Unilever

Group: 12

JANUARY 19, 2014

“MAKING SUSTAINABLE LIVING COMMONPLACE”

LETTER OF TRANSMITTAL

19 January, 2014

**** *****

Lecturer, Course Instructor

Management Fundamental

Department of Banking & Insurance

Faculty of Business Studies

University of Dhaka, Bangladesh

Dear Sir,

It gives us great pleasure to submit the report on “ ”.

It was a great opportunity for us to prepare the report under your instruction, which really

was a great experience for us. In order to make our report most perfect we have collected

various information from our text books, websites and various newspapers.

We have tried our level best effort to prepare this assignment. Any lacking or fault may arise

as our unintentional mistakes. We will wholeheartedly any clarification and suggestion

about any view and conception disseminated through this Report.

Sincerely,

……………………………....................

****** ******* *****

On behalf of the Group no: 12

ACKNOWLEDGEMENT

One of the most dulcet parts of writing this report is the opportunity to thanks those who have contributed to it. Unfortunately, in any establishment, the list of expression of thanks- no matter how all-embracing- is always imperfect And insufficient, this acknowledgement is alike other is not an Immunity.

At first we want to thank Almighty Allah who gave us energy and forbearance and also knowledge for making that kind of report. Secondly we want to thank our course instructor Mr. Asif Nawaz without whom we must be unable to make it.

We are very happy to participate in this Report. A special thanks to Mr. Reza Shahbaz Hadi, an ex- formal employee of UBL for his help and information this report would be far from correction.

Finally we want to thank our friends and course mates who helped us for gaining information and complete the report successfully.

Executive Summary

This report contains both qualitative and quantitative analysis about Unilever. It is a renowned multi-national consumer goods company. Unilever Bangladesh Limited (UBL) is a household name virtually for every Bangladeshi national. Being a multi-national, no other company has achieved this level of success. It is regarded as one of the most reputed multi-cultural companies of the world. With its history of over 70 years globally, UBL, an operating and Brand building company of Unilever Group has predominantly served the Bangladeshi market with mainly Home and Personal Care (HPC) FMCG products for last 47 years with limited presence in the food business with Lipton tea. With dominant brands in HPC like Lux, Lifebuoy, Wheel and Pond’s, growing brands like Sunsilk, Clear and rising stars like Rexona and Dove, the company now wants to check its possibilities in the foods category which globally is the largest business of Unilever (54% of total portfolio).

In this report we focused on the management of the Unilever and tried to make a comparison what we have learned so far in our management course. One of the important fact is as it is a multi-national company and UBL is only a regional country based part of it. So we couldn’t ignored the existing international information. We gathered as much information as we could and make the necessary editing, modification and combination.

Though UBL has a strong brand image in our country, it his has some competitor in our country. As a developing country, we have some consumer company that simply can’t be ignored. By providing products with a most reasonable cost with the existing quality it can expand its user group.

Table of Contents1. Introduction......................................................................................................................1

1.1 Background................................................................................................................1

1.2 Timeline.....................................................................................................................2

2. The Function of Management...........................................................................................4

2.1 Planning.....................................................................................................................5

1. Vision & Goals............................................................................................................6

2. Priorities and Principles.............................................................................................6

3. Portfolio Matrix Analysis............................................................................................8

2.2 Organizing................................................................................................................10

1. Structure..................................................................................................................10

2. Departmentation.....................................................................................................10

2.3 Staffing.....................................................................................................................12

1. Recruitment of UBL..................................................................................................12

2. Training Systems......................................................................................................15

3. Appraisal Methods...................................................................................................15

2.4 Leading.....................................................................................................................16

1. Charismatic Leadership............................................................................................16

2. Democratic or Participative Leadership...................................................................16

3. Transformational Leading........................................................................................17

4. Managerial Grid.......................................................................................................18

2.5 Controlling...............................................................................................................20

1. Establishment of standards.....................................................................................21

2. Measurement of performance against these standards..........................................21

3. Correcting variation from standards and plan.........................................................21

3. Conclusion.......................................................................................................................23

3.1 References...............................................................................................................24

Unilever

1. IntroductionUnilever is an Anglo–Dutch multinational consumer goods company. Its products include foods, beverages, cleaning agents and personal care products. It is the world's third-largest consumer goods company measured by 2011 revenues (after Procter & Gamble and Nestlé) and the world's largest manufacturer of ice cream.

Unilever owns over 400 brands, amongst the largest selling of which are Aviance, Axe/lynx, Ben & Jerry’s, Dove, Flora/Becel, Heartband, VO5, Wall’s and PG Tips. It is a dual-listed company consisting of Unilever N.V., based in Rotterdam, Netherlands, and Unilever PLC, based in London, United Kingdom. Both companies have the same director and they operate as a single business. (Wikipedia)

1.1 BackgroundIn the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap – his revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use our products'.This was long before the phrase 'Corporate Mission' had been invented, but these ideas have stayed at the heart of our business. Even if their language – and the notion of only women doing housework – has become outdated.In a history that now crosses three centuries, Unilever's success has been influenced by the major events of the day – economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout we've created products that help people get more out of life – cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.

In the late 19th century the businesses that would later become Unilever were among the most philanthropic of their time. They set up projects to improve the lot of their workers and created products with a positive social impact, making hygiene and personal care commonplace and improving nutrition through adding vitamins to foods that were already daily staples.Today, Unilever still believes that success means acting with 'the highest standards of corporate behavior towards our employees, consumers and the societies and world in which we live'. Over the years we've launched or participated in an ever-growing range of initiatives to source sustainable supplies of raw materials, protect environments, support local communities and much more. (Unilever)

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1.2 Timeline1885 - 1899

Although Unilever wasn't formed until 1930, the companies that joined forces to create the business we know today were already well established before the start of the 20th century.

1900 - 1909

Unilever's founding companies produced products made of oils and fats, principally soap and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of raw materials.

1910 - 1919

Tough economic conditions and the First World War make trading difficult for everyone, so many businesses form trade associations to protect their shared interests.

1920 - 1929

With businesses expanding fast, companies set up negotiations intending to stop others producing the same types of products. But instead they agree to merge - and so Unilever is created.

1930 - 1939

Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the Second World War. But while the business rationalizes operations, it also continues to diversify.

1940 - 1949

Unilever's operations around the world begin to fragment, but the business continues to expand further into the foods market and increase investment in research and development.

1950 - 1959

Business booms as new technology and the European Economic Community lead to rising standards of living in the West, while new markets open up in emerging economies around the globe.

1960 - 1969

As the world economy expands, so does Unilever and it sets about developing new products, entering new markets and running a highly ambitious acquisition program.

1970 - 1979

Hard economic conditions and high inflation make the 70s a tough time for everyone, but things are particularly difficult in the fast-moving consumer goods (FMCG) sector as the big retailers start to flex their muscles.

1980 - 1989

Unilever is now one of the world's biggest companies, but takes the decision to focus its portfolio, and rationalize its businesses to focus on core products and brands.

1990 - 1999

The business expands into Central and Eastern Europe and further sharpens its focus on fewer product categories, leading to the sale or withdrawal of two-thirds of its brands.

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2000 - PRESENT

The 2000s start with the launch of Path to Growth, a five-year strategic plan, sharpened in 2004 with Unilever's Vitality mission focusing on the needs of 21st century consumers. In 2009, Unilever announces a new corporate vision - working to create a better future every day - and enters the 2010s with a new strategy: The Compass. To support this strategy, the Unilever Sustainable Living Plan launches in 2010. (Unilever)

By timeline we can easily come to the conclusion that from 18 th century it started its voyage, had a boost in 19th and gradually it has become the 3rd most giant consumer related multinational company.

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2. The Function of ManagementThere are five managerial functions (by the opinion of different author and specialists it varies from 5-7) around which are must to managerial knowledge. They are-

This is a cycle that will be executed again and again until the end of an organization and its management. This steps will now be analyzed in the perspective of Unilever.

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Planning

Organizing

Staffing Leading

Controlling

2.1 PlanningThe main planning cycle of Unilever is-

UBL is making some huge plans that is making them recognized among the whole world. In the planning sector we focused on the 3 different sectors of planning, they are-

1. Vision & GoalsUnilever products touch the lives of over 2 billion people every day – whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.

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Visi

on &

Goa

ls Making a sustainable Living Commonplace

Prio

rities

and

Prin

cipl

es Making a Healthy, Confident and Better future for this planet

Portf

olio

Mat

rix A

naly

sis

Deciding which brand needs Promotion and Upgrade

Unilever simplified their goals and vision in their website and we have mentioned it here and tried to make an analysis.

A Clear DirectionWe work to create a better future every day, with brands and services that help people feel good, look good, and get more out of life.

In 2009, we launched what we call The Compass – Unilever’s strategy for sustainable growth. It sets out a clear and compelling vision of our future, in which our brands and services reach and inspire people across the world, helping us double the size of our business while reducing our environmental footprint and increasing our positive social impact.

It’s a goal we’re seeking to achieve by developing new ways of doing business through which we can minimize our direct impact and improve hygiene, nutrition, opportunities and health for communities.

We’re working with our suppliers, consumers and the retailers who sell our brands to improve their sustainability credentials too.

By combining our multinational expertise with our deep roots in diverse local cultures, we’re continuing to provide a range of products to suit a wealth of consumers. We’re also strengthening our strong relationships in the emerging markets we believe will be significant for our future growth.

And by leveraging our global reach and inspiring people to take small, everyday actions, we believe we can help make a big difference to the world. (Unilever)

AnalysisOur findings are-

Unilever is focusing more on sustainable growth than profit,Decreasing environment pollution in manufacturing goods and products,Increasing positive social impact,Minimizing direct impact on nature and improving hygiene, nutrition, opportunities and health for communities,Trying to get the newly emerging markets.

2. Priorities and PrinciplesUnilever is committed to supporting sustainability and providing consumers around the world with the products they need to look good, feel good and get more out of their life.  Five key priorities provide the foundation for this brand’s campaigns. Read some examples of how different brands are upholding these principles.

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A Better Future for ChildrenUnilever oral care brands Signal and Close-Up encourage children to brush their teeth day and night for optimal dental health. It also partner the FDI World Dental Federation, supporting oral health programs around the world,Brands such as Omo and Persil have helped parents believe the unconventional philosophy that “Dirt is Good”. Children learn through play, and mud spatters and grass stains can easily be removed with effective laundry products,Unilever also partners the World Food Program and launched the Together for Child Vitality initiative to bring our expertise in nutrition to children in some of the world’s poorest countries.

A Healthier FutureUnilever’s Flora/Becel margarine brands have been scientifically proven to help reduce cholesterol levelsVaseline has launched the Vaseline Skin Care Foundation, providing research into skin conditions and support for people affected by themLifebuoy soap has long had a presence in developing markets around the world, and its campaign to promote hand washing with soap has reached more than 70 million people in rural India

A More Confident FutureDove’s Campaign for Real Beauty uses real women instead of models in its advertising campaigns. The brand has also launched the Dove Self Esteem Fund which educates and inspires millions of young women,Sunsilk hair care brand has partnered some of the world’s leading hair specialists to co-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks and uncontrollable curls,Close-Up toothpaste provides an affordable oral care solution for consumers in developing markets, allowing them to take care of their dental health and closer with confidence.

A Better Future for the PlanetUnilever is aiming to grow its business while reducing environmental footprint and working across the supply chain for every brand to do so,Laundry brands, including Surf, Omo, Persil and Comfort, have launched the Cleaner Planet Plan together, encouraging consumers to change their laundry habits to reduce water and energy consumption,Lipton tea brand backs sustainable forest management projects in Africa.

A Better Future for Farming & FarmersMany of its brands contain ethically and sustainably sourced ingredients that are independently certified,Among these are Lipton tea, which is accredited by the Rainforest Alliance, and Ben & Jerry’s ice cream, which includes Fairtrade vanilla and almonds in various flavors,

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Around half its raw materials come from agriculture and forestry, so we’re working towards making our key crops 100% sustainable.

AnalysisThis are some priorities and principles that are existing around the whole world. Some of them are currently executing in Bangladesh. In this case our findings are-

Some products like Close up making people aware of their dental health,Different kinds of soaps like Lifebuoy making rural people’s life more hygienic,Reducing environmental impact as less as possible in manufacturing products,Making little events in schools, in various type of international days like “Global Hand washing Day” to raise awareness among children,Raising fund for underprivileged children.

3. Portfolio Matrix AnalysisNow different kind of products Portfolio Matrix Analysis from UBL is presented

The product of different stage are-

Star Products: High Growth Rate and High Market ShareSunsilkWheelLux

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Fair & Lovely

Cash Cow Products: Low Growth Rate and High Market ShareSurf ExcelLipton Taaza Lifebuoy

Question Marks Product: High Growth Rate and Low Market ShareWheel Rain Power WhiteRexonaDovePonds

Dog Products: Low Growth Rate and Low Market ShareLifebuoy ShampooVaseline

AnalysisSunsilk, Wheel, Fair & Lovely, Lux are in a very well position and they needs to sustain their market and growth,Surf Excel, Lipton Taaza, Lifebuoy are well in market share but low in growth, so this products need some investment,Wheel Rain Power White, Dove, Rexona, Ponds are having high growth but their share price is low, so they needs some priority and modification,Lifebuoy Shampoo and Vaseline are facing some real problem in Bangladeshi market, their growth and market share both is low. They needs some serious marketing and product promotion to survive otherwise these product production should be stopped before any huge loss.

2.2 OrganizingWe divided it by Structure and Departmentation.

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1. StructureThe organization structure used by UBL is Vertical spans. The commands flow from upside to down. Such as-

2. DepartmentationWe explained the organization process of Unilever Departmentation. The main Departmentation used by Unilever are-

i. Departmentation by Territory or GeographyGrouping of activities by area or territory is common in enterprises operating over wide geographic areas. Unilever is a multinational organization so the first thing it does is making Departmentation according to territory or geography. That makes them more oriented and focused. This organization holds some advantage and disadvantage and they are-

Advantages: Disadvantages: Places responsibility at a lower level Places emphasis on local markets

and problems Improves coordination in a region Takes advantage of economies of

local operations Better face-to-face communication

with local interests Furnishes measurable training

ground for general managers

Requires more persons with general manager abilities

Tends to make maintenance of economical central services difficult and may require services such as personnel or purchasing at the regional level

Increases problem of top management control

ii. Departmentation by ProductGrouping of activities to products or product lines, especially in multiline, large enterprises. This is what UBL generally does, in Bangladesh they have divided their department by product wise like skin care or hair care. We have done some analysis of this departmentation too.

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Advantages: Disadvantages: Places attention and effort on

product line Facilitates use of specialized capital,

facilities, skills, and knowledge Permits growth and diversity of

products and services Improves coordination of fun Places responsibility for profits at

the division level Furnishes measurable training

ground for general managers

Requires more persons with general abilities

Tends to make maintenance of economical central services difficult

Presents increased problem of top management control

iii. Matrix OrganizationThe combining of functional and project of product patterns of departmentation in the same organization. To execute some special tasks like innovating or new product marketing they use this matrix organization process. This process have some positive and negative aspects too.

Advantages: Disadvantages: Oriented toward end results Professional identification in

maintained Pinpoints product-profit

responsibility

Conflict in organization authority exists

Possibility of disunity of command exists

Requires manager effective in human relations

2.3 Staffing We consists the staffing process in three steps. They are-

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1. Recruitment2. Training Systems3. Appraisal Methods

1. Recruitment of UBLUnilever collects their staffs by two process. The process is given below-

According to the tree diagram UBL collets it’s under Management Trainee officer workers from PeopleScape and HR Kites.

StepsThe application process for the Future Leaders or offices Program involves five stages:

Curriculum Vitae Collection Writing test Day Long Screening Final Interview Medical Checkup

Curriculum Vitae CollectionThe first thing applicant must do is complete the application form, which allows him to present a complete picture of his talents, interests and ambitions.

The most remarkable parts are-

Must answer all the question,

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Recruitment of UBL

Under MTO

PeopleScape HR Kites

MTO or Above

By UBL

At each stage of the recruitment process Unilever reviews the Unilever competencies,

Exploring the motivation for applying for the specific business area and for Unilever, Individual achievement.

Writing testIn this stage applicants take part in a writing test. Here Mathematical, General Knowledge and English skills are being tested.

Day Long ScreeningThis is followed by a full day assessment, which consists of a variety of exercises, which include:

1. Group Discussion2. Case Analysis3. Presentation

Final InterviewThis is the final stage of the recruitment process. The senior officers take a final interview and try to sort out the most capable person for the job.

Medical CheckupAt last a medical checkup is done to find if the person is carrying any fatal disease or not. UBL generally does this in APOLLO DIAGNOSTIC CENTRE.

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Staffing Process of UBL

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2. Training SystemsUBL only follows two types of system for the training of the new recruiting officers.

i. Mentoring and coachingEmployees work with an experienced worker who provides information, support, and encouragement; also called apprenticeships in certain industries.

ii. Experiential exerciseEmployees participate in role playing, simulations, or other face-to-face types of training.

iii. Classroom lecturesEmployees attend lectures designed to convey specific information. This course includes a month long training program.

3. Appraisal MethodsIt is meant to be the very critical part of this steps. Making a appraisal report is very challenging. Some of the common methods that are used by the UBL managers are given below:

i. Graphic Rating ScalePopular method that lists a set of performance factors and an incremental scale; evaluator goes down the list and rates employee on each factor

+Provides quantitative data; not time-consuming

-Doesn’t provide in-depth information on job behavior

ii. Written EssayEvaluator writes a description of employee’s strengths and weakness, past performance, and potential; provides suggestions for improvement.

+ Simple to use

-may be better measure of evaluator’s writing ability than of employee’s actual performance

iii. BARS (behaviorally anchored Rating Scale)Popular approach that combines elements from critical incident and graphic rating scale; evaluator uses a rating scale, but items are examples of actual job behaviors

+ Focuses on specific and measurable job behaviors

-Time-consuming; difficult to develop

iv. Multi-person comparisonEmployees are rated in comparison to others in work group

+ Compares employees with one another

-Difficult with large number of employees, legal concerns

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2.4 LeadingLeading is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals.

The leadership of UBL is somewhat different. In our analysis we got every possible positive leadership categories and may be this on of the base point of their success.

1. Charismatic Leadership Charismatic leaders are essentially very skilled communicators – individuals who are both verbally eloquent, but also able to communicate to followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers.

In our appointment we found out that some leaders are very charismatic and they are very successful in their ways.

Characteristics of Charismatic LeadershipSome of the primary characteristics of charismatic leadership include:

True charisma is a measure of a person's maturity and character Charismatic leaders have exceptional communication skills Charismatic leaders know how to listen to the concerns of their employees Flash works for a while, but eventually people want something substantive Charisma is an important, but not essential, element of success

2. Democratic or Participative LeadershipThe democratic leadership style is a very open and collegial style of running a team. Ideas move freely amongst the group and are discussed openly. Everyone is given a seat at the

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Charismatic Leadership

Democratic Leadership

Transformational Leadership

table, and discussion is relatively free-flowing. This style is needed in dynamic and rapidly changing environments where very little can be taken as a constant. In these fast moving organizations, every option for improvement has to be considered to keep the group from falling out of date.

This is the basic function that is mostly required in the UBL leadership. Autocratic leadership is never welcomed there.

Characteristics of Democratic LeadershipSome of the primary characteristics of democratic leadership include:

Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.

Members of the group feel more engaged in the process. Creativity is encouraged and rewarded.

3. Transformational LeadingTransformational leadership is a type of leadership style can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.

In some case UBL leaders uses this kind of leadership, because this is a very modern and effective process to influence subordinates.

Characteristics of Transformational LeadershipThe common characteristics of transformational leader:

They identify themselves as change agents. They are courageous individuals. They are powerful yet sensitive of other people, and ultimately they work toward

the empowerment of others. They are value-driven. A transformational leader is able to talk about mistakes he/she has made without

seeing them as failures but learning experiences. They have the ability to deal with complexity, ambiguity and uncertainty. They are visionaries.

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4. Managerial GridThe managerial grid model (1964) is a situational leadership model developed by Robert R. Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.

1. Impoverished Style (1, 1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions.

2. Country club Style (1, 9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. The resulting atmosphere is usually friendly, but not necessarily very productive.

3. Perish Style (9, 1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in cases of crisis management.

4. Middle-of-the-road Style (5, 5): balance and compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern

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0 1 2 3 4 5 6 7 8 9 100

1

2

3

4

5

6

7

8

9

10

Impoverished Style,

[X VALUE], [Y VALUE]

Country Club Style,

[X VALUE], [Y VALUE]

Middle of the road Style, [X VALUE],

[Y VALUE]

Produce or Perish, [X VALUE], [Y

VALUE]

Team Style, [X VALUE], [Y

VALUE]

Manegarial Grid

Concern for Production

Conc

ern

For

Peop

le

to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.

5. Team Style (9, 9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.

Analysis:After analyzing the managerial methods and leadership of UBL, we came the conclusion that in the Managerial Grid UBL scores 5, 5 or 9, 9 and both score is very appreciable. Cause:

In the 5, 5 score it is a balanced company that every company desires because company can take flexible decision and can make it happen quickly.

In the 9, 9 score it is working as a team that makes them very effective in executing any task or innovating some product.

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2.5 ControllingControlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are being accomplished. Planning & controlling are closely related.

It isn’t something that an organization wants to talk about. But we still were able to get some information.

Basic Control Process

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Establishment of standards

Measurement of performance against

these standards

Correcting variations from standards and

plans

Now they are briefly explained below:

1. Establishment of standardsAs plans are the yardsticks against which managers devise controls the first step in the control process logically would be to establish plans. It means to set objectives and standards. Standards are simply criteria of performance. There are many kinds of standards.

2. Measurement of performance against these standards Now the performance of the objet or workers are measured against it. This helps the manager to decide, if the organization is going well or not. If the performance or outcome is satisfying it doesn’t need any change or modification. Otherwise he has to maintain another step.

3. Correcting variation from standards and plan A manager must choose points for special attention and then watch them to be sure that the whole operation is proceeding as planned. The points selected for control should be critical in the sense either of being limiting factors in the operation or of being better indicators than other factors of whether plans are working out.

Types of Critical Point Standards: Standards tend to be following types-

1. Physical Standards2. Cost Standards3. Capital Standards4. Revenue Standards5. Program Standards6. Intangible Standards7. Goals as Standards8. Strategic plans as control points for strategic control

Benchmarking: Benchmarking is an approach for setting goals and productivity measures based on best industry practices.

There are three types of benchmarking are: Strategic, Operational, and Management.

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Control as a feedback system:Managerial control is essentially the same basic control process as that found in physical, biological, and social systems. Many systems control themselves through information feedback, which shows deviations from standards and initiates changes. In other words, Systems use some of their energy to feedback information that compares performance with a standard and initiates corrective action.

Analysis:After all this discussion, we found that UBL controlling method is general and not pretty outstanding. It can be a fact that they didn’t wanted their strategy to be open, so they just gave us casual information. But we were able to secure one important fact that in employee controlling they have one special branch in Human Resource Management.

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3. ConclusionAfter analyzing the report we can come to a certain point that in the managerial function UBL has the every possible aspects to be a part of a Multi-National company. It can be a hindrance that the information we got isn’t 100% correct but still it has the upper hand.

Some of the main feature of UBL management is:

UBL has a great planning and approach. It is not only for the company benefit but also in sustaining living hood development.Organizing is one of the part where UBL can expect some serious appreciation. Every possible organizing method that will serve the purpose they will never hesitate to reform or transform.In staffing process UBL is always fair and square. There is no way their system is affected by the influence of politics or power.Leading method of UBL is rather practical than conceptual. To perform the task, Leaders are willing to change their leading method.At last the controlling part is rather hazy because UBL generally don’t fail to achieve the target.

That was pretty much our analysis. UBL is in the verge of its prosperity and doesn’t need any major change.

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3.1 ReferencesUnilever.com. 2010. Unilever global company website | Unilever Global. [online] Available at: http://www.unilever.com/ [Accessed: 14 Jan 2014].

Unilever.com.bd. 2014. Unilever Bangladesh | Bangladesh. [online] Available at: http://www.unilever.com.bd/ [Accessed: 14 Jan 2014].

Weihrich, H., Koontz, H. and Cannice, M. V. 2008. Management. New Delhi: Tata McGraw-Hill.

Wikipedia. 2014. Unilever. [online] Available at: http://en.wikipedia.org/wiki/Unilever [Accessed: 14 Jan 2014].

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