what are the organizational goals of clorox company?
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They should Clorox yahoo answers and get rid of the pervs lol. You should try their company website and look at forecasts and press releases. Also, investing info could be a good indicator.
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In cement companies there is not much of marketing activities. Because cement is a commodity there is no need for differentiation, unique marketing, etc. These companies are more sales oriented, that is they have strong salesforce. Personal selling and PR are the most important elements for cement companies. \nThere is not much advertising and the most effective and common branding practice is Corporate Social Responsibility initiatives and programs.
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1. Protect only the companies if on the right track.,\n2. Represent companies not polluting the environment,\n3. Protect on the rights of offenders but do not conceal crimes,\n4. Do not be allowed to be used bu bad politicians, and\n5. Help in the speedy administration of justice.
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There's a lot of organizations. The most noteable ones I can think of are UNICEF, Oxfam, and Save the Children.
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Please check:\nhttp://en.wikipedia.org/wiki/Environmental_organization
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Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals. The idea of a set of standard administrative functions carries back to Luther H. Gulick, who in 1937 established the acronym POSDCoRB (pronounced "poz dee korb") which stood for planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Gulick's set of functions has been refined and condensed several times, resulting in the currently utilized five-step model: 1) planning, 2) organizing, 3) staffing, 4) directing, and 5) controlling\n\nPlanning is deciding in advance what to do, how to do it, when to do it, and who should do it. It bridges the gap from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short-range and long-range planning. \nPlanning has both symbolic and functional value. The resulting plan provides standing information to members/employees of the organization, and it convinces stake holders to buy into the organization's goals. \nOrganizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization. Organizing must take into account delegation of authority and responsibility and span of control within supervisory units. \nStaffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions. \nDirecting is leading prople (see Leadership) in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on production. \nControlling in the function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This function's purpose is to ensure high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurment of performance, and institution of corrective actions. \nBudgeting, excepted from the above list, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.
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When setting objectives, list down key result areas for each particular objective, as well as a matching measurable performance indicators. the strategies must then be set in line with your objective and must answer to your key result areas and measured through performance indicators.\n\nFor example, your main company goal is to increase profitability and your main strategy being to increase sales by providing higher comission rates to agents surpassing their quota, your Key Result Area would be the total sales of say $1,000,000.00 per agent. your agent's actual performance would then be matched to your set KRA and would measure as Performance Indicator.
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The Marketing Manager.He decides according to the objectives and goals of the organisation.
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We manage brands by building sustainable equity and creating new branding opportunities using an innovative yet commercial approach. Through our international network of offices, we are able to maximise revenue potential by creating manufacturing, retail and promotional partnerships worldwide.\n\nOur business focuses on four core sectors; sports, entertainment, corporate and fashion/lifestyle and our rights representation portfolio are growing constantly.\n\nWith our Worldwide Head Office based in Singapore, we have offices in London, Dubai, Los Angeles, Buenos Aires, Sydney, Jakarta, Bangkok, Manila, Kuala Lumpur and Hong Kong. Offices opening soon include Tokyo, Shanghai, Beijing, Seoul, Mumbai and Johannesburg.  Global reach combined with local implementation ensures we maximise brand potential across the broadest, relevant consumer base.
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I can only give you an idea about what you are asking (it will take toooo long to write the whole answer)\n\nThere are 4 functions. \n\nPLANNING is about making plans for the future activities, operations, business lines. e.g. Nestle would plan for new launches, plan its resources\n\nORGANIZING is mainly concerned with Organizing the resources towards achieving of certain objectives. This may include both Human and Material resources. For example, in Nestle's case, launch of a new product would require some staff dedicated to it....it can be arranged from different other departments or some may be hired\n\nLEADING is mainly a Human resource related activity. It deals with leading the workforce into the actual scenario. It may include defining roles and keeping balance. For Nestle example, leading may be to designate people according to their experience and take care of their needs as they become part of a team working towards achieving the objective.\n\nCONTROLLING is an ongoing process which is part of the activity. As the activity goes on, results may be monitored, progress may be checked and then compared against the targets etc. For Nestle, the launch of a new product may be controlled / monitored in terms of the activities happening
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The objectives are as ff:\n- Create a shared research infrastructure for the purpose of enabling collaborative research:\n- enhance educational opportunities
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So the manufacturer can try to match demand profitably.\n\nYou're not serious, are you?
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1- Make sure that all work meets the specifications.\n2- To make the field tests such as: soil tests, concrete tests, etc...\n3- To check the steel detailing in the field and be sure that is installed correctly.\n4- To solve any structural problem that happens.\n5- To manage between casting concrete and the concrete plant.
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To create conformity.
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to make sure that our planet doesnt get polluted so much with trash, and to conserve more of our resources. duh.
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Working together to achieve one common goal.
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Clorox 2 works best for me.