent factor in the general election as opposing party candidates use both free and paid media to attack, defense, raise awareness, and gain credibility. The strategic environment must also take into account regional issue preferences such as conservative or liberal pockets and economic areas such as manufacturing or farming. Candidates tend to spend the most time in just seven core states and anticipated swing states
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Last edited by netrashetty; February 4th, 2011 at 02:49 PM..
   
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Re: Organisational Structure of General Mills
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James Cord
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Re: Organisational Structure of General Mills - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
General Mills, Inc. (NYSE: GIS) is an American Fortune 500 corporation, primarily concerned with food products, which is headquartered in Golden Valley, Minnesota, a suburb of Minneapolis. The company markets many well-known brands, such as Betty Crocker, Yoplait, Colombo, Totinos, Jeno's, Pillsbury, Green Giant, Old El Paso, Häagen-Dazs, Cheerios, Lucky Charms and Wanchai Ferry. Their brand portfolio includes more than 100 leading U.S. brands and numerous category leaders around the world

President

Kendall Powell
Director

Lois Quam

Director

Robert Ryan

Director

Bradbury Anderson

Director

Hilda Ochoa-Brillembourg

Director

Michael Rose

Director

Paul Danos

Director

Steve Odland

Director

Raymond Gilmartin

Director

William Esrey

Director

Judith Hope

Director

Dorothy Terrell

Director

Heidi Miller

Director

Kerry Clark

CFO

Donal Mulligan
Wholesome Snacks

PC

International

Christopher O'Leary

US Retail

Ian Friendly

Growth & Marketing

Marc Belton
Legal & Risk Management

RP
Sales & Channel Development

JR
Marketing

MA
Development

DM
External Relations

KN
External Relations & General...

CS

Human Resources

Michael Davis
Innovation, Technology & Qua...

PE

Canada

David Homer
Supply Chain

JC
Bakeries & Foodservice

JM

Meals

Juliana Chugg
Asia Pacific

SB
EMEA

LGM
Yoplait

BO

Baking

AV

Financial Operations

KW

Cereal Partners Worldwide

CS

Greater China

GC

Yoplait

RO

Sustainability

JL

Control

RL

Treasurer

KB

U.S. Channels Sales

DD

Baking Products

AS

Big G Cereals

JH

Foodservice

MM

Latin America & South Africa

SW


Meals

James Murphy

Small Planet Foods

MM

Snacks Unlimited

JN


U.S. Retail Sales

Shawn O'Grady


hroughout the convention process the communication with the public focus shifts from inter-party strife to intra-party strife. By striking a chord of solidarity in the selection of a candidate, the party hopes to turn criticism away from itself and its members towards the opposing party. This is the most vital stage of communication because the convention process not only chooses the president, but also the vice presidential candidate-who may have also been a primary candidate. Communication with the public is necessary to ensure a solid, unified front in order to combat the challengers from another party. In this case, opposing incumbents are offered an opportunity to pick apart new partnerships. Incumbent administrations can capitalize upon a head start by using previous policies and successes as a basis for their future actions. They tend to have improved communication with the media as most scandals have already been dealt with in the open. Challengers must provide enough time to address the negative work of increased media scrutiny or risk attempting additional hurdles late in the game.

Limiting the Political Field
The convention phase is the most limiting phase as it may narrow four or five primary candidates down to a single presidential hopeful, marking the beginning of the general campaign phase. The media, organizational structure, and issue election are once again the primary focus of the general election. However, the strategic environment becomes the most prominent factor in the general election as opposing party candidates use both free and paid media to attack, defense, raise awareness, and gain credibility. The strategic environment must also take into account regional issue preferences such as conservative or liberal pockets and economic areas such as manufacturing or farming. Candidates tend to spend the most time in just seven core states and anticipated swing states
Hello netra,

Here i am uploading Organizational Restructuring of General Mills, so please download and check it.
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