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Organisational Structure of Georgia Pacific

Discuss Organisational Structure of Georgia Pacific within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Organisational Structure of Georgia Pacific : Georgia-Pacific LLC is an American pulp and paper company based in Atlanta, Georgia, and ...

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Netra Shetty
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Organisational Structure of Georgia Pacific - February 4th, 2011

Organisational Structure of Georgia Pacific : Georgia-Pacific LLC is an American pulp and paper company based in Atlanta, Georgia, and is one of the world's leading manufacturers and distributors of tissue, pulp, paper, packaging, building products and related chemicals. As of Fall 2008, the company employed approximately 50,000 people at more than 300 locations in North America, South America and Europe. It is a division of the private US conglomerate, Koch Industries

CEO

Charles Koch
CFO

Steve Feilmeier

COO

David Robertson
Communication

MC
Communication

TJ
Public Affairs

KS
Vice President

DK

Clearly, the organization's values must be in line with the organization’s purpose and mission, and the vision they are set to achieve. An articulated and well-thought out values of an organization can provide a framework for the collective leadership of an organization to encourage common norms of behavior, which will support the achievement of the organization's goals and mission. In addition, moving any organization along the ethical continuum involves some well-defined and meaningful processes in terms of consistency in outcomes, attitudes, organizational commitment, and organizational learning. Every single effort done toward moving an organization headed for ethical excellence and creating organizational values involves either defining, re-confirming, or creating the foundation of values.

Recurrently, organizations either make comment or at the very least tacitly imply that their people are their most valuable resource. This cannot be simply a catch phrase; indeed, it must be a demonstrable reality within the various levels of the organization. If the values of the organization are to be subscribed to by all members of the organization, there must be a process designed whereby the significant levels of the organization will have a meaningful, observable input into the creation of the values. One may be tempted to simply adopt a set of values that appears to fit. With a modest amount of research, the values of a variety of organizations can be obtained and be adapted to the organization. Although this may appear to be more effective in the short term, but in the longer term, this process has some inherent weakness, not the least of which is a total lack of buy-in and ownership throughout the organization
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James Cord
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Re: Organisational Structure of Georgia Pacific - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
Georgia-Pacific LLC is an American pulp and paper company based in Atlanta, Georgia, and is one of the world's leading manufacturers and distributors of tissue, pulp, paper, packaging, building products and related chemicals. As of Fall 2008, the company employed approximately 50,000 people at more than 300 locations in North America, South America and Europe. It is a division of the private US conglomerate, Koch Industries

CEO

Charles Koch
CFO

Steve Feilmeier

COO

David Robertson
Communication

MC
Communication

TJ
Public Affairs

KS
Vice President

DK

Clearly, the organization's values must be in line with the organizationís purpose and mission, and the vision they are set to achieve. An articulated and well-thought out values of an organization can provide a framework for the collective leadership of an organization to encourage common norms of behavior, which will support the achievement of the organization's goals and mission. In addition, moving any organization along the ethical continuum involves some well-defined and meaningful processes in terms of consistency in outcomes, attitudes, organizational commitment, and organizational learning. Every single effort done toward moving an organization headed for ethical excellence and creating organizational values involves either defining, re-confirming, or creating the foundation of values.

Recurrently, organizations either make comment or at the very least tacitly imply that their people are their most valuable resource. This cannot be simply a catch phrase; indeed, it must be a demonstrable reality within the various levels of the organization. If the values of the organization are to be subscribed to by all members of the organization, there must be a process designed whereby the significant levels of the organization will have a meaningful, observable input into the creation of the values. One may be tempted to simply adopt a set of values that appears to fit. With a modest amount of research, the values of a variety of organizations can be obtained and be adapted to the organization. Although this may appear to be more effective in the short term, but in the longer term, this process has some inherent weakness, not the least of which is a total lack of buy-in and ownership throughout the organization
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