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 Ú



Introduction

History

Community Focus

Leading Brands

Vision

Mission

Values

Strategic Execution

Corporate Governance

Human Resource Committee

Environment, Health and Safety

Awards and Recognitions

Code of Ethics

Conclusion
INTRODUÚTION:

An 
 

 is a mainly hierarchical concept of subordination of entities that
collaborate and contribute to serve one common aim. Organizations are a variant of clustered
entities. An organization can be structured in many different ways and styles, depending on
their objectives and ambience. The structure of an organization will determine the modes in
which it operates and performs. Organizational structure allows the expressed allocation of
responsibilities for different functions and processes to different entities such as the branch,
department, workgroup and individual. Individuals in an organizational structure are
normally hired under time-limited work contracts or work orders, or under permanent
employment contracts or program orders.

Whirlpool Corporation is a leader of the $100 billion global home appliance industry. The
appliances are marketed in nearly every country around the world.

Whirlpool manufactures appliances across all major categories, including fabric care,
cooking, refrigeration, dishwashers, countertop appliances, garage organization and water
filtration.

ISTORY:

Whirlpool Corporation today is the world's leading manufacturer and marketer of major
home appliances. Whirlpool realizes annual sales of approximately $19 billion in 2008, has
70,000 employees and maintains 67 manufacturing and technology research centers around
the world. The corporation markets Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana,
Brastemp, Consul, Bauknecht and other major brand names to consumers in nearly every
country around the world.

The beginnings, though, were much more humble, based on a business failure and the vision
of one family. In 1908, Lou Upton invested his savings in a venture to manufacture
household equipment. When that company failed to materialize, Upton was offered the
opportunity to select something of value from the failed venture as a return on his investment.
He chose the patents on a hand washing machine that he thought might be electrified.

Lou Upton brought the patents and his innovative vision home to St. Joseph, Michigan. In
1911, Lou joined his uncle Emory and brother Fred to produce motor-driven wringer washers
as the Upton Machine Company.

S
 B
 E

The company's first major order for 100 washing machines came almost
immediately. A problem arose when a cast-iron gear in the transmission
failed ² in every single machine. Upon learning of the issue, Lou Upton
replaced the defective parts with a new cut-steel gear. Impressed with the fledgling
company's business ethics, the customer doubled its order to 200 washing machines.

Upton Machine continued to grow. In order to meet increased customer demand, in 1929 it
merged with the Nineteen Hundred Washer Company of New York. Together they formed
the Nineteen Hundred Corporation, and business grew steadily, in spite of the Great
Depression of the 1930s. They began experimenting with new products, innovative
technologies and strong engineering and sales.

ë


 1940 A
 1950

World War II halted washer production, as factories

were modified to provide components for the P-40
Warhawk aircrafts and military equipment. More than
two million units of war materials were produced,
including aircraft propeller pitch controls, trailing edges
for fighter wings, hydraulic steering mechanisms for
tank retrievers, carburetor parts, pumps, gears and gear
cases.

In the summer of 1945, they began producing washers

again, anticipating that within three years demand would be twice that of 1941. This began a
period of explosive growth that would take us from a small manufacturer of washers and
ironers to a large manufacturer of a full line of major home appliances, including the first
fully-automatic washer and electric dryer.

In 1949, company¶s name was changed to Whirlpool Corporation to contribute to the

recognition of their signature brand. they had grown to lead the industry, achieving $48
million in sales and annual earnings of $3 million.

Ú 
  S 

Lou and Fred Upton established the Whirlpool Foundation following the war, making a
commitment ± a promise ± to reinvest in the community. Their intent was to provide financial
and leadership support for nonprofit organizations dedicated to improving the quality of life
in the communities where Whirlpool Corporation operated.

During the post-war boom years of the 1950s, the company looked for new ways to expand
the product offering. In 1955, they merged with the Seeger Refrigeration Company, which
provided us with a quality refrigerator line. As part of the merger they also acquired RCA¶s
air conditioning and range businesses, allowing us to provide customers with exceptional
products that met their needs. In 1958, the company took the first tentative step toward
operating in foreign markets by entering a partnership with Brazil¶s Brasmotor S.A., parent of
appliance maker Multibras S.A. Eletrodomesticos.

Ex


 D S

By the start of the 1970s, Whirlpool offered appliances

to handle laundry, home heating and cooling, and the
full cycle of food preservation, preparation,
consumption and cleanup, in the kitchen. They
continued introducing innovative products that
performed more efficiently and helped make household
tasks easier. To support the consumers, the company
introduced the Cool Line, the first toll-free consumer
service support program in the United States.

The company formed the Office for Environmental

Control in 1970, solidifying the focus on social and
environmental responsibility. This group allowed us to standardize strong environmental
standards across all of the operations. Concurrently, they formed partnerships with
environmental advocates, industry representatives and legislators to help craft robust energy
and water efficiency standards, test procedures and policies, a commitment that continues
today.

T F S K

In October 1960, Whirlpool received a government contract to design and build America¶s
first experimental space kitchen. The kitchen included a miniature thermoelectric refrigerator,
freezer, three-cavity oven, self-heated water system, storage space for food and disposal units
for both dry and wet waste. This was the first attempt by appliance engineers to cope with the
problems of zero gravity, and a number of innovative solutions were developed. the work
helped build public knowledge of and confidence in the space effort. Whirlpool continued
working with the government to develop food and equipment for space travel, pioneering the
development of food, waste management and personal hygiene systems used in all of
NASA¶s Gemini, Apollo and Skylab missions.

The company began growing international business, expanding into Mexico. it also built a
manufacturing plant in Pondicherry, India, and began manufacturing and marketing
appliances throughout Europe. In 1986, it purchased the KitchenAid division of Dart and
Kraft, allowing us to continue the excellent tradition of major and countertop appliances for
which KitchenAid is known.

Whirlpool accelerated global expansion in the 1990s, with an expanded presence throughout
Europe, Latin America, Asia and parts of Africa. The company is on the way to becoming a
global force in the home appliance industry and the industry¶s eventual leader.
^

A

 L

In 2006, the company took the significant step of

acquiring Maytag Corporation, resulting in an aligned
organization able to offer more to consumers in the
increasingly competitive global marketplace. The
transaction enabled us to become a more efficient
supplier to trade customers while offering a broader
portfolio of innovative, high-quality branded products
and services to consumers.

The company¶s focus on environmental sustainability continued with an emphasis on

consistently offering a full line of energy- and water-efficient products. In 2003, the company
became the world¶s first appliance manufacturer to announce a global greenhouse gas
reduction target, a 3 percent reduction from 1998 levels by 2008. it revised the target in 2007,
to a goal of 6.6 percent reduction by 2012. Currently the operations¶ release of toxic
chemicals in the United States is nearly 90 percent less than the releases compared to the
1987 baseline year, while at the same time production increased approximately 80 percent.

ÚOMMUNITY FOÚUS:

One of the ways the company demonstrates the commitment to community and society is
through partnership with Habitat for Humanity International, which began in 1999, when the
company began donating a range and an ENERGY STAR®-qualified refrigerator to every
Habitat for Humanity home built in North America. the commitment has expanded to include
support for every Habitat home built globally by 2011, either through product donations, cash
or home sponsorship.

Throughout the years, Whirlpool has built a culture of doing the right thing based on living
up to the commitments to stakeholders and by quietly working behind the scenes to
strengthen the economic and social fabric of the communities in which it operate. the
employees live by the values that have made the company the international leader that it is
today. They are delivering strong performance, providing an outstanding portfolio of brands,
and they are creating better, more innovative products that improve consumers¶ lives in and
around the home each and every day. Nearly 100 years ago, the Upton family continually
improved their washer; they cared about their community, their employees and their
customers. They believed that "there is no right way to do a wrong thing." They still believe
that today.

LEADIN^ BRANDS:

Whirlpool markets some of the world¶s most recognized appliance brands, including
Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Bauknecht, Brastemp and Consul.
The Whirlpool brand is the world's No. 1 global appliance brand and ranks among the world's
most valuable brands identified by Brand Finance, the world¶s leading independent brand
valuation and marketing metrics consultancy.

DISION:

E  E  P P

 P 


The vision reinforces that every home is the domain, every customer and customer activity
the opportunity. This vision fuels the passion that the company has for the customers, pushing
us to provide innovative solutions to uniquely meet their needs.

Pride... in the work and each other

Passion... for creating unmatched customer loyalty for the brands

Performance... that excites and rewards global investors with superior returns

The company bring this vision to life through the power of the unique global enterprise and
the outstanding people... working together... everywhere.

MISSION:

E
 P


 Ú
 L 
Ú    L

³The mission defines the focus and what we do differently to create value. We are a company
of people captivated with creating loyal customers. From every job, across every contact, we
will build unmatched customer loyalty«one customer at a time.´

DALUES:
The values are constant and define the way that all Whirlpool Corporation employees
are expected to behave and conduct business everywhere in the world.

R ²
³We must trust one another as individuals and value the capabilities and contributions
of each person.´

I
 ²
³We must conduct all aspects of business honorably ± ever mindful of the longtime
Whirlpool Corporation belief that there is no right way to do a wrong thing.´

D 
 I


²
³We must maintain the broad diversity of Whirlpool people and ideas. Diversity
honors differences, while inclusion allows everyone to contribute. Together, we create
value.´
T  ²
³We must recognize that pride results in working together to unleash everyone¶s
potential, achieving exceptional results.´

S  ë


 ²
³We must promote a Whirlpool culture that enables individuals and teams to reach
and take pride in extraordinary results and further inspire the "Spirit of Winning" in all of
us.´

STRATE^Y EXEÚUTION:

D


³PROSPEÚTOR 
 LOë ÚOST LEADERS IP´

F   
 



   
    ë


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What truly distinguishes Whirlpool Corporation is the commitment to building strong

brands and a loyal consumer base. Around the globe, the customers trust Whirlpool to make
their lives easier. Everything done at Whirlpool contributes to building unmatched levels of
loyalty to the brands through lifelong relationships with the customers.

The company is committed to the brand value-creation strategy² 





    , product quality and consumer value. It continues to improve
the global operating platform to ensure the   
 
 



 worldwide. The supply chain has been transformed to better deliver products
to trade customers and consumers. And the company is seeing the benefits of these actions
today through a stronger network, increased efficiencies and timely deliveries.
 The focus now, and in the future, is on more than just creating great products. The
focus is on maximizing the benefits of the worldwide network of resources, which is
unmatched in the industry. Its all about creating better, more innovative products that
improve consumers' lives²in and around the home²each and every day and committed to
being an agile, global consumer products company that creates value through the brands and
innovations. The compelling and growing brands, fuelled with innovation, attract and retain
loyal customers for life.

INNODATIDE PRODUÚTS OF ë IRLPOOL:

1 ë IRLPOOL 
 QUARTZ 
 


R
  I
 
Q1 2009

The Whirlpool brand Quartz washing machine features 6th Sense technology to
reduce water and energy consumption while obtaining the best possible cleaning results. The
washing machine¶s easy-to-use electronic controls allow consumers to power on, program
and start their machine in three simple steps. And, with its automatic detergent and water
selections, washing clothes has never been easier. The washing machine is available in a
variety of colors.

2 ÚONSUL 
 AQUARELA   

R
   L
A R

Q1 2009

The Consul brand Aquarela microwave designed to make the kitchen more creative
and fun. Consumers are able to tailor the compartment on the microwave door with one of 12
sheets containing recipe tips ± such as fast snacks and desserts ± as well as spaces for
photographs and telephone numbers. Consumers may customize their own unique cards on
the brand¶s Web site www.consul.com.br.

And the list goes on.........

Ú 
The Group¶s comprehensive restructuring program will soon be completed, which
means that Whirlpool will have a competitive production structure in which approximately
60% of appliances are manufactured in low-cost countries. All production of washing
machines is already located in such countries. Costs are being continuously reduced by
utilizing the Group¶s global reach and strength.
Whirlpool strategy is the tool for achieving the long-term goal of an operating margin of 6%.
Whirlpool is, therefore, focusing first and foremost on:
P| Continue strengthening the position of the Whirlpool brand in the global premium
segment.
P| Complete the relocation of production during 2010 to ensure a competitive production
structure.
 P| Utilize global reach and strength to reduce costs.
P| Turn around markets and product categories on the basis of the strong brand in the
premium segment.

OR^ANISATIONAL STRUÚTURE:

The organisational structure followed here is ^  





 in the top order followed by

 
  


Ú

 ÚEO

Jeff M. Fettig

B    

Jeff M. Fettig

Samuel R. Allen

Herman Cain

Gary T. DiCamillo

Kathleen J. Hempel

Michael F. Johnston

William T. Kerr

John D. Liu

Miles L. Marsh

William Perez

Paul G. Stern

Janice D. Stoney

Michael A. Todman

Michael D. White
Ex  

Jeff M. Fettig

David A. Binkley

Marc Bitzer

Bracken Darrell

Jose Drummond

Daniel F. Hopp

David Szczupak

Roy Templin

Michael A. Todman|

L
 
 S 

:

The line and staff organization refers to an organization in which two types of authority
relationships co-exists. They are Direct or Line authority and Advisory Authority.

Staff managers advice, support and serve line managers.

Following are the characteristics of the line and staff organization:

P| Managers are of two types-Line Managers and Staff managers.

P| The line managers perform the functions of decision-making, issuing orders and
controlling while the Staff managers perform the functions of advising, assisting
and providing expert and specialized services.
P| There is a unity of command.

D

O

:

A division is a collection of functions working together to produce a product.

^  : divisions based on the area of a country or world served. In
Whirlpool, the area is divided into N  A and R   ë 
.

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STRON^ ^ODERNANÚE:
^   

 
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By addressing financial reporting, transparency, audit, remuneration of directors,
conflicts of interest and shareholder rights, traditional governance ensures that Whirlpool
builds value and long-term success.

A

 
The Board assesses ethical risks and opportunities annually. In 2009, it discussed
issues such as responsible sourcing. As well as company law, international conventions,
voluntary codes of conduct and stakeholder priorities are important in shaping our
governance framework.

L   
Sustainability at Whirlpool is implemented through four key policies (see table).
Whirlpool is focusing on streamlining group-wide policies to ensure strong, coherent
messages across the Group. Policies are approved by Group Management and are mandatory,
monitored and enforced. They are communicated to provide ³simplicity, clarity and
understanding for employees. Implementation is achieved through clear lines of
accountability

POLIÚY
POLIÚY POLIÚY OLDER* REPORTS TO
APPRODER
VP, Group SVP, Communications
Code of Ethics Board of Directors
Sustainability Affairs and Branding
Workplace Code of VP, Group SVP, Communications
Board of Directors
Conduct Sustainability Affairs and Branding
Policy on Countering
Corporate Legal
Bribery and SVP, Legal Affairs Board of Directors
Affairs
Corruption
VP, Group SVP, Communications
Environmental Policy Group Management
Sustainability Affairs and Branding
ë IRLPOOL ÚORPORATION UMAN RESOURÚES ÚOMMITTEE Ú ARTER

I P :

The purpose of the Committee is to assure the adequacy of the compensation and
benefits of the officers and top management of the Company and to comply with any
executive compensation disclosure requirements under relevant NYSE listing rules or law.

II Ú  

The Human Resources Committee of the Board shall be made up of at least three
"Independent" Directors as that term is defined in relevant NYSE listing rules and law.
Committee members shall be appointed and removed by the Board of Directors in its sole
discretion.

III Ú  


The Committee will meet at least two times a year, with authority to convene
additional meetings as circumstances require. The Committee will invite members of
management and others to attend meetings and provide pertinent information, as necessary.
Meeting agendas will be prepared and provided in advance to members, along with
appropriate briefing materials. Minutes will be prepared and the Committee will report to the
Board the results of its meetings. The Committee may form one or more subcommittees, each
of which may take such actions as may be delegated by the Committee.

ID D 
 R




The Committee has the following specific duties and responsibilities, in addition to
any similar matters that may be referred to the Committee from time to time by the full
Board, the Chairman, or which the Committee raises on its own initiative:

1. Reviews and approves corporate goals and objectives relevant to CEO compensation,
evaluates the CEO¶s performance in light of these goals and objectives, and sets the CEO¶s
compensation level based on this evaluation and other relevant business information.

2. Determines and approves the compensation and other employment arrangements for the
executive officers of the Company;

3. Determines and approves awards for executive officers under short-term and long-term
incentive programs;

4. Makes recommendations to the Board with respect to incentive-compensation plans and

equity-based plans that are subject to board approval.

5. Oversees other compensation and benefit matters as appropriate;

6. Determines and approves equity grants for executive officers and each individual subject to
section 16 of the Securities Exchange Act of 1934.

7. Has sole authority within the Company to select, retain and terminate any consulting firm
assisting in the evaluation of director, CEO, or senior executive compensation. This authority
includes the sole authority to approve the consulting firm¶s fees and other retention terms.

8. Produces the Committee¶s report on executive compensation included in the Company¶s

annual proxy statement and generally oversees compliance with the compensation reporting
requirements of the Securities and Exchange Commission (SEC).

9. Evaluate whether the Company's executive compensation practices and policies create
incentives or disincentives that materially affect risk taking or are reasonably likely to have a
material adverse effect on the Company.

10. Oversees management's establishment and implementation of standards, guidelines, and

policies relating to the identification, assessment, and management of significant potential
risks relating compensation and benefits, reporting to the full Board of Directors as
appropriate.

11. Reviews and discusses the Compensation Discussion and Analysis (the CD&A) required
by the rules and regulations of the SEC with management, and, based on such review and
discussion, determines whether or not to recommend to the Board that the CD&A be included
in the company's annual proxy statement and annual report on form 10-K.

12. Evaluates annually its performance in accordance with relevant NYSE listing rules and
law.

ë IRLPOOL ÚORPORATIONS APPROAÚ TO ENDIRONMENT EALT

AND SAFETY

Whirlpool Corporation is committed to adopting responsible business activities that are

consistent with our reputation for integrity and quality. Accordingly, we are committed to
protecting the health and safety of our employees, customers and other stakeholders and to
minimizing the environmental impact during the design, manufacture, distribution, use and
disposal of our products.

ÚORPORATE ÚOMMITMENT TO ENDIRONMENTAL EALT AND SAFETY

RESPONSIBILITY

Whirlpool Corporation practices environmental, health and safety responsibility by:

P| Making environmental, health and safety considerations a priority in business

planning and decision-making processes
P| Providing a healthy and safe workplace for our employees, visitors, and contractors
 P| Managing all aspects of our business to effectively and efficiently utilize natural
resources; to avoid depletion where it is technically and economically feasible
P| Developing and effectively utilizing Whirlpool Corporation¶s EHS Global Standards,
including management systems and relevant performance measures, to guide our
actions and assure consistency worldwide
P| Complying with the spirit and intent of all applicable EHS regulatory requirements
and Whirlpool Corporation¶s EHS Global Standards, as well as ensuring compliance
through regular risk assessments
P| Establishing goals, targets, and objectives in the pursuit of continual improvement of
our EHS performance in all activities, including the development of new products and
processes
P| Conducting worldwide employee training related to the applicable regulatory
requirements and EHS Global Standards, communicating our EHS expectations, and
managing Whirlpool¶s operations to meet such requirements and standards
P| Communicating with our customers, employees, and other stakeholders to ensure
alignment of the company¶s EHS policies and performance with the needs and
expectations of those stakeholders
P| Proactively participating in the creation of equitable and effective EHS laws and
regulations consistent with our stakeholders¶ expectations

R



The approach and corporate commitment to environmental, health and safety responsibility
are applicable to all Whirlpool Corporation wholly-owned and majority-owned operations
around the world. Every Whirlpool Corporation employee is responsible for understanding
and adhering to the Environment, Health and Safety (EHS) Policy. The senior manager in
charge of each business unit, product team or company facility has ultimate responsibility for
ensuring compliance within his or her area of influence. Leaders throughout the company are
responsible for understanding and communicating the policy and for facilitating action
consistent with the policy.

An internal Global EHS Council is responsible for supporting the company's global efforts to
comply with EHS Policy requirements. The Council creates, updates and continuously
improves the policy and the mechanisms and processes that enable compliance. The Council
also has responsibility for leading the management of environmental issues, identifying and
recommending measures to reduce or eliminate EHS risk and assisting in the execution of
actions to achieve compliance with the policy.

AëARDS AND REÚO^NITIONS:

P| Ranked fifth on Fast Company¶s 2010 list of the World¶s Most Innovative
Companies in the Consumer Products category according to µFast Company¶
P| Ranked sixth on the 2009 "World¶s Most Admired Companies"
list in the electronics industry according to µFortune¶
 P| Named one of the "100 Best Corporate Citizens," ranked 51 in 2009;
Whirlpool Corporation has been included in this list eight out of 11 years according to
µCro¶
P| Named one of the Top 25 Most Respected U.S. Companies by the
Reputation Institute and Forbes in 2008, 2009 and 2010 according to¶Reputation
Institute¶
P| Named one of the top 50 U.S. companies for Social Responsibility
by the Boston College Center for Corporate Citizenship
and Reputation Institute; Whirlpool ranked 23nd in 2009 and 32nd in 2008
P| Recognized with fifth consecutive ENERGY STAR® Partner of the Year award
for Sustained Excellence, the company¶s 11th ENERGY STAR® award;
Whirlpool has been honored with 22 ENERGY STAR awards overall,
more than any other appliance manufacturer
P| Whirlpool Corporation has earned the Human Rights Campaign
Foundation¶s"Best Places to Work for GLBT Equality" Seal for seven
consecutive years (2004-2010). The seal is given to companies that
score 100 percent on the Human Rights Campaign Foundation¶s Corporate
Equality Index, which measures policies and practices implemented
to promote fairness and equality in the workplace for Gay, Lesbian,
Bisexual and Transgender (GLBT) employees.

ÚODE OF ET IÚS:

Our aim is for Whirlpool Corporation to be known, trusted, and respected as one of the top
enterprises in the world. We have strict guidelines by which we conduct our business and
the Whirlpool Code of Ethics requires each of us to act responsibly and maintain the highest
levels of personal, business, and legal conduct.

In all aspects of our business, Whirlpool is continually looking for ways to ensure that we do
the right thing. Whirlpool has undertaken a project to formalize our expectations of suppliers
regarding working conditions. Our new Supplier Code of Conduct is a logical next step in
helping ensure that our company's strong values endure.

The Whirlpool Corporation Supplier Code of Conduct sets forth the key principles under
which we expect our suppliers worldwide to operate. Simply put, we expect to work with
suppliers and factories that provide safe, lawful and humane conditions for their workers in
accordance with applicable local laws. The Code applies to facilities involved in the
production of products and components for Whirlpool or any of our subsidiaries, vendors or
agents.

Whirlpool's long-standing reputation for quality, excellence, and integrity demands that our
employees and our suppliers make the right choice in all cases. As you know, there is no
right way to do a wrong thing.
Whirlpool Corporation's Global Labour and Employment Guidelines require that each
Whirlpool operating unit throughout the world follows consistent principles relative to labour
and employment practices.

L  L:
Whirlpool Corporation operates in full compliance with all applicable laws and
regulations concerning labour issues in each of the countries in which it conducts
business.

F Ú 


 E


 Ú

 :
Whirlpool Corporation deals with employees fairly and honestly, and with concern for
our employees' safety and well being. We pay workers at least the minimum
compensation required by local law and provide all legally mandated benefits.

S ë  P
:
Whirlpool Corporation provides a clean, healthy, safe and secure work place for all its
employees and contractors.

Ú 

:
Whirlpool Corporation communicates with its employees and whenever possible,
partners with them to achieve desirable competitive outcomes.

D 
 E
O 
:
Whirlpool Corporation values diversity and treats individuals with fairness and
equity. We assure equal employment and advancement opportunities for all qualified
people. Whirlpool ensures that employment²including hiring, payment, benefits,
advancement, termination and retirement²is based on ability and not on beliefs or
any other personal characteristics.


:
Whirlpool treats all workers with respect and dignity, and will not tolerate abuse,
corporal punishment, and/or harassment of employees, including physical, sexual,
psychological or verbal harassment.

P

D

:
Whirlpool Corporation is committed to promoting the personal development and
dignity of each employee.

F   A 
:

Whirlpool Corporation respects the right of employees to join or not join an
independent trade union and will bargain in good faith with these associations when
they are properly elected.
F  L :
Whirlpool Corporation does not accept or condone any aspect of forced labor,
including indentured, bonded or prison labor.
Ú
 L :
Whirlpool Corporation adheres to and strictly enforces child labor laws.

ë 
 R:
Whirlpool ensures women workers receive equal treatment in all aspects of
employment.

S
:
Whirlpool seeks to ensure that its suppliers observe similar standards in their relations
with their employees and their own suppliers.
ÚONÚLUSION:

Some systems are effective and efficient whereas others are not. Successful systems may be
attributable to the skill exercised in designing the system or to the quality of management
practised during operations, or both. Successful systems are characterized by their simplicity,
flexibility, reliability, economy, and acceptability. Simplicity, flexibility, and reliability tend
to be a function of design, whereas economy and acceptability pertain to both design and
operations. Numerous relationships exist among these characteristics; for example, simplicity
will affect economy and possibly reliability. Moreover, management must reach a
compromise between economy and reliability, and between technical efficiency and
organizational climate. The balance reached will determine whether short- or long-run
objectives are optimized. In Whirlpool Corporation, the organisational structure, design,
strategies are employed in the best manner possible. Besides aiming for a profitable venture,
the company is also committed to social, environmental and employee welfare.

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