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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.
Page 15 of 17
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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.