PREPARED BY: MANAGEMENT PERSPECTIVES MGMT6012: … · are Lux, Lifebuoy, Knorr, Lipton, Dove,...

MANAGEMENT PERSPECTIVES

MGMT6012: ASSESSMENT 1

GLOBAL FMCG COMPANY

PREPARED BY:

MOHAMAD SKAF

00146258T

30.03.18

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MGMT6012 Mohamad Skaf: 00146258T

Executive Summary

This project report is based on global FMCG giant known as Unilever. In this project report,

the roles of managers such as interpersonal, information and decisional have explained along

with functions being carried by them such as planning, organizing, controlling, directing and

staffing. The challenges and risks being addressed by manager’s in-terms of technology,

learning, customers, change, finance etc. have been explained in a detail manner.

The impact of values, ethics and diversity on culture of Unilever has been positively supporting

the managers in developing a better working environment. The utilitarian framework of ethics

has been demonstrated in this project. The behavioural aspects of managers such as perception,

learning, personality, motivation and attitude have been explained in a detail manner.

Thus, the recommendations are listed below.

Managers working at Organization such as Unilever must be moved to strategic

leadership positions seeing their superior performances

Managers should be regularly trained and developed to adapt with global challenges

with effective change management strategies.

Managers should be deployed with new kinds of projects to understand their behaviour,

ethical aspects and decision-making abilities for creating a sustainable business model

by linking their career growth with growth of Unilever.

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Table of Contents:

1. Introduction (Unilever)

2. Discussion

Roles and functions of Managers

Challenges and risks addressing in Today’s changing environment

Impact of value ethics and diversity on culture of Unilever

Behaviour Performance of Managers with Unilever

3. Research Methodology

4. Conclusion

5. Recommendations

6. References

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1. Introduction

This project report is based on global FMCG Company known as Unilever that has been

operating in more than 100 countries of globe. It has been offering the products to customers,

which have been meeting their household and personal needs. The famous brands of Unilever

are Lux, Lifebuoy, Knorr, Lipton, Dove, clinic plus and etc. In this project report, the roles and

functions of Managers being performed at Unilever have been explained in a detail manner.

The challenges and risks, which have seen in today’s changing environment in-terms, have

technology, competition, customers changing preferences and change management have been

demonstrated in this project. The impacts of value ethics and diversity on Culture of Unilever

have been explained in content of sustainable business practices (Ellstrom, P.2001). The

behaviour and performance of Managers with Unilever’s growth have been explained with

respect to mission, vision and future goals of organization. This project report is based on

secondary research conducted with support of websites, journals and E-Books (Oladipo K. S

2013).

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2. Discussion

Roles and functions of Managers

Unilever is a global FMCG company and it has been implementing Matrix organizational

structure where reporting is being done by managers to more than one boss or supervisor. The

communication channel flows from top to the bottom level (Zhu, W 2012). The Mintzberg

managerial roles have been followed by managers of Unilever Company and categorized in

three ways such as interpersonal, informational and decisional. The managers are being

deployed in training and developmental programs by leaders of company to perform these roles

(Agbim, K. C 2013). While carrying interpersonal roles, the manager’s act as figurehead of

Unilever Company by being social and carrying legal works, they act as leaders by taking

higher risks and managers work as liaison by being communicator for external and internal

parties of organization (Abbott, L.2011). The informational role has been performed by

mangers of Unilever Company being monitor for the employees, acting as disseminator to send

right information at top level and being spokesperson for Unilever and its employees by

communicating future goals of business. Managers of Unilever Company by managing

business as Entrepreneurs, being disturbance handler by taking the charge, have performed the

decisional roles. As well, by acting as resource allocator and being a negotiator (Hashem, I.A.T

2014). Managers of Unilever have performed the Different kind of functions by planning the

business and shaping it to right direction. Organizing activities to achieve plans, staffing to

engage employees in productive work for getting desired results, coordinating with employees

on individual or team basis for getting targets of company fulfilled and controlling activities of

employees for monitoring the success of business (Majhi, S.K 2015).

Challenges and risks addressing in Today’s changing environment

Unilever has been facing different kinds of challenges and risks in today’s changing

environment in-term of political, social, economic, environmental, legal, and technological,

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etc. (J. Daugelaite 2013). There changes in demands and buying habits of customers have been

influencing business of Unilever and in such situation, the managers can create better

marketing and promotional strategies for bridging gaps that emerge in business of Unilever.

The managers have been handling challenges and risks by deploying resources in a right

manner, minimizing costs of operations and generating insights into problems with creative

and innovative ideas by engaging other employees in productive work (Goggins, S. P. 2013).

The managers at Unilever Company have been trained with different kinds of skills like

excellent communication, knowledge to use technology, working in cross cultural teams,

changing mindsets of customers with better knowledge, taking higher level of risks, honesty,

working in shortage of resources and managing competition by bringing changes in their

business related tactics(Todnem, R 2005). Managers of Unilever in today’s changing

environment also have addressed the challenges and risks by implementing change

management strategies and cementing changes with systems, technology and structures of

Unilever to manage the global dynamics.

Impact of values, ethics and diversity on culture of organization

There has been higher emphasis and impact of values, ethics and diversity on culture of

organization like Unilever. The values developed by Unilever believes to create a sustainable

business model by meeting interests of all stakeholders with support of Mangers. The managers

of Unilever Company have been adding value to its business by aligning their performances

with mission, vision and future goals of their company. Change management strategies

proposed by John Kotter’s and Kurt Lewin have been implemented on regular basis at Unilever

by managers to meet drivers of business like competition, technology, performance, learning,

motivation, finance and customers. The motto of Unilever Company is to improve health and

well-being of missions of people. Managers of Unilever have been acting as transformational

leader by creating self-interest among them to align their career growth with sustainable growth

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of Unilever Company. The managers of Unilever Company have been respect cross cultural

diversities and employees working with them irrespective of age, gender, religion, language,

education, social status and etc. The managers can plan out diversity based hiring process

which will support in brining talented employees from all across the globe who can provide

creative and innovative ideas to grow business of Unilever and it would also reduce the costs

of operations. Managers in cross-cultural teams for fostering growth and flowing synergy in

businesses of Unilever have deployed the employees. The ethical qualities like maintaining

transparency, honesty, openness, loyalty, integrity, and empathy, and time management, risk

taking ability, commitment, excellence, accountability and fairness have been developed by

managers of Unilever, which will grow their career and business of Unilever as well.

Utilitarian Approach of ethical theory has been used by mangers of Unilever that explains the

ethical decisions, which have been taken by them, would be based upon good and bad

consequences. The culture of organization can be develop with support of Managers by

respecting each employee at Unilever and single corporate culture should be develop. The

successful achievement of Unilever must be celebrate by managers with other employees and

better working environment can be set for different departments of Unilever like Marketing,

finance, production, Human resource and Information technology. Managers to engage

employees on global basis to develop better working culture can frame different kinds of

programs. Task related managers of Unilever Company are entertaining conflicts and personal

conflicts are keep away from business of Unilever (Todnem, R 2005).

Behaviour and Performance of Managers with organization

The managers of Unilever have been behaving in a good way to generate business for their

company (Trompenaars. 2003). The behavioural aspects like perception, learning, motivation,

attitude and personality have been linked with performance management system of Unilever

that would be explaining whether the managers should be promoted, transferred, terminated

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and move towards succession planning for leadership roles in coming future (Kotter, J 2007).

The behaviour analysis would be supporting managers of Unilever to improve their weakness

and convert their strengths into opportunities for this company (Good, T. D. 1979). There have

been different kinds of performance management system, which have been used by Unilever

Company for measuring performance of employees and managers. The performance of

managers working at Unilever has been traced using 360-degree appraisal system, where

manager’s performance would be rated by supervisors, leaders, peer groups, customers,

suppliers and immediate boss. It is an unbiased kind of rating system, which has been

implemented by managers of Unilever Company (Green, K. D 1980). It would be

supporting management and managers of company to know about their performances.

Different kinds of rewards and recognitions in-terms of vacation leave, paid leaves, bonuses,

shares in company, gifts etc. have been offered for managers who perform in a superior manner.

Sustainable working practices have been framed by leaders of Unilever Company to deploy

managers in different kinds of challenging projects (Katrandjiev, H.I 2000). The legal laws

related to employment process at Unilever are strict and it has been trying its best to retain

talent employees in a best manner.

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3. Research Methodology

The secondary research method has been used to collect the information for project. The

information/data has been collected from website, Journals, E-books etc. The information has

been collected in a qualitative manner (Moriarty, S.E1994).

Sample size

Out of 100 managers, 20 managers have been selected as sample size.

Questionnaires

The five open-ended questions have been framed to gain the responses from 20 managers,

which are listed below (Riegner C 2007).

1. What are the roles of manager do you think?

Interpersonal

Informational

Decisional

All of the above

2. What functions do you perform if you are been a manager?

Planning

Organizing

Controlling

Directing

Staffing

All of the above (McMains, A 2007).

3. Are you able to manage risks and challenges of your organization?

Yes

No

4. Are ethics, diversity management and culture important for growing business?

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Agree

Strongly agree

Neutral

Strongly disagree

Disagree

5. Is your behaviour link with your performance at work place?

Agree

Strongly agree

Neutral

Strongly disagree

Disagree

Data collection

The data has been collected using the Bar Graphs and pie charts.

1.

2.

0

2

4

6

8

10

12

Interpersonal Informational Decisional All the above

What are the roles of managers do you think?

No of Respondents

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3.

4.

0

1

2

3

4

5

6

7

8

Planning Organizing Controlling Directing Staffing All of theabove

What functions do you perform if you are been a manager?

No of Respondents

0

2

4

6

8

10

12

14

Yes No

Are you able to manage risks and challenges of your organization ?

No of Respondents

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5.

DATA Analysis

The first graph represents that maximum Managers have been stating that interpersonal,

informational and decisional all are their roles to be performed in an Organization. The second

graph represents that maximum number of managers have been stating that all are their

functions of management such as planning, organizing, controlling, staffing and directing. The

0

1

2

3

4

5

6

7

8

Agree Strongly Agree Neutral Disagree Stronglydisagree

Are ethics, diversity management and culture important for growing business?

No of Respondents

0

1

2

3

4

5

6

7

Agree Strongly Agree Neutral StronglyDisagree

Disagree

Is your behaviour linked with your performance at work place?

No of Respondents

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third graph represent that Maximum number of managers are able to manage risks and

challenges of their organization (Cawley, B. D. E 1998). The fourth graph shows that

maximum managers strongly agree with ethics, diversity management and culture, which are

important for growing business of an organization. The fifth graph represents that behaviour of

managers have been linked with their performance at workplace.

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4. Conclusion

Thus it can be concluded in this report that Unilever has been growing their business in a

sustainable manner with support of effective managers who have been performing three roles

such as interpersonal, informational and decisional(Eddy, E. 1999). The managers also have

been performing function like planning, organizing, controlling, staffing and directing for

meeting drivers of business such as competition, finance, technology, learning and customers

(Leonard, N. H.1999). The positive impact of values, ethics and diversity on culture being

managed by managers of Unilever in dynamic manner has been explained in a detail manner.

The behavioural aspects of managers such as perception, personality, learning, attitude and

motivation have been linked with performance management system of Unilever measured with

360 degree of feedback mechanism has been described in this report. Thus, it can be concluded

in this report that Managers are key assets of Unilever and they have been supporting to create

a sustainable business model by being a bridge between top and bottom management (Leonard,

N. H. 1999).

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5. Recommendations

The recommendations are in the list below.

Managers working at Organization such as Unilever must be moved to strategic

leadership positions seeing their superior performances

Managers should be regularly trained and developed to adapt with global challenges

with effective change management strategies.

Managers should be deployed with new kinds of projects to understand their

behaviours, ethical aspects and decision-making abilities for creating a sustainable

business model by linking their career growth with growth of Unilever.

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6. References:

1. Ellstrom, P. (2001). Integrating Learning and Work: problems and prospects. Human

Resource Development Journal, 12(4), pp. 421-4352.

2. Oladipo K. S (2013).Review of leadership theories and Organizational

performances. International Business Management Journal, 7(1), 50-54

3. Zhu, W. (2012). Relationships between transformational and active transactional

leadership and followers' organizational identification: The role of psychological

empowerment. Journal of Behavioural and Applied Management, 13(3), 186

4. Agbim, K. C. (2013). Spirituality, ethical behaviour and ethical business: The impact

of relatedness. Journal of Business Management & Social Sciences Research, 2, 76-

86

5. Abbott, L. (2011). a systematic review of the empirical literature evaluating IRBs:

What we know and what we still need to learn. Journal of Empirical Research on

Human Research Ethics, 6, 3-19

6. Hashem, I.A.T. (2014). The rise of “big data” on cloud computing: Review and open

research issues. Information Systems, 47, 98–115.

7. Majhi, S.K. (2015). Challenges in big data cloud Computing and Future Research

Prospects: A Review. The Smart Computing Review, 5(4), 340–345

8. J. Daugelaite, (2013). Big data, Hadoop and cloud computing in genomics. Journal

of Biomedical Informatics, 46(5). 774–781

9. Goggins, S. P. (2013). Group information: A methodological approach and ontology

for socio technical group research. Journal of the American Society for Information

Science and Technology, 64, 516-539

10. Todnem, R. (2005). Organisational Change Management: A Critical Review, Journal

of Change Management, 5(4), 369 – 380

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11. Trompenaars (2003). A new framework for managing change. Journal of Change

Management. 3(4). 361-375

12. Kotter, J. (2007). Leading Change, Why Transformations Efforts Fail, Harvard

Business review, January, 96-103

13. Good, T. D. (1979). The Missouri mathematics effectiveness project: an experimental

study in fourth grade classrooms. Journal of Educational Psychology, 71, 355-36

14. Green, K. D. (1980). An assessment of the relationship among measures of children's

social competence and children's academic achievement. Child Development, 51,

1149-1156.

15. Katrandjiev, H.I. (2000). Some Aspects of Measuring Integrated Marketing

Communication (IMC), Economics of Organization, 1(8), pp. 87-93

16. Moriarty, S.E. (1994). PR and IMC: The Benefits of Integration, Public Relations

Quarterly, 39(3), pp. 38

17. Riegner C. (2007). Word of mouth on the web: The impact of web 2.0 on consumer

purchase decisions, Journal of advertising research. 47(4). 436-447

18. McMains, A. (2007). Why clients withhold AD spending online. Adweek. 48(33), 6-7

19. Cawley, B. D. E. (1998). Participation in the performance appraisal process and

employee reactions: a meta-analytic review of field investigations. Journal of Applied

Psychology, 83, 615–633.

20. Eddy, E. (1999). The effects of information management policies on reactions to

human resource information systems: an integration of privacy and procedural justice

perspectives. Personnel Psychology, 52, 335–358.

21. Reid, M. (2005). Performance Auditing Of Integrated Marketing Communication

(IMC) Actions And Outcomes, Journal of Advertising, 34(4), pp. 41-54.

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22. Leonard, N. H. (1999). Information Processing Style and Decision Making. Journal of

Organizational Behaviour, 20, 407- 420.

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