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Chocolates are everyone's favorites but have we ever wondered what management techniques the chocolate manufacturing companies undertake.Here in this project we have tried to explain and compare the management techniques of three major chocolate manufacturing companies namely Cadbury ltd, Nestle and Amul .
THE MAJOR PLAYERSThe major national players in the chocolate market in India are:Cadbury India Ltd. Nestle India Ltd.Gujarat Cooperative milk marketing federation limited (Amul)
The combined chocolate and éclair market is dominated by two giants – Cadbury and nestle together they have 90 % share of the entire market. Amul holds a 5% share and is present only in the molded chocolate segment of the market
THE MAJOR PLAYERSThe major national players in the chocolate market in India are:Cadbury India Ltd. Nestle India Ltd.Gujarat Cooperative milk marketing federation limited (Amul)
The combined chocolate and éclair market is dominated by two giants – Cadbury and nestle together they have 90 % share of the entire market. Amul holds a 5% share and is present only in the molded chocolate segment of the market
Hierarchy Management Levels
Top Management Strategic Level
Middle Management Technical Level
First-Level ManagementOperations Level
Operating Employees
Organizational Structure:Cadbury’s follows a downward flow of communication. So, their organizational structure can be said is hierarchical structure. Hierarchical structure is based on distinct chain of commands from Managing director to Clerical Support assistants (according to Cadbury). Decisions are made at the top and pass down. Cadbury’s employee’s roles are usually based on clearly defined procedures and roles. Cadbury organization is based on a Democratic Management style decisions are made as a result of a consultation process involving various members of the organization (Cadbury). Ideas would be discussed and thought through collectively. Within Cadbury organization we can find a Democratic structure, because Cadbury tends to be found in situation where it is felt to be important for all members of the organization to understand what they are doing, were decisions require individual initiative, and where member of staff need to work as a team. In Cadbury’s organizational structure there is less complexity, less formalization and they are almost decentralized. In that sense we can say that Cadbury’s organizational structure is Neo classically designed.
Nestlé is an international corporation that produces a variety of products including food, beverages, and pharmaceuticals that amount to over 8,000 in all (Tomlinson 2000).Nestlé India is a subsidiary of Nestlé S.A. of Switzerland. With seven factories and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction.
Most innovative and fastest growing food company offering Products enjoyed in“Every home every day”
Nestlé is an international corporation that produces a variety of products including food, beverages, and pharmaceuticals that amount to over 8,000 in all (Tomlinson 2000).Nestlé India is a subsidiary of Nestlé S.A. of Switzerland. With seven factories and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction.
Most innovative and fastest growing food company offering Products enjoyed in“Every home every day”
Mr. Antonio Helio Waszyk Chairman and Managing
Director
Mr. Shobinder Duggal Director - Finance &
Control
Mr. Christian Schmid Director - Technical
Mr. Pradip Baijal Non Executive Director
Mr. Michael W.O. Garrett Non Executive Director
Non Executive Director Non Executive Director
Mr. Ravinder Narain Non Executive Director
Dr. Swati A. Piramal Non-Executive Director
Mr. Richard Sykes Alternate Director to
Mr.Micheal W.O Garrett
NESTLE ORGANISATIONAL STRUCTURE
MANAGEMENT PRINCIPLES AND LEADERSHIPNestle Value Added Leadership Concept
Members of the Nestle management at all levels are more concerned with continuously adding value to the company than exercising formal authority. They can delegate all without abdicating their proper responsibility.
Qualities And Characteristics of A Nestle Manager The higher the levels of the position and the responsibility of a Nestle Manager, the more he/she should be selected on the basis of the following criteria (in addition to professional education, skills and practical experience) :
Courage, solid nerves and composure; capacity to handle stress.Ability to learn, open-mindedness and perceptiveness .Ability to create a climate of innovation.Thinking in context.Credibility : in other words “practice what you preach”.Willingness to accept change and ability to manage change.International experience and understanding of other cultures.
MANAGEMENT PRINCIPLES AND LEADERSHIPNestle Value Added Leadership Concept
Members of the Nestle management at all levels are more concerned with continuously adding value to the company than exercising formal authority. They can delegate all without abdicating their proper responsibility.
Qualities And Characteristics of A Nestle Manager The higher the levels of the position and the responsibility of a Nestle Manager, the more he/she should be selected on the basis of the following criteria (in addition to professional education, skills and practical experience) :
Courage, solid nerves and composure; capacity to handle stress.Ability to learn, open-mindedness and perceptiveness .Ability to create a climate of innovation.Thinking in context.Credibility : in other words “practice what you preach”.Willingness to accept change and ability to manage change.International experience and understanding of other cultures.
Production DivisionProduction Division
Quality Assurance. DepetQuality Assurance. Depet
Brand Wise Production Brand Wise Production DepartmentsDepartments
Packaging DepartmentPackaging Department
Marketing DivisionMarketing Division
Customer Relation DepartmentCustomer Relation Department
Distribution DepartmentDistribution Department
Research & Development Research & Development DepartmentDepartment
HR DivisionHR Division
Personnel DepartmentPersonnel Department
Finance Division
Treasury Department
Accounts Department
AMUL has been able to:Produce an appropriate blend of the policy makers farmers board of management and the professionals: each group appreciating its rotes and Limitations,Bring at the command of the rural milk producers the best of the technology and harness its fruit for betterment.Provide a support system to the milk producers without disturbing their agro economic systems,Plough back the profits, by prudent use of men, material and machines, in the rural sector for the common good and betterment of the member producers andEven though, growing with time and on scale, it has remained with the smallest producer members. In that sense. Amul is an example par excellence, of an intervention for rural change.
AMUL has been able to:Produce an appropriate blend of the policy makers farmers board of management and the professionals: each group appreciating its rotes and Limitations,Bring at the command of the rural milk producers the best of the technology and harness its fruit for betterment.Provide a support system to the milk producers without disturbing their agro economic systems,Plough back the profits, by prudent use of men, material and machines, in the rural sector for the common good and betterment of the member producers andEven though, growing with time and on scale, it has remained with the smallest producer members. In that sense. Amul is an example par excellence, of an intervention for rural change.
BOARD OF DIRECTORS1. Shri Ramsingh P. Parmar Chairman2. Shri Rajendrasinh D. Parmar Vice Chairman3. Shri Shivabhai M. Parmar Director4. Shri Maganbhai G. Zala Director5. Shri Chandubhai M. Parmar Director6. Shri Pravinbhai F. Solanki Director7. Shri Dhirubhai A.Chavda Director8. Shri Bhaijibhia A. Zala Director9. Shri Mansinh K.Chauhan Director10. Shri Bipinbhai M.Joshi Director11. Smt. Madhuben D. Parmar Director12. Smt. Sarayuben B. Patel Director13. Shri Ranjitbhai K. Patel Director •Shri B. M. Vyas(M.D. of GCMMF, Anand)•Shri Rahulkumar Shrivastav (M.D. of KDCMPUL, Anand)•Shri Deepak Dalai (District Registrar)
Kaira District Central Co-operative BankU.T.I. BankState Bank of IndiaBank Of BarodaBank Of MaharastraCorporation Bank
Auditor:- Special Auditor (Milk), Milk Audit Office, Anand.
BOARD OF DIRECTORS1. Shri Ramsingh P. Parmar Chairman2. Shri Rajendrasinh D. Parmar Vice Chairman3. Shri Shivabhai M. Parmar Director4. Shri Maganbhai G. Zala Director5. Shri Chandubhai M. Parmar Director6. Shri Pravinbhai F. Solanki Director7. Shri Dhirubhai A.Chavda Director8. Shri Bhaijibhia A. Zala Director9. Shri Mansinh K.Chauhan Director10. Shri Bipinbhai M.Joshi Director11. Smt. Madhuben D. Parmar Director12. Smt. Sarayuben B. Patel Director13. Shri Ranjitbhai K. Patel Director •Shri B. M. Vyas(M.D. of GCMMF, Anand)•Shri Rahulkumar Shrivastav (M.D. of KDCMPUL, Anand)•Shri Deepak Dalai (District Registrar)
Kaira District Central Co-operative BankU.T.I. BankState Bank of IndiaBank Of BarodaBank Of MaharastraCorporation Bank
Auditor:- Special Auditor (Milk), Milk Audit Office, Anand.
