Analysis of the organisation and leadership of unilever

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Analysis of the organisation and leadership of unilever

Article 1- Introduction 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.

They are dual-listed in the Netherlands and the UK, but operate as a single-entity with the same board and senior team. This structure offers them flexibility and adaptability across the globe, and also efficiency in production and distribution.

It will draw on the theories of eminent scholars such as Taylor 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.

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. The main driver for the merger was collaboration, as both companies relied heavily on palm oil as a major ingredient for their products and by sharing resources they were able to import and distribute to their factories far more cost effectively Unilever, The growth of Unilever has been characterised by mergers and strategic acquisitions, not all of which have been friendly Polsson,and their brand portfolio exceeds and includes a wide range of consumer goods, ranging from foods and beverages to personal care products and cleaning products.

Unilever has also built strong links with its subsidiary businesses around the world for its teas and coffees, as much of the raw material required for food stuffs is sourced from African and Latin American countries, such as cocoa, vanilla, palm oil and coffee beans. 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.

Such significant activity in terms of corporate diversity and consolidation makes for an interesting topic of study. Full timeline of activities available in appendix 1.

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.

Accordingly Unilever has created a four-tier hierarchical structure, which helps to funnel information into the business, and allows the senior team to make appropriate decisions based on available data Unilever, b. This definition also helps us to understand the values of the organisation and how they seek to lead and develop their business.

Organisational culture is complex, and can be influenced by a huge variety of factors as noted by Hofstede who identified the influenced and effects of multi-cultural workforces within multi-national environments.

This is strongly evidenced at Unilever where the culture of the organisation is derived from its own multi-national background. Whittington proposed that organisations in the same circumstances as Unilever would do well to adopt what he described as a systemic approach.

Whittington observed that organisational culture is governed by the social structures created by management level, social class and interest groups, and that trying to cut across these groups in certain localised areas was likely to create excessive tension and achieve very little Whittington, It is therefore interesting to observe the influence and effect of Paul Polman as the first external candidate to take the role the Chief Executive Officer.

Paul is a Dutch national and has held the role since October 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.

From the analysis of the company and its operating ethos and mission it can also be implied that his management style is European-influenced and therefore likely to be reflective of an inclusive culture and style in that it is both democratic and laissez-faire Morgeson, Alternatively under the Tannenbaum and Schmidt continuum it can be suggested that Paul Polman allows freedom of his subordinates to pursue suitable corporate strategies on the basis of their capability and the application of democratic decision-making.

He is a French national with numerous accreditations to his name and an extremely successful history at Unilever. As reported in the TelegraphUnilever searched long and hard for a suitable successor to the position and eventually felt that Paul Polman would be a suitable candidate given his own background, capabilities and skills.

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. Although Patrick Cescau formally stepped down from his role following his 60th birthday the main reason for him to leave the posthe has continued to play an active role in corporate life and now serves as a non-executive director to another large multi-national firm.

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, Thus, this element will consider some of the current issues facing Unilever and how they will seek to address them.

It is recognised by scholars such as Atkinson et al Three religious leaders—a Christian pastor, a Catholic bishop and a Muslim imam—created the Plateforme des Confessions Religieuses de Centrafrique in an effort to contain and then reconcile the deeply divisive religious and civil forces tearing at their country, the Central African Republic.

Dave Ulrich is the Rensis Likert Professor of Business at the Ross School, University of Michigan and a partner at the RBL Group. David Kryscynski is an Assistant Professor of Strategy at Brigham Young University’s Marriott School of Management.

Mike Ulrich is Assistant Professor of Business Management at the Huntsman School of Business, Utah State University. A Strategic Analysis of UNILEVER Unilever Sustainable Living Plan- STRATEGY Industrial Life Cycle PORTER'S 5 FORCES Threat of new Entrants- HIGH Unilever Organisational Structure Full E-V-R Congruence CORE COMPETENCIES • Marketing & Advertisement • Research & Development.

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Unilever’s Organizational Structure for Product Innovation. Updated on Updated on September 8, by Justin Young.

Analysis of the organisation and leadership of unilever

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