Stefan Cloete. Retrieved 9th Nov 2010. Looking for a flexible role? In this model the organisation should seek to create a hybrid of “processual” or delineated strategy on the basis of organisational objective, but that the approach should be tailored or tempered by a respect for cultural differences. An Integrated History and Future of People on Earth. He proposed a “general theory of management”, suggesting that managers had six primary functions and fourteen further principles of management. Registered office: Venture House, Cross Street, Arnold, Nottingham, Nottinghamshire, NG5 7PJ. They are dual-listed in the Netherlands and the UK, but operate as a single-entity with the same b… Oxford, Blackwell Business. However Unilever have a strong commitment to positive diversity as evidenced by their localised products and marketing campaigns, which are specifically aimed to meet the needs of consumers at a localised level. & Steffen, W. (eds), (2007). Retrieved 18th Nov 2010. Democratic Leadership. Published: 1st Jan 1970 in The portfolio includes such well-known brand names as Walls, Ben and Jerry’s, Dove, Lipton and Flora, and as can be seen from the few names mentioned, they are both diverse and equally powerful brands and market niches. When Paul Polman took on the role of CEO of Unilever in January 2009, during the eye of the financial storm, he brought with him years of experience from holding high positions at both P&G and Nestlé. Our South African leadership team biographies provide additional details about our key personnel across Unilever South Africa. As can be seen from the preceding discussions, the senior management team at Unilever have faced some serious internal and external challenges, both at a local level and a global level. Remembering that the board of Unilever has been secure and stable for some time, it is of little surprise that they are able to adopt and react flexibly to change. I will be assessing Unilever’s competencies currently and the future. Fayol, H. (1999) Planning’ in M.T. Application of the Tannenbaum and Schmidt continuum (cited in Matteson and Ivancevich, 1999) indicates that the collaborative style of leadership has helped Unilever in managing and instilling change, and it is clear that under modern management practices that for them to continue to be successful they must continue to engage and motivate employees, especially those who are new to the culture of Unilever and have joined them through acquisition (Hassard and Parker, 1993:43-45). Costanza, R., Graumlich, L.J. This report will consider some of the recent changes and challenges, which have faced Unilever, and provide and analysis of the likely future challenges facing the organisation. (Full timeline of activities available in appendix 1). Patrick Cescau was known across the world for his work in regard to sustainability and business growth, and he has proved a hard act to follow (Insead, 2010). Houghton Mifflin pp 27, Hofstede, G. (1980) Culture’s Consequences: International Differences in Work Related Values, Beverly Hills, CA, Sage Publications, Indian Resource Centre (14th May 2003) Monsanto, Unilever use of Child Labour in India http://www.indiaresource.org/issues/agbiotech/2003/monsantounilever.html retrieved 18th Nov 2010, Insead (2010) Top 50 Alumni Who Changed the World available online at http://50.insead.edu/alumni/patrick-cescau retrieved 13th Dec 2010. (1964). Each of these theories addresses a different aspect of the employee – management relationship as will be discussed. This was a departure for the Anglo-Dutch company as they had never previously taken an external candidate for the position, preferring to recruit internally. Organisational culture is complex, and can be influenced by a huge variety of factors as noted by Hofstede (1980) who identified the influenced and effects of multi-cultural workforces within multi-national environments. Ivancevich (eds), Management and Organisational Behaviour Classics. This also seems particularly likely given the increasing legislation to prevent employers from bullying their employees and behaving in an inappropriate manner (Miner, 2009). 7- Recommendations to Enhance Management Practices. Disclaimer: This is an example of a student written essay.Click here for sample essays written by our professional writers. Such is the level of control exerted by Unilever, that in theory it should be possible to take an employee from a UK manufacturing site and exchange them for an employee from a Dutch manufacturing site, and they should each be capable of performing the necessary roles and functions (Unilever, 2010). Dr Judith Hartmann was appointed a Non-Executive Director of Unilever in April 2015. Houston: Gulf Publishing Co. Black, Richard J. This is strongly evidenced at Unilever where the culture of the organisation is derived from its own multi-national background. It is recognised by scholars such as Atkinson et al (2007:66-68) that there is currently no uniform approach to sustainability or any codified measures of best operational practice. As each of the manufacturing plants owned and operated by Unilever produces products and foodstuff, which their consumers will either ingest or use for personal care, the manufacturing must be of the highest standards and quality, with rigorous safety and quality checks at every stage of the process. Patrick Cescau was the former CEO of Unilever and the first group CEO for the company. Now how the worlds third largest consumer goods company does it. Furthermore, Gergen (1995) concurs with Hassard and Parker (ibid), in those organisations, which operate in a post-modernist world, should take care to adopt appropriate management styles and techniques, or get left behind their competitors in a rapidly changing world. Despite the size of Unilever, it is remarkable that they are able to adapt so readily to change at both an internal and external level, and across global boundaries. Unilever have been accused of causing deforestation by campaigners such as Greenpeace because of the use of palm oil, a major ingredient in many products. Such is the level of control exerted by Unilever, that in theory it should be possible to take an employee from a UK manufacturing site and exchange them for an employee from a Dutch manufacturing site, and they should each be capable of performing the necessary roles and functions (Unilever, 2010). Therefore Unilever have explicitly set out to create a management structure, which is capable of making faster decisions and responding more flexibly to external stimulus. It would seem given that there have been no recent publicised disputes between employees and leaders at Unilever that employees are satisfied with the both the pay and recognition which they receive from the management team. To reach the size and level of diversity that they now control, Unilever have sought to acquire a further brand or manufacturing interest at the rate of approximately one per year for the last ten years. 22 May 2010 http://news.bbc.co.uk/1/hi/business/8633455.stm. This definition also helps us to understand the values of the organisation and how they seek to lead and develop their business. Our academic experts are ready and waiting to assist with any writing project you may have. Contrastingly it is also useful to consider some of the more controversial activities, which have been undertaken by Unilever in their recent history. Conny Braams was appointed Chief Digital & Marketing Officer in January 2020 and is part of the Unilever Leadership Executive (ULE). The growth of Unilever has been characterised by mergers and strategic acquisitions, not all of which have been friendly (Polsson, 2008), and their brand portfolio exceeds 400 and includes a wide range of consumer goods, ranging from foods and beverages to personal care products and cleaning products. It would seem from the success and growth of Unilever as a multi—national conglomerate that they have been particularly successful and following these principles and instilling a collaborative approach which harnesses the power and knowledge of the workforce and uses it to further the growth and development of the business (Fayol, ibid). They may set strict procedures that they follow precisely, and they expect their team to do the same. They suggest that if major achievements which have been made possible by the co-operative work of the team are celebrated and recognised, this will go on to motivate and encourage employees to continue to perform. The Daily Telegraph (London). Mechell Chetty. We've received widespread press coverage since 2003, Your UKEssays purchase is secure and we're rated 4.4/5 on reviews.co.uk. Organisational Culture has been defined as “the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization,” (Hill and Jones, 2001:27). Moreover, their considerable experience of acquisition allows them to rapidly assimilate and absorb new businesses into the estate, and embraces the culture changes, which must necessarily follow (Simons and Billing, 1995; Spillane, 2004). Fayol argued that if management interacted closely with the workforce and understood their needs and concerns, they would be far better placed to gather feedback about systems and processes and make the necessary efficiency changes. This principle has also been applied with regard to their requirements for tea leaves for their Lipton and PG Tips brands (Unilever, 2010c). It would seem from the success and growth of Unilever as a multi-national conglomerate that they have been particularly successful and following these principles and instilling a collaborative approach which harnesses the power and knowledge of the workforce and uses it to further the growth and development of the business (Fayol, ibid). It will draw on the theories of eminent scholars such as Taylor (1999) who proposed the theories of increased organisational efficiency by utilising an appropriate management structure, and also highlight how the internal structure of the organisation is influenced by external environment and organisational structure. The Unilever Young Entrepreneurs Awards Our brands We make some of the world’s best-known brands – all are on a journey to reducing their environmental footprint and increasing their positive social impact. It is useful to compare and contrast specific issues at Unilever and the various approaches which the board of directors have taken when addressing these situations, particularly with regard to the work of Patrick Cescau and his approach to corporate sustainability and social responsibility. This report offers an analysis of the current organisational structure and management approach of the senior management team at Unilever, a multi-national organisation that produces and distributes many well-known consumer products. E concept and idea of Unilever to consider its employees as an asset and its cooperative and strategic leadership help it enjoy the status of a favorite customer brand all over in the world. Unilever have been able to make sales particularly profitable and efficient through centralisation of their brand under the “heart” logo, meaning that they were able to manufacture and distribute under the same brand across Europe with minimum customisation for local regions (Unilever, 2010). This has been noted and observed by the management team at Unilever, and when their management approach and corporate culture is applied to the Tannenbaum and Schmidt continuum, as cited in Matteson and Ivancevich, (1999), it can be seen that although some level of authority must be applied to ensure consistency of process, many of the Unilever employees have a far greater level of freedom and creativity to offer innovative suggestions for product and process improvement. It's also got some powerful digital and diversity goals. All work is written to order. (2003) Organizational Culture: Creating the Influence Needed for Strategic Success, London UK. According to Blake and Moulton (ibid), this leadership style relies on managers recognising that employees must feel as if they are a highly valued part of the organisation, a theory that is closely aligned with that of Maslow who observed that those employees who produced the best work felt that they were suitably rewarded for their efforts. Analysis of the Organization and Leadership of Unilever, All Channel Network in Business Communication, Annual Report 2012-2013 of Tata Consultancy Services Limited, Probability Chain Network in Business Communication. Paul is a Dutch national and has held the role since October 2008. In N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran (Eds. As Maslow noted, once the basic needs have been satisfied, the need to be accepted and to “belong” is a powerful human motivator. In contrast to Taylor, the Maslow school of thought discusses tools and techniques to help managers to motivate and empower employees to perform to the best of their ability. They have chosen to apply sustainable principles to as many areas of possible in their business on the simple premise that sustainability makes good business sense. Hindustan Unilever recognised early that its success would be determined by the young talent it can attract, groom, motivate and retain. Fabian Garcia was appointed to the role of President, Unilever North America in 2020. At this point they have equal concern for both production and people as they recognise that to deliver consistently excellent products they must have committed and motivated employees. Unilever has also taken care to ensure that the full cross-section of their multi-disciplinary functions and multi-national breadth are represented on the board, with several nationalities being represented. This section of the report considers some recommendations to continue to improve employee motivation and engagement by enhancing and improving management practices, and also offer suggestions based on relevant theory as to how the necessary changes can be embedded. When compared to the Dove brand “real beauty” campaign which Unilever have managed since 2007 (Dove, 2010) it can be seen that there is a strong demand for localised product management and positive diversity, which Unilever have responded to. : MIT Press. Four Acres – Unilever’s heart of leadership development Published on June 11, 2018 June 11, 2018 • 649 Likes • 103 Comments Although there are few current difficulties with employee relationships, it is apparent that some significant changes still need to be made in order to secure the future of Unilever in the current turbulent economic environment. This includes specific beauty products for various nations in response to consumer demand. A Theory of Team Coaching. His background and experience in the commercial goods and manufacturing sectors make him an ideal candidate for the role, as he is both financially astute and commercially aware. In this model the organisation should seek to create a hybrid of “processual” or delineated strategy on the basis of organisational objective, but that the approach should be tailored or tempered by a respect for cultural differences. Spread the love. This has been noted and observed by the management team at Unilever, and when their management approach and corporate culture is applied to the Tannenbaum and Schmidt continuum, as cited in Matteson and Ivancevich, (1999), it can be seen that although some level of authority must be applied to ensure consistency of process, many of the Unilever employees have a far greater level of freedom and creativity to offer innovative suggestions for product and process improvement. They are dual-listed in the Netherlands and the UK, but operate as a single-entity with the same board and senior team. Retrieved 18th Nov 2010. Atkinson, G., Dietz, S. & Neumayer, E. (2007). We're here to answer any questions you have about our services. Hanneke Faber President, Foods & Refreshment. Unilever has over 400 brands that touch on the lives of billions of people around the world. It is interesting to set the Hersey and Blanchard model against the backdrop of situational leadership, as it seems that the characteristics of Unilever are a mature and confident group of leaders who are happy to delegate tasks and responsibility, and thus leverage the best from their employees (Den Hartog and Koopman, ibid). Ever since naming the company's first Indian chairman, Prakash Tandon, in 1961, HUL has cultivated its leadership factory with care and churned out leaders to be placed within HUL and the parent Unilever. 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