GlaxoSmithKline as well supports education programmes that motivate budding, great minds to pursue careers in science. This the company does as a contribution to the field of science. BELIEFS As a company, GlaxoSmithKline gets on with its operations based on fundamental beliefs that have guided and encouraged its people – both the management and the employees. Such beliefs have become so ingrained in their minds and hearts that they have come to accept them as truths. They are as follows: • A belief in being the “best.
This leads the people in the organization to relentlessly pursue perfection in carrying out their respective tasks and duties. This belief bolsters the confidence of the employees and motivates them to work hard to deliver results that will surpass the management’s expectations. • A belief in the importance of the details of execution: the nuts and bolts of doing the job well. This ensures that the accomplishment of a job has been checked each step of the way so that it can be measured, quantified, documented and repeated with consistent levels of accuracy.
This significantly matters to work that pertains to scientific procedures. Every detail has to be understood. Each generated output or conclusion has to be verifiable. • A belief in treating people as individuals. This helps to make life better, whether at work or somewhere else. People are the company’s most valuable resources. Treating people well will get better results from them. A company where people treat each other well is a company that can keep such people.
• A belief in superior quality and service. This motivates them to deliver no less than superior quality and service both to people within the company and more importantly, to the people who make up the company’s market. • A belief that most members of the organization should be innovators and its corollary that the organization should be willing to support failure. This encourages them to try to produce or discover new things without fear of ridicule and rejection, which will only do harm.
Such fear represses the creativity that ought to be harnessed and used for new and better products for the company. • A belief that informality enhances communication. This leads the people in the organization to be open and to exercise candor when interacting with one another. Stiff and stern formality inhibits spontaneity. Informality in the working place breeds closer ties among the people therein. Ideas and suggestions flow and from there great plans can be hatched, worked on and actualized.
• A belief in and recognition of the importance of economic growth and profits. Companies should strive for profitability as the means for attaining sustainability of its operations. When the employees of a company have an adequate appreciation of the revenues and costs that each activity in the company can translate to, it makes them conscientious when it comes to incurring expenses and it turns them into more convincing salespeople when talking about the company’s products and services.