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Table of contents
Leadership and Supervisory Role: The Head of Legal is first and foremost tasked with leading the junior lawyers in all legal corporate affairs. In his leadership position, the Head of Legal is tasked with the implementation of key legal processes that relate to legal drafting, negotiations, and commercial settlement agreements. He additionally takes responsibility of ensuring that all allegations of legal misconduct are reported in a timely manner to the executive team in an attempt to maintain integrity within the business.
In this capacity, the Head of Legal will also act as a mentor to key legal department personnel, encouraging their professional growth, and grooming them for the occupation of his position in future. The Head of Legal provides senior leadership across the business with strategic and operational guidance, aiding them in the management of litigation issues such as contract disputes and product liability. In this capacity, the Head of Legal is also charged with reviewing and providing advice to the business upon request on matters concerning applicable contracts required for operation of the business.
The HR Function’s Compliance Role
The Head of Legal will also work with departmental leadership across the business in identifying and managing potential legal risk. In this collaboration, he also ensures that there are efficient systems in place relating to compliance of high impact policies such as anti-bribery and corruption, financial transaction compliance, and so forth. The Head of Legal will also work with junior lawyers in drafting sensitive and high-value legal documentation necessary for business operations.
Knowledge: The Head of Legal ensures that there is free circulation of information on relevant laws and policies across the business. He oversees the delivery of training to management and personnel on legal issues affecting individual departmental activities and transactions. Other Duties: The Head of Legal also performs similar duties as he deems fit for the proper execution of his duties and duties as delegated by the Chief Finance Officer or the Employer. Education: The Head of Legal must have a Phd preferred in Law from an accredited law school and at least five years of working experience in a legal corporate environment.
Experience: A candidate for this position must have had at least 7 years of working experience working in a corporate legal capacity within a fast-paced, fast-evolving and dynamic environment, preferably working as a Senior Lawyer. The Head of Legal must also have successful experience leading negotiations on complex, high value, contracts, and agreements.
The candidate must also have a demonstrable track-record producing effective and high-quality legal advice to departmental heads within a business, leading to enhanced integrity in both internal and external affairs.
The Office of Strategy Management
He will further have proven and successful experience creating departmental priorities that align strategic direction of the legal department and the overall business objectives. A suitable candidate will also have proven experience in relationship management and a demonstrated ability to lead a legal team and develop talents that subsequently drive value across the business. As in the Executive function, the sub-functions of Organizational Support are varied and include:. Sales — Sales must be generated to fuel the company. Financial — The finance function includes all things accounting related.
Sub-functions for finance are more clear-cut and narrow, as they are in Sales, and include the three basic sub-functions of accounts receivable, accounts payable and financial reports. Included is the design, delivery, support, etc.
Human Resources (HR)
Quality — Quality assures your current and future customers receive what they are coming to you for. Sub-functions include verifying that a quality product is delivered, diagnosing the cause whenever that is not the case and assuring sound solutions to any problems identified are both designed and implemented. Marketing — While the Sales function targets existing prospects who know you and your product line, the Marketing function works to expand your reach to new publics, i. Sub-functions include market research, new methods of advertising and promotion, and looking for new ways to use and market your products that will attract new customers.
The functions are designed to be a picture of the flow of work in an organization. Think of the functions as a linear progression, that ends in Marketing. Then Marketing creates interested publics that loop back and feed into sales, and the cycle continues. The Executive and Organizational Support functions hold the space for the other 5 to continue in this repeating cycle, assuring the organization has the tools, vision, staff, etc.
Start-up organizations operate on a different playing field from established organizations in terms of function. Gore, and leads to a second theme, that of teaming to combine and recombine competencies as business opportunities arise. Teaming across organizational boundaries appears to be a hallmark of companies in transformation. In fact, a number of the companies in our sample have eliminated many of the traditional organizational boundaries entirely. Oticon has eliminated not only functional departments but also job tides and the physical barriers imposed by office walls.
https://toibaccaraly.ml Work is organized by project teams, and people join teams based on their competencies and interest. There are only three levels in the company: project sponsors the former management team ; project leaders; and project coworkers. All employees including the CEO are expected to work on multiple projects, with at least one in their core competency and one in which they feel they can add value based on their other competencies or interests.
For example, Lars Kolind, the CEO, has recently finished working on a new training manual, and an administrative coworker with Spanish-language competency is working with a team responsible for marketing and selling a new product in Spanish-speaking countries. This flat, project-focused teaming structure has created a knowledge-based, networked organization that Oticon calls its "spaghetti" organizational structure.
While Oticon's structure may be spaghettilike, Eastman Chemical's team-based organizational structure is actually drawn in the shape of a pizza.
The different business organizations are depicted as "pepperonis" scattered throughout the pizza, and the administrative staff is matrixed to the various business units. Although teams have become a way of life at Eastman-so much so that when the Baldrige examiners asked how many teams there were, no one could give a definite answer-the "pizza chart" has helped Eastman to realize that it needs to pay even more attention to the white spaces between the business units. At Johnsonville Foods, "members" the company's term for employees are organized into three basic team categories: product performance teams, customer focus teams, and performance service teams, which are able to reorganize themselves as the nature of their work changes.
In addition, it is the team unit itself that decides on the distribution within the team of the "great performance share" bonuses. These decisions provide tangible rewards for being a team player. Gore has never had a traditional hierarchy. Its founder's beliefs that there should be no rigid structures and no central, hierarchical control has fostered a flat, "lattice" structure without ranks or titles. Semco is another company where fluid, dynamic project teams easily form and reform as the needs arise.
At Semco, the organizational boundary that traditionally separates the organization from its environment is also fluid and permeable, and teaming occurs between Semco "associates" and an ever-changing array of outside subcontractors, many of whom are former Semco employees who have been supported by Semco in setting up their own small businesses.
The organizational structure, as in the other companies in our study, has been flattened and only has three levels: a group of "counselors" formerly called senior executives , partners, and associates.
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Given such flat, fluid structures, it is not unfair to ask, "What holds it all together? This leads us to a third theme, that of alignment through shared values and goals. Like a genetic code, shared values become the shaper of organizational and individual behaviors, and when they are truly shared, order is achieved without the need for a host of external control mechanisms. The CIBC vision noted above is one example of the articulation of a shared set of values that guide organizational and individual behaviors.
Another example is W. Gore's four operating principles to guide behavior:. The Freedom principle encourages associates to grow in knowledge, skill, and scope of responsibility. The Waterline principle states that mistakes, which are inevitable in any dynamic organization, "above the waterline" are not a serious offense. However, mistakes "below the water line" can sink the ship.
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Therefore, before taking a serious risk, associates need to check with other key people. The Commitment principle indicates that associates are expected to keep any commitments they make. The Fairness principle mandates that associates be fair to everyone else, including suppliers and customers. Furthermore, leadership at Gore is not positional; it is expected of everyone, and a natural leader is defined by his or her followers. The question of leadership was also a crucial one for Ralph Stayer of Johnsonville Foods. In considering how to make the company a national player, Stayer came to realize that by keeping people dependent on him for leadership and decisions, he, not the employees, was the source of the problem.
He likened the situation to that of a buffalo herd in which the herd simply follows the lead buffalo anywhere-even over a cliff. In contrast to the buffalo, in a flock of geese, each goose is responsible for getting itself to the flock's destination. When the lead goose gets tired, another goose moves forward to take its place, assuring a fast and steady pace.
To help Johnsonville Foods transform itself from a herd of unquestioning followers to a more empowered community, Stayer stopped merely delegating work and instead transferred ownership of the customer relationships to the organizational members. At Oticon, a set of core values to guide the work of the company emerged after hundreds of hours of discussion.