4The Daily Tar Heel Thursday, January
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By SCOTT LARSEN
Staff Writer
A strong commitment to ethics and
integrity and an emphasis on basic
values in employees are critical to a
company's long-term success and the
American business system, a Procter &
Gamble executive said Tuesday.
When making business decisions that
have long-term consequences, Procter
& Gamble has refused to compromise
its ethics for short-term gain, said W.
Wallace Abbott, senior vice president
of Procter & Gamble.
Abbott, who delivered the UNC
Business School's first Executive Lec
ture of the spring semester, addressed
about 50 students in Carroll Hall. '
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Procter & Gamble's decision-making
concern has added to its success through
the years, he said.
"We make the extra effort to look
at the long-term consequences of our
actions and do what is right rather than
what will make everybody happy next
week," Abbott said.
To illustrate, his point, Abbott
referred to the situation when Procter
& Gamble's product Rely was linked
to toxic shock syndrome.
The company took the product off
store shelves, he said, because experts
both inside and outside the firm could
not promise the product didn't contrib
ute to the infection.
"This is the kind of responsible action
fan r iws
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that American corporations should'
take," he said.
Later, when some Tylenol capsules
were found to contain poison, Tylenol
officials called Procter & Gamble
seeking guidance in handling the affair,
Abbott said.
"Integrity, then, is critical in the long
term financial success of our company
and, ultimately, the American business
system," he said.
Abbott attributed Procter & Gam
ble's success to a superior understanding
of the consumer. He said the company
had always sought to develop new
products that provided better perfor
mance and customer benefits.
"We are a market-driven company,"
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he said. "We respond to what consu
mers want." .
This customer commitment led Proc
ter & Gamble to conduct more than
two million market research interviews
last year to determine consumer pref
erences, he said. The company was also
the first to institute a toll-free phone
number to answer customer complaints
and questions' about its products,
Abbott said. ;
Another reason for the company's
success is its training program for new
employees, he said. The program's
primary emphasis is on individual
coaching by more experienced manag
ers because people progress at different
rates and have different needs, he said.
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From the beginning, new employees
receive responsibility and have the
guidance of seasoned managers to aid
them if problems arise, he said.
"There is probably no place in
American business where so many men
and women under age 30 have such
responsibilities," Abbott said.
By delegating authority and respon
sibility down through the ranks, Procter
& Gamble fosters more innovators and
leaders who are essential to today's
business successes, he said. The com
pany only promotes from within the
firm and does so solely on merit, he
said. . ;
"Every executive has worked at all
levels in the organization," Abbott said.
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Teamwork is an important aspect of
Procter & Gamble's success, he said.
The company does not offer a pension
plan. Instead, employees have a profit
sharing plan which provides incentive
for them to do their best work and
instills an "our company" feeling,
Abbott said.
The Business School will continue its
spring lectures next week during the
"Managing in the Nineties" Conference
Jan. 27-29.
By UZSAYLOR
Staff Writer
The Southern Association of Col
leges and Schools has approved a 10
year re-accredidation of the University,
after touring the campus last spring and
reviewing a self-study by UNC faculty.
Sociology - Department Chairman
John D. Kasarda, who chaired the self
study committee from March 1984 to
February 1985, said the association used
a non-traditional method of re
accredidation by allowing the Univer
sity to select any topic for its self-study.
The committee examined the research
mission of the University.
"The association had confidence we
met all the standards for accreditation
. . . Kasarda said. "The traditional
method of accreditation involves such
things as looking at the number of
books in the library."
Kasarda said the committee chose to
study the research mission because the
UNC Board of Governors had chosen
the University as a major research
institution, and the undergraduate
curriculum had just been revised.
He said North Carolina had moved
from an agricultural and industrial
society to one of information
processing.
"This makes the University central to
the forefront of economic develop
ment, he said. "The new capital for
our society is brain power, not bricks
and mortar. This institution provides
that capital.
"Nearly 1,500 jobs in North Carolina
were created by research. Economic
ripples exist throughout the state of that
$76 million brought in from research."
Kasarda said the University and
Research Triangle Park both wanted to
stop "brain drain" by attracting some
of the best minds io the state.' '
" ' "Research complements teaching and
learning," he said. "On the whole, we
found that the best, most exuberant
teachers are those who research. This
faculty has the responsibility beyond
transmitting information to create
information to be not only taught here
but at other schools as well."
The faculty steering committee was
divided into 10 task groups that
examined areas such as the quality of
undergraduate education at a research
university, funding of research and the
relationship of a research university to
its environment.
The committee recommended setting
up an Office of Research, increasing
faculty salaries to a more competitive
level and aiding and promoting research
through more funds and research time.
"Enrollment-driven formulas for the
distribution of funds are no longer
appropriate," Kasarda wrote in the self
study summary. "University officials
. . . should seek from the State addi
tional direct resources for research to
meet rudimentary needs of scholarly
communication - e.g., postage, long
distance telephone calls and
photocopying."
Also in the summary, Kasarda said
two challenges for the University were:
maintaining a balance between basic
research and technology and deep
concern for their implications and
preserving undergraduate education.
.Preserving undergraduate education,
"the traditional core of the University's
concerns," while keeping up with
technological developments is a difficult
problem, Kasarda wrote.
The problem presents "... a contest
between bread-and-butter results and
intellectual rewards that may be less
immediately edible . . . ," he wrote.
I""! " h THS NATIONAL KIDNEY
;Zj foundation, inc
SI ii on
Organ Donor CcrdI
It'sone
New Year's Resolution
that's easy to keepl
GARY COLEMAN
oft or un CHAIRMAN
tontpuntfectpicnt
fot Jnfofmfon contact:
National Kidnty Foundation of North Carolina. Inc
( X
P.O. mm Z3S3
Cn$l MM. Ham Carolina 27S14