A Decade of Organizational Change at Unilever Essays

A Decade of Organizational Change at Unilever Essays A Decade of Organizational Change at Unilever Paper A Decade of Organizational Change at Unilever Paper A Decade of Organizational Change at Unilever A DECADE OF ORGANIZATIONAL CHANGE AT UNILEVER 7 November 2012 Originally founded in 1872, and incorporated in 1929, Unilever was facing a difficult time when upon their discovery that the organizational architechture and strategy they were employing was not benefiting the company. The company was under a decentralized structure for generations. o Managers looking for a change o The decision was to go global It was mid-1990 and initial changes were made with minmal results. Managers tried again and rebuilt the company from the inside out Between 1990-1996 Unilever introduced the concept based on regional business groups o The groups and divisions coordinated activities in the regions It is now the year 2000 a slight change was apparent; however, the company was still behind their competitors. Again, management decides change is warranted o Unilever decides change the number of brands form 1600 to 400 o Reduce th e number of manufacturing plants from 380 to 280 o Management wants all of this completed by the year 2004 It is extremely difficult to change. The process is compounded when you are a ultinational business trying to reshape your thumbprint. That in itself can take years Unilever managed to change and they no doubt are yet continuing to perfect Change while yet simple to say is one of the most difficult processes to perform. It takes proper timing if known, and having the best tools to make it happen. When you are a large multinational firm, the task will have challenges. While it took some effort to complete, Unilever, historically one of manufacturings oldest multinational firms was facing a reoganizational change that reshaped them for the challenges of the 1st century. Orginally incorporated in 1929, Unilevers beginnings were in 1872 when two Dutch firms began commercially producing margarine. Unilever has operated for decades with an organizational structure that had apparently been working for them. A decentralized structure had been in place for generations. There were suttle indicators that this may be a good time to consider a new strategy for the company. Unilever realized that by the mid-1990s that the decentralized structure had cost the company profits and that they were behind their competition. Management decided on an organizational change in an effort to move the company in a positive direction. Unilever decided it wanted to try to go global. It was evident that the decentralized structure was failing Unilever; however, the process had been with the company for so many generations it appeared they didnt quite know how to move forward. There was a false start where they tried to pull out of the market slump; and, they were still behind the competition. By this time about five years had lapsed. What they failed to understand was that a complete rebuilding f the organzational architechture, as they were trying to do include everything from the inside out and it will take some time. This included the formal organizational structure, control systems and incentives, processes, organizational culture, and people. The move toward globalization was presenting a challenge to Unilever managers; however, the competition was ahead and Unilever was trying to improve their position in the market. They had to get better leverage for themselves. Realm begins to take place. Between Unilever introduced a new structure based on regional business groups that included a number of divisions hat focused on specific products. The groups and divisions coordinated activities in the regions and helped to drive down costs. Even though Unilever implimented changes it was the now the year 2000 and the company was still behind its competition. There is still room for more changes. This time, the decision was to trim down a sizable number of brands from 1600 to 400 and reduce the number of manufacturing plants from 380 to 280 all of this to be done by attrition by the year 2004. When they created the divisions, they created two global divisions, a product division, food division, and a home personal care division. Within each division are a number of regional business groups that does the developing, marketing etc. Unilever has divisions in Europe, North America, Latin America, and Asia. To conclude, while over a decade, Unilever took patience and due diligence to pefect a business system that was best suited to change their Organizational Architechture, and one would like to think that they are ever evovling in their processes. This will keep them positioned as they forge the challenges of the 21st century

Symbolic Model of Leadership Essays

Symbolic Model of Leadership Essays Symbolic Model of Leadership Essay Symbolic Model of Leadership Essay Am I too old/young? , Will the locals chase me out? Are there sharks swimming around out there? , and Do you think I will really be able to stand up? . The laidback cultural lifestyle of surfers helps put any stress at ease. XXSS instructors explain how the lessons are conduc ed t , discuss any possible but unlikely dangers, and reassure guests that they will have the time of their life experiencing a culture that is sometimes misunderstood. The instructors all look the part bikinis and board shorts and have such a great enthusiasm for their Job because they get to share an important part of their lifestyle ith others. They have a style of language that they use with the guests that often bring humor to the experience. Using slang terms such as Hangloose, Knarly Ride, Rad Wave, and giving the Shaka are all part of the show and guests love it. They repeat these sayings and flash the Shaka back (or if they are Japanese its usually the Peace sign). While out in the line up, the instructors explain about some of the misconceptions of the surf culture and the proper etiquette to use out in the line-up. By educating the guests of the surf etiquette, it opens up a whole new vision to the culture and tereotypes associated with surfing. Something as simple as knowing which surfer has the right of way when dropping in on a wave can make a huge difference in whether they may experience localism (or being yelled at) in the water. However, most of the surf breaks in Waikiki are known as beginner areas and the locals out there will respect that, unless your being a kook, or someone who has no respect for others and their safety in the water. The backdrop of the stage is the beautiful, clear, blue Pacific Ocean. While waiting for a set to roll in, guests are enamored by the scenery that you can only ppreciate from the perspective you get being out on the ocean. From the skyline of Waikiki, to the beautiful mountains, to the peak of Diamondhead Crater, they get to immerse themselves right in the middle of the culture of the Islands of Hawaii as well. The instructors can tell some of the stories and legends of how the volcano was formed, point out the surf break the famous Duke surfed at, and if the guests are lucky, they can meet Moku the resident Green Sea Turtle who frequents the area. instructors are knowledgeable about the formations of the reef and how that effects when and how the waves break. They are taught certain aspects of the surf culture not only so that it may be appreciated and better understood, but also so it may invite newcomers to love and respect the sport. Some have even gone as far as changing their own lifestyle so they can embrace the surf lifestyle as their own. Unfortunately, this isnt always feasible for everyone, but at least with XXSS, they offer visitors a chance to at least bring some of the culture home with them. Inside the shop, Swag or surf apparel with the XXSS logo can be purchased such as t-shirts or hats and young kids can get temporary tattoos (which they love to stick ll over their bodies). Exclusive to XXSS, guests have the option to take home some sick photos or a totally rad DVD of their experience. Each lesson that goes out is photographed and filmed by XXSSs partner editing company, which customizes photos and DVDs to take home with them. Each video showcases the entire experience from the land lesson to their first ride to the high five from the instructor at the end. The personal mini documentary encompasses shots of the island and some sea creatures and captures every exciting moment of the guests experience. It is burned to a play list of music from the surf culture and can include songs such as, Wipeout by the Surfaris, Surf Song by Jack Johnson, and Sweet Honey by Slightly Stoopid XXSSs visitors enjoy taking home a keepsake ot their adventure and will show the DVD to friends and family and many of their photos are displayed on media sites such as blogs and Facebook. Not only do the guests get to take home and share the surf school culture with others, it help stimulate more business for XXSS and aid in its success. Embracing culture is very important for XXSS to be successful. Someone who is seeking out surfing lessons would not want to walk into an office building and find their instructor behind a cubicle waiting for them. They would not want someone who is sitting behind a desk most of the day to change out of their suit and tie and take them on a business ride. Parents come to XXSS to find safe, knowledgeable surfers to take their kids out; women come to find that hot surf boy-next-door to paddle them out; and guys want cute chics in bikinis carrying surfboards around. It is all part of the lifestyle and culture surrounding most surf schools. But the ones who are successful, are the ones who are fun, safe, have enthusiasm, and Spirit which is the essence of high performance (Boleman Deal, 2008, pg. 290). Symbolic perspectives may question traditional views on how to build a team, but finding the right people and combining the symbols of play, teamwork, ritual, stories, and myth will certainly enhance it (Boleman Deal, 2008, pg. 290). XXSS prides most of its success with the high praise and reviews the organization receives from the guests and from people stopping by because they read the reviews or say that XXSS as recommended to them. Most importantly, the visitors who return to Hawaii year after year and come surf with XXSS year after year are the most valuable because those are the ones who make it all worthwhile. They are the ones who really fell in love with surfing and they are the ones to embrace and share in its beautiful and special cultural style. XXSS has a team of instructors (owner included) who form a community, share culture, find meaning in their work and most importantly, they have Soul. Peak performance will emerge as a team discovers it Soul (Boleman Deal, 2008, pg. 291). Surfers around the world have the Spirit and the Soul to do what they do. Combine that with people who love to teach and share those things, then you will have a fun, exciting place to learn about the world of surfing Just like youd find at XXSS. In the words of the Surfer Dude on catching a great ride: Its Just like Dude, you get the best barrels ever, dude. Its Just like, you pull in and you Just get spitted outem. You Just drop in, smack the lip Waapah! Just drop drown Swoopah! And then after that you Just drop in, ride the barrel and get pitted, sooo pitted.