A description of the management style used at Cadbury
There are three main management styles that a business can have these
are:
· Democratic
· Consultative
· Autocratic
· Laissez-faire
Cadbury’s management style is democratic. This is when all members of
staff work together as a team. The managers listen to the other
employees ideas and suggestions before they go ahead with decisions.
If ideas are found to be achievable and successful by the senior
group, then it is taken forward. Then as a team they reach a decision.
The approach of this style is that they care and listen to everyone in
the teams view and what they think not just their own. This style can
be used in both large and small groups. It would work well in a large
motivated groups because they can come to a decision a lot quicker,
but in a smaller group they can fail with coming up with a decision
amongst themselves and will need real guidance and direction. If a
decision cannot be made then a vote will take place and the out come
will be the one with the most votes. This management style is good for
Cadbury because it motivates workers; with having power and
decision-making and through this it allows them to be involved in the
business.
The ways in which Cadbury shows that they are a democratic style is:
· An example is when they come to the idea of developing a new
product. The then consult production, then marketing, then finance,
have a meeting with everyone concern or who has/wants a say, the
product then goes into production and management then makes the final
decision.
· They also had to discuss whether it was a good idea to fill the
vending machines in the U.S.A with their products. The majority of the
employees decided on this that it would be a good idea, so they went
ahead, and in the end they beat the other competitors.
· When Cadbury’s World was being developed they would have to decide
on the structure of it, what should and shouldn’t be included, the
facilities that will be offer and much more important information. All
the members of Cadburys would have the opportunities to give their
views of the ideas.
Within a consultative management, which is similar to the democratic,
approach instead of discussions with the group and coming up with the
decision together the managers so it themselves. This approach ...
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...sation and very low
morale. It relies on the power or personality of the owner or
directors who all the key decisions this can end up being a problem if
these people change. the people that are consider to work well in this
culture are like-minded to help with the approach of the running of
the organisation. The structure tends to be loose and informal, it
tends to be organised by functions
Role culture this offers logic, reality and security. It can also get
very frustrating when trying to get a job done. It has a formal
structure, which is hierarchical. This organisation’s jobs can be done
by many people, even though the limits of the jobs are strictly
controlled. The job or role can been seen to be more important then
the people.
Person Culture this organisation exists to serve the people in it. It
is aimed to satisfy and motivate them. The style that this
organisation works to is that the people are more important than the
actual organisation. This style works best in reality because it is a
small, informal flat organisation. It is found mostly in professional
organisations such as management consultancy where each consultant
works on individual projects.
Ben & Jerry’s Homemade Holding Inc., commonly known just as Ben & Jerry’s, produces ice cream, frozen yogurt, and sorbet. Founded in Burlington, Vermont in 1978, the company is a subunit of the Unilever mega-company. Founders Ben Cohen and Jerry Greenfield created the company after completing an ice cream making course at Pennsylvania State University’s Creamery. In May of 1978, with a small investment totaling a little over ten grand, the two business partners opened an ice cream store in Virginia. Two years later, the two took their talents and started packing their ice cream into pints. In 1981, the company became a franchise, opening their second store in Shelburne, Virginia. Today, Ben and Jerry’s locations have expanded across the globe.
19 terrorist attacked the U.S. They hijacked four airplanes in mid-flight. The terrorists flew two of the planes into two skyscrapers at the World Trade Center in New York City. The impact caused the buildings within 2 hours the buildings caught fire and collapsed. Another plane destroyed part of the Pentagon (the U.S. military headquarters) in Arlington, Virginia. The fourth plane crashed in Shanksville, Pennsylvania. People believe that the terrorists on that plane was suppose to destroy either the White House or the U.S. Capitol. Passengers on the plane took control and crashed the plane into a field. In all, nearly 3,000 people were killed in the 9/11 attacks.
In today’s business environment, corporations must be able to adapt and develop strategies that allow them to remain as competitive as possible within the markets they serve. Leaders within those corporations must be able to fully understand the most effective leadership style required depending on the situation at hand. One style may be effective in one situation while another style may need to be used in another. In this day of environmental dynamism, organizations have had to refocus on organizational capabilities in order to attain a competitive advantage in such an environment. This refocus has led to a break in routines and involves a shift in organizational norms and required knowledge. James Clawson discusses the three levels of leadership in his book entitled “Level Three Leadership: Getting Below the Surface.” This article will discuss some issues that may arise within corporations and what leadership styles may be most effective for differing situations based on Clawson’s text.
In the short stories “A Rose for Emily” written by William Faulkner and “The Yellow Wallpaper”” written by Charlotte Perkins Gilman, the protagonists experience mental illness, loneliness, feelings of being in control of their lives, and feelings of being insane. Both main characters struggle against male domination and control. The two stories take place in the late 1800’s - early 1900’s, a time where men’s place in society was superior to that of women. Each story was written from a different perspective and life experiences. “A Rose for Emily” was written by a man and told in third personal narration, while “The Yellow Wallpaper” was written by a female and told in first person.
An Evaluation of the Impact of the Organisational Structure, Culture and Management Style Upon the Performance of J Sainsbury
J Sainsbury's aims and objectives Their business is now focused very much on Sainsbury’s Supermarkets and Sainsbury’s Bank following the sale of Shaw’s
Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches?
... that areas of expertise can be exploited, different people are good at different things. Groups can discuss material, and that discussion can improve the quality of the decision. Groups are less likely to suffer from judgmental biases that individuals have when they make decisions. People are more likely to follow through on decisions made by groups that they are connected to. Also, more monumental decisions can be made in groups, because one member will not be singled out for blame, making the entire group responsible.
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The case looks at prescriptive strategy as applied to multi-product group of companies. Unilever is based in over a hundred countries where multiple products are being made in each. However, the market is mature which means that growth is stagnant and innovation is almost non-existent. In order to improve on growth and sales, the strategies that are needed look at how to come up with new products that have high profit margins and penetrate new markets. The prescriptive approach was used to come with a strategy to improve growth and profit. In order to improve on innovation, both the prescriptive and emergent strategies can be used since both support innovation. From the case study, not much profit was made when the ‘Path to Growth’ strategy was first implemented (2001-2004). The strategy was initially based on cost cutting. There was a need to also build volumes through existing portfolio of branded products through innovation and marketing. By focusing on increasing sales in developing countries where growth prospects were high and increasing investment in personal care products where profit margins were higher, it was possible to improve the profit portfolio.
Within meditation one Descartes subjects all of his beliefs regarding sensory data and even existence to the strongest and most hyperbolic of doubts. He invokes the notion of the all powerful, malign demon who could be deceiving him regarding sensory experience and even his understanding of the simplest mathematical and logical truths in order to attain an indubitable premise that is epistemologically formidable. In meditation one Descartes has three areas of doubt, doubt of his own existence, doubt of the existence of God, and doubt of the existence of the external world. Descartes’ knowledge of these three areas are subjected to three types of scepticism the first where he believes that his senses are being deceived ‘these senses played me false, and it is prudent never to trust entirely those who have once deceived us’. The second of the forms of scepticism revolves around whether Descartes is dreaming or not ‘I see so clearly that there are no conclusive signs by means of which one can distinguish between being awake and being asleep’. The aforementioned malign demon was Descartes third method of doubt as he realised God would not deceive him.
The definitions of the term "governance" differed and varied according to the diversity of researchers and their multiple orientations. The most prominent of the adoption and consideration of corporate governance is the Cadbury Commission in 1992 which defined corporate governance as a system that is managed and monitored by companies. The Board of Directors is responsible for corporate governance. The role of the shareholders in the company is to elect the members of the board of directors and auditors, and to ensure that there is an appropriate governance structure. Board's responsibility includes setting the company's strategic goals, and provide leaders who will achieve these goals, monitoring the management of work, reporting to shareholders during their tenure, ensuring that the board of directors adheres to the laws and regulations and works for the benefit of the shareholders.(Cadbury, 1992)
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Rigorous research has identify the leadership style can adapt to different situation. Most company may be subjected to specific environment and rely on how the leader chooses to handle it. The culture is most time embedded and has the combination of founders, past leaders, current leaders, and history (Newstorm, Davis, 1993). The leadership style must adapt to the organization culture, the fact a leader may often times adopt because leadership is not “one size fit all” every situation may require a different approach as this will show how effectively the leader leads. The researcher chooses to look into the leadership that will be evaluated.
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