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    EXECUTIVE SUMMARY

    Organizational Behaviour is helpful to managers because it allows them to analyze their

    employees and how they interact within their departments/organizations. If we look at an

    organization like an organism it lives and breathes. If we do not put forth a clear vision

    (Goals) for our body (Groups/Employees) then we can become clumsy and confused. The

    organizational vision must be continually not only reinforced, but also it must be reviewed

    and updated as the organization learns from its own experiences. The study of organizations

    is a broad and diverse subject covering everything from corporate Governance, Ethics,

    Corporate Culture, Human Resources and the Analysis of Labour.

    HUL has the best organisational structure and the best organisational behaviour. The culture

    of the company, leadership qualities, and motivation level are the positive aspects. The study

    helps to understand all the aspects of organisational behaviour.

    This area of study examines human behaviour in a work environment and determines its

    impact on job structure, performance, communication, motivation, leadership, etc. Internal

    and external perspectives are two theories of how organizational behaviour can be viewed by

    companies.

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    WHAT IS ORGANISATIONAL BEHAVIOUR?

    Actions andattitudes ofindividuals andgroups toward one another and toward the

    organization as a whole, and its effect on theorganization's functioning andperformance.

    Organizational behavior studies organizations from multiple viewpoints, including behavior

    within the organization and in relation to other organizations.

    Micro organizational behavior refers to individual and group dynamics in an organizational

    setting. Macro organizational theory studies whole organizations and industries, including

    how they adapt, and the strategies, structures, and contingencies that guide them.

    Concepts such as leadership, decision making, team building, motivation, and job satisfaction

    are all facets of organizational behavior and responsibilities of management. Organizational

    behavior also deals heavily in culture. Company or corporate culture is difficult to define but

    is extremely relevant to how organizations behave.

    http://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/attitude.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/attitude.htmlhttp://www.businessdictionary.com/definition/action.html
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    Hindustan Unilever Limited

    Company Description:

    Hindustan Unilever Limited is an India-based fast moving consumer goods company. TheCompany has more than 400 brands spanning 14 categories of home, personal care and food

    products. It operates in various business segments. Soaps and Detergents include soaps,

    detergent bars, detergent powders, detergent liquids and scourers. Personal Products include

    products in the categories of oral care, skin care, hair care, deodorants, talcum powder, color

    cosmetics and Ayush services. Beverages include tea and coffee. Foods include branded

    staples, (atta and salt), culinary products (tomato-based products, fruit-based products and

    soups). Ice Creams include ice creams and frozen desserts. Others include chemicals and

    water business. In May 2009, the Company divested its entire shareholding in Shamnagar

    Estates Pvt. Ltd. and consequently, Shamnagar Estates Pvt. Ltd. ceased to be a subsidiary of

    the Company effective May 13, 2009.

    Mission:

    Unilever's mission is to Add Vitality to life. We meet everyday needs for nutrition,

    hygiene, and personal care with brands that help people feel good, look good and get more

    out of life.

    Over 100 years' link with India:

    In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap

    bars, embossed with the words "Made in England by Lever Brothers". With it, began an era

    of marketing branded Fast Moving Consumer Goods (FMCG).

    Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim.

    Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.

    In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati ManufacturingCompany, followed by Lever Brothers India Limited (1933) and United Traders Limited

    (1935). These three companies merged to form HUL in November 1956; HUL offered 10%

    of its equity to the Indian public, being the first among the foreign subsidiaries to do so.

    Unilever now holds 52.10% equity in the company. The rest of the shareholding is distributed

    among about 360,675 individual shareholders and financial institutions.

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    Present Stature:

    Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods (FMCG)

    company, touching the lives of two out of three Indians with over 20 distinct categories in

    Home & Personal Care Products and Foods & Beverages. They endow the company with a

    scale of combined volumes of about 4 million tonnes and sales of nearly Rs.13718

    crores.

    HUL is also one of the country's largest exporters; it has been recognized as a Golden Super

    Star Trading House by the Government of India.

    The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, is to

    "add vitality to life." HUL meets everyday needs for nutrition, hygiene, and personal care

    with brands that help people feel good, look good and get more out of life. It is a mission

    HUL shares with its parent company, Unilever, which holds 52.10% of the equity. The rest of

    the shareholding is distributed among 360,675 individual shareholders and financial

    institutions.

    HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk,

    Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality

    Wall's are household names across the country and span many categories - soaps,

    detergents, personal products, tea, coffee, branded staples, ice cream and culinary products.

    They are manufactured over 37 factories across India. The operations involve over 2,000

    suppliers and associates. HUL's distribution network, comprising about 2,500 redistribution

    stockists, covering 6.3 million retail outlets reaching the entire urban population, and about

    250 million rural consumers.

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    Personality of CEO

    Nitin Paranjpe the youngest CEO & MD of the country's largest fast-moving consumer goods

    (FMCG) company. He is also an Executive Vice President of Unilever Companies in SouthAsia. Mr. Nitin Paranjpe joined the Company as a Management Trainee in 1987 after

    obtaining a degree in BE (Mech) and MBA in Marketing (JBIMS) from Mumbai, has risen

    rapidly through the ranks. He was a member of Project Millenium, a key organisation

    initiative and also served a stint with Unilever in London in 2000-2001, when he worked

    closely with the Unilever Executive Committee. He returned to India as the head of

    innovation for fabric wash and home care. In May 2004, he was appointed as Vice-President,

    Laundry & Home Care.

    After two years, in March 2006, Mr Paranjpe was appointed as the Executive Director of

    Home & Personal Care and was inducted into the management committee. He joined theboard of directors of HUL in May 2007. In April 2008 Nitin Paranjpe appointed as the Chief

    Executive Officer (CEO) and Managing Director (MD) of the company.

    In Paranjpes words, Businesses must make money and grow, but the role of a business

    cannot be to make money at all costs.

    The person he treats as his idol is his father, a retired IAS officer. Paranjpe found three traits

    that are key to achieving true success. He calls them the 3Cs of success, the first two of

    which are courage and conviction.

    Courage is the quality you need to act on your beliefs, to take accountability, to accept failure

    and learn from it and to do all this even in the face of adversity. Such courage, of course,

    stems from the second C, which is conviction. And conviction flows from knowledge; ones

    deeply held beliefs and world view.

    Third C, which stands for character. It is only character that drives and channels courage

    and conviction to the right ends, meeting goals that bring about a positive change in society.

    Character is the litmus test, the fire through which courage and conviction must pass if they

    are to be steeled into a recipe for success that is replicable and sustainable.

    A very practical thought by Paranjpe is, Selling soaps to a shopkeeper in aremote village

    gives you invaluable lessons. You start listening to the market; you empathise with problems

    that a salesman facesthese are lessons no B-school can ever teach you.

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    LEADERSHIP

    The meaning of leadership now should be simply the successful promotion of new directions.

    Leadership and management that are based on different assumptions and theories. The style

    that individuals use will be based on a combination of their beliefs, values and preferences, as

    well as the organizational culture and norms which will encourage some styles and

    discourage others.

    Charismatic Leadership

    Participative Leadership

    Situational Leadership

    Transactional Leadership

    Transformational Leadership The Quiet Leader

    Servant Leadership

    HULs top management realized that its ability to attract and nurture good talent would be

    crucial to the success of Project Millennium. Over the years, HUL's leadership development

    model, considered one of the best in the country, had groomed managers by providing a well-

    rounded view of the business through job rotation and various new assignments. The system

    was designed to identify fast-trackers, who were called the Lever listers and groom them forhandling greater responsibilities. For every position, typically three people competed. One

    would eventually make it, the second person would be offered an alternative slot, while the

    third would simply fall out of the system.

    This leadership development model served HUL well for many years. The company

    effectively became a school for practicing managers. But in the late 1990s, as the business

    environment underwent a sea change, cracks began to appear in the model. First, there was a

    reduction in the number of positions due to the withdrawal of many brands under HULs

    power branding strategy. The closure of non-core businesses, like seeds and the downsizing

    of the large commercial department, due to outsourcing of a large number of backroom

    activities, also eliminated many promotional opportunities.

    Meanwhile, Unilever itself began to divest brands and businesses, reducing the need for

    expensive expatriate talent. As a matter of fact, the supply of HUL's pipeline of talent grew

    because of returning expatriates from the Unilever system.

    With fewer slots available and supply increasing, internal competition also increased. During

    good times, most managers got good performance ratings. But the system changed as growth

    slowed down and competition increased. In the early 2000s, HUL instituted a forced rank

    system of evaluating people for all its businesses, further accentuating the insecurities insidethe minds of employees. Managers began to rely on short-term recourses to deliver quarterly

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    profit and sales numbers. If one brand team did well to grow through a short-term scheme,

    there was immediate pressure on the others to follow the same.

    The process of identifying fast trackers began to cause disgruntlement among employees.

    Initially, when HUL instituted the system of listers, it had focused more on performance.

    However, over the years, apart from performance, the potential of the person had played a

    bigger role in identifying the fast trackers. This seemed to have introduced an element of

    subjectivity in the process of identifying talent.

    When Dadiseth rolled out Project Millennium, many young managers were identified to lead

    a set of new growth initiatives. But these initiatives had moved Lever into entirely new areas,

    which took a long time to be conceptualized and implemented. Under the Lever system, there

    were clear work levels, which defined the nature of work and responsibilities. So, unless

    there was a change in the nature of work, a manager could not be promoted to the next level.

    Career progression was also slowing down at senior levels. Many of the management

    committee members, like the head of the foods division, Gunender Kapur had been expected

    to move to larger regional roles in Asia. But the continued non-performance of the foods

    business had thrown a spanner in the works. That meant that category heads were unlikely to

    find a berth soon, until someone at the top moved on. Many HUL managers had CEO

    aspirations. They were attracted by the opportunities opening up in the country in newly

    liberalized businesses like telecom, healthcare and insurance. They moved when they felt

    they did not get any clear signals from the top management about what the future held for

    them.

    In 2002, responding to these concerns, HUL switched to an open job posting (OJP) system.

    All new jobs were advertised on the intranet. Any employee who met the criteria could apply.

    HUL also started a new personal development plan (PDP), where each manager was

    evaluated on a set of 12 competencies. The superior was expected to discuss the assessment

    with each person.

    In the early 2000s, HUL extended the reach of its products through a new channel, the HUL

    Network to leverage the power of direct selling. The HUL Network was poised to enter

    various categories. HUL enrolled over 1,00,000 consultants for the Network. The company

    targeted a turnover of Rs. 500 crores and planned to have a million consultants working for it

    by 2007.

    In addition, HUL proposed a revamp of its entire brand portfolio in the face of severe

    competition from low-cost manufacturers and other multinational players. HUL planned to

    upgrade its soap, skin cream, shampoo and toothpaste products, and launch new variants.

    Among the major initiatives was a new variant of Fair & Lovely, to pre-empt Procter &

    Gambles (P&G) proposed launch of Oil of Olay in India, a relaunch of Clinic Plus

    shampoo and Close Up toothpaste and a new Liril Orange Splash soap, in addition to Liril

    Lime Fresh and Liril Icy Cool Mint.

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    Besides revamping its brand portfolio, HUL realized that the bulk of its future growth was

    likely to come from rural areas. The company embarked upon Project Shakti, which enlisted

    underprivileged rural women as direct-to-home distributors. Not only did this initiative

    provide sustainable income opportunities, but it also extended HULs rural reach to another

    100 million consumers in over 100,000 villages.

    The Unilever Future Leadership Programme is about developing tomorrows leaders,

    today.So no more sacking out. No more two-hour chai sessions. It's just you and 15 months

    of pure, unadulterated, intensive training. Some may call it the boot camp.

    Its designed to help you grow into a manager, through hands-on learning alongside world-

    class experts. Youll be hired into a function and develop your leadership skills by working

    on live projects which offer you all the experience you need to be ready for your first

    management role.

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    The programme has now gone beyond the cities to touch lives of people in the rural districts

    like that of Wad/ Jawahar. Here HUL Mumbai employees travelled 130 km to create

    awareness on hand wash and hygiene. Similarly, employees have also started involving their

    family members.

    An employee of HUL, Crystelle Ellis along with her family clocked over 600 hours of

    voluntary service at the Little Sisters of the Poor, an old age home in Kolkata. Their activities

    included cooking, cleaning, serving, washing, helping the invalid to groom themselves and

    move about apart from helping with office work.

    The Vitality Index:

    HUL, a company known for its marketing innovations, had come up with a health ideathe

    Vitality Index. The company has applied for a copyright for the index, which is not just a setof numbers but a reflection of its employees health. Eventually, says Leena Nair, Executive

    Director, HR, HUL, the health of HULs employees reflects in the health of its business. The

    company has since exported the Vitality Index to the global Unilever family, to subsidiaries

    in Africa, the Middle-East, Asia-Pacific, and Central and Eastern Europe.

    Employers looking to incentivize their employees need not only consider gifts and monetary

    rewards. There are so many other steps and ideas that they can initiate to strike a rapport with

    their workforce.

    A case in point is Hindustan Unilevers recent health initiative for its 15,000 strong team. Theprogram is reaping great rewards.

    The health plan is ahead of the curve and hence is getting a favorable response from the

    company employees. At the heart of the new HUL initiative is a vitality index - the

    measurement of the personal vitality of every individual employee. It is based on four

    parameters - blood pressure, blood cholesterol, the Body Mass Index (BMI), and blood sugar.

    T Rajgopal, HUL vice-president (Medical and Occupational Health) stated that, We are

    providing employees the encouragement and the necessary tools to change unhealthy

    lifestyles before these transform into chronic diseases. We do it in a fun way that also allows

    them to choose the path, which fits them best.

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    LEARNING OF EMPLOYEES

    Managers at Unilever formed learning groups that helped them strengthen their

    leadership abilities by exchanging frank feedback and developing strong mutual trust. Arising

    from the focus in driving a holistic capability program, over 300 training programs were

    delivered through classrooms. World saw a significant amount of sharing of Unilever best

    practices in building functional expertise through Global Learning Academies. Unilever

    introduced an e-learningplatform which offers a bouquet of 3000 courses on a self learning

    mode via computer and internet. These programs can be accessed by a Unilever employee

    anywhere in the world, at anytime.

    The employees need to be given bigger and challenging roles to strengthen the environment

    for personal growth. In HUL, employees change roles in every 2-2.5 years. Different

    learning programs help the employee in developing multidimensional personality. Brief

    introductions of these programs are given below:

    Activity Description

    Familiarization: Get familiar with the company's Sales System, Branch Structure and

    Brand Portfolio.

    Sales Stint: Experience a first hand contact with the trade to get a grip of market

    dynamics and understand the role of an Area Sales Manager.

    Brand Management: Imbibe the Unilever principles of Brand Management,

    understand the role of a Brand Manager and develop brand strategy.

    International Stint: Complete a project in your core functional area in another country

    within a duration of 8 to 12 weeks. The objective is to help you build relevant skills in

    your core functional area with a global perspective and transfer your learnings to an

    Indian context.

    Business Projects: A cross-functional team project which shall be worked out with

    every Business Management Committee and evaluated by the Management

    Committee at the end of the stipulated 9 week period.

    Rural Consumer Stint: In addition to the primary aim of community service, the

    objective of the four- week stint at an NGO is to give you an understanding of the

    Rural Consumer.

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    ORGANISATIONAL STRUCTURE

    The main purpose of organizational structure can be identified as the division of work among

    member of the organization, and the co-ordination of their activities so they are directed

    towards the goals and objectives of the organization. There are mainly three types of

    organizational structures.

    1) Functional Structure: In such a structure groups of people who hold similar skills or

    perform similar tasks are clustered together and usually departments are formed.

    2) Divisional Structure: Divisional structures can be of three types. They are,

    Division based on Product: Each product division contains the functions necessary to

    that service the specific goods or services it produces Division based on Market: Group functions into divisions that can be responsive to

    the needs of particular types of customers

    Division based on Geography: In such a structure regional divisions are set up to

    service customers in different geographic areas

    3) Matrix Structure: In a matrix structure specialists from functional departments would be

    assigned to work on one or more projects that are lead by a project manager.

    Other structures are

    4) Flat structure

    5) Pre-bureaucratic structures

    All Unilever employees are expected to avoid personal activities and financial interests which

    could conflict with their responsibilities to the company. Unilever employees must not seek

    gain for themselves or others through misuse of their positions.

    Compliance with these principles is an essential element in our business success. The

    Unilever Board is responsible for ensuring these principles are communicated to, and

    understood and observed by, all employees.

    Compliance with these principles is an essential element in our business success. The

    Unilever Board is responsible for ensuring these principles are communicated to, and

    understood and observed by, all employees.

    Day-to-day responsibility is delegated to the senior management of the regions and operating

    companies. They are responsible for implementing these principles, if necessary through

    more detailed guidance tailored to local needs. Assurance of compliance is given and

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    Compliance with these principles is an essential element in our business success. The

    Unilever Board is responsible for ensuring these principles are communicated to, and

    understood and observed by, all employees.

    Day-to-day responsibility is delegated to the senior management of the regions and operating

    companies. They are responsible for implementing these principles, if necessary through

    more detailed guidance tailored to local needs. Assurance of compliance is given and

    monitored each year. Compliance with the Code is subject to review by the Board supported

    by the Audit Committee of the Board and the Corporate Risk Committee.

    Any breaches of the Code are reported in accordance with the procedures specified by the

    Joint Secretaries. The Board of Unilever never criticise management for any loss of business

    resulting from adherence to these principles and other mandatory policies andinstructions.

    The Board of Unilever expects employees to bring to their attention, or to that of senior

    management, any breach or suspected breach of these principles. Provision is made for

    employees to be able to report in confidence and no employee will suffer as a consequence of

    doing so.

    As Marshall McLuhan said the medium is the message, which refers to symbolic meaning

    that a medium carries, how the message is delivered to Unilever employees and suppliers

    matter. Internal conflict can be avoided by employing informal, face-to-facecommunication1. However formal communication is official tool to convey corporate

    message to all departments, reaching out all employees. Thus, both formal and informal

    communications are necessary. The more important thing besides formal/informal

    communication is to make sure that the medium allows upward communication (employees

    speaking to the management and management listening).

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    Target GROUP Formal Communication Media Informal Communication Media

    News release, large group Small group meeting and one-

    meetings, employee newsletter on one meeting, Ask The

    articles, Management training Management' session on the

    session, managers meeting, Intranet, party or picnic,

    Intranet, printed publication approach by management,

    Employees such as posters or bookmarks informal Q&A sessions, group

    with the new corporate culture (per department) e-mails.

    image or texts, hotline service

    that can be accessed from all

    around the world.

    News release, large group Small group meeting and one-

    meeting, suppliers newsletter on one meeting, management

    to home, hotline service that visit, informal Q&A sessions,

    Suppliers can be accessed from all gathering or lunch party for

    around the world. suppliers in each area where

    they can exchange ideas or ask

    questions.

    Ask the Management session on Intranet allows employees all over the world to post

    question for the management in regards to the acquisition. This allows them to use any device

    office computer, smart phone, or notebookto ask questions. Storytelling method is

    suggested for approaching employees and suppliers, and engaged with them emotionally.

    Network Building with Alumni:

    Hindustan Unilever (HUL) has many firsts to its credit. Now, it adds one more. Indias

    largest fast-moving consumer goods company has found a new way of keeping in touch with

    its employeespresent and former. And it has nothing to do with Facebook and LinkedIn,

    which have already made social networking sites and community building popular.

    HUL has built its own community site for networking with its alumni. The website gives a

    formal structure to do things that we were already doingnetworking with other Leverites,

    said Gurdeep Singh, an independent director at Blue Star, who had joined the company as a

    management trainee in 1966 and retired in 2006 as the director for human resources.

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    POWERS AN POLITICS

    Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfill

    our responsibilities to the societies and communities in which we operate. Public Activities

    Unilever companies are encouraged to promote and defend their legitimate business interests.

    Unilever will co-operate with governments and other organisations, both directly and through

    bodies such as trade associations, in the development of proposed legislation and other

    regulations which may affect legitimate business interests. Unilever neither supports political

    parties nor contributes to the funds of groups whose activities are calculated to promote party

    interests.

    Unilever does not give or receive, whether directly or indirectly, bribes or other improperadvantages for business or financial gain. No employee may offer, give or receive any gift or

    payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe

    must be rejected immediately and reported to management. Unilever accounting records and

    supporting documents must accurately describe and reflect the nature of the underlying

    transactions. No undisclosed or unrecorded account, fund or asset will be established or

    maintained.

    Hindustan Unilever and Child labor:

    Allegation: Hindustan Unilever Ltd., an Indian subsidiary of British-Dutch multinational

    company Unilever, is making use of hazardous forms of child labor in cotton seed production

    in India on a large scale. An estimated number of 25,000 children, mostly girls, work an

    average of ten to thirteen hours a day for Hindustan Unilever. These children get no

    education, earn less than 40 Eurocents (Rs. 20) a day and were exposed to poisonous

    pesticides like Endosulphan during their work. The cottonseed companies do not employ the

    children themselves, but they work through agents called seed organisers. The companies

    unilaterally fix a price for the farmers that make it almost impossible for them to employ

    adults. A child earns 30% less than a woman and 55% less than a man.

    Response from Hindustan Unilever: Responding to the issue of use of child labor in

    production of its cottonseeds HUL denies any direct contact with seed farmers and also the

    use of forced child labor as such in production of seeds. As a response to a news report `

    Even Multinationals Employ Child Labor for Profit` published in `The Hindu Business Line,

    21-6-2001`, the General Manager in charge of Corporate communications, HUL, in a press

    statement issued on 25-6-2001, states that `HUL has third-party seed organisers who get

    seeds produced from numerous farmers on sale/purchase basis and supply them to HUL. In

    no case, HUL deals with any farmer, either for production or for payments. Though HUL

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    does not control or influence seed organisers` selection/dealing with farmers, the seed

    organiser typically supplies parental seeds to farmers at a cost with a buy- back arrangement

    of the resultant seed production. To carry out actual production, the farmer and his entire

    family work in the fields and employ additional labor whenever required. HUL or the seed

    organiser has no direct or indirect role in the farmer's practice of either taking help from hisfamily members or employing labor.

    Hindustan Unilever (HUL) had to exit its hybrid seeds joint ventureParas Extra Growth

    Seedsby exercising the put option in the first quarter of 2005.

    Some famous cases from the house of Unilever:

    Unilever are of course huge producers of soaps and detergents, and have been held

    responsible for a number of serious cases of water pollution. For example in 1990, CrosfieldChemicals (part of Unilever, specially chemicals group), was fined 35,000 after leaking fifty

    tonnes of concentrated sulphuric acid into sewage systems in Warrington. Also, in 1991, the

    River Purification Board of Scotland found that the company had exceeded its discharge

    consent by three or more times; the company was convicted for water pollution offences.

    They have been criticised for unnecessary testing of cosmetics on animals and accused of

    making misleading remarks with regard to their stance on the issue of genetic engineering by

    claiming the company 'takes a positive view of genetic engineering'. The company, in fact,does not have an overall stance on genetic engineering, but takes a country by country

    decision, so Unilever Germany does not currently use genetically engineered products while

    others do.

    They were accused of negligent marketing after advertising a free offer of multivitamins

    (including Vitamin A) with their pregnancy testing kits after the Department of Health

    advised pregnant women to avoid taking dietary supplements containing vitamin A because

    of the risk of birth defects.

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    CORPORATE SOCIAL RESPONSIBILITY

    In the earlier years, HUL continued to involve itself in social welfare initiatives across the

    Country, both through charity and social investment around issues like education, health,nutrition and initiatives for the economic upliftment of the underprivileged.

    In addition to initiatives like Shakti, HUL has commenced a pilot in its tea business, in

    partnership with an NGO (Partners in Change) to source tea directly from small producers

    and thereby improve their livelihood.

    The effort of the Company in improving water availability through soil conservation and

    water harvesting methods has borne good results. In the Parkhed region (near Khamgaon

    factory), HUL has been successful in demonstrating the effectiveness of the model which is

    now ready for roll out. In Kharchond, Silvassa the area under irrigation has increased, thereby

    improving the economic condition of the villagers in the region.

    The Company believes that brands must be at the forefront of driving social change. The

    extension of the Lifebuoy Swasthya Chetna programme to 43000 villages with a view to

    improve hygiene standards and thereby reduce the risks of infant mortality through diarrhoeais a case in point. HUL has formalized a brand imprint protocol, which will help every brand

    to assess the opportunities for social contribution and integrate the same in the overall brand

    strategy.

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    CONCLUSION

    The fundamental principle determining the organisation structure is to infuse speed and

    flexibility in decision-making and implementation, with empowered managers across the

    companys nationwide operations.

    The Board of Directors of the Company represents an optimum mix of professionalism,

    knowledge and experience. The total strength of the Board of Directors of the Company

    is nine Directors, comprising Non-Executive Chairman, three Executive Directors and five

    Non-Executive Independent Directors.

    The day-to-day management of affairs of the Company is vested with the Management

    Committee which is subjected to the overall superintendence and control of the Board.Firstly, I had started off in discussing about my selected company to this project report. Then

    I would be moving to discussing the approach to management and compare it with one of the

    competitive company. Afterward, I am discussing all relevant information about the

    leadership style that both the company uses and that go on with discussion of motivational

    strategies. Lastly, the impact of technology with business. Afterward, I moved on to the

    factors which influence the individual at work, and had discussed few factors and how it

    effects the organizations.

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    BIBLIOGRAPHY

    http://www.corpwatch.org/article.php?id=

    480 http://www.indianet.nl/cotseed.html

    http://www.greenpeace.org.uk/media/press-releases/unilever-admits-toxic-dumping-will-

    clean-up-but-not-come-clean

    http://economictimes.indiatimes.com/articleshow/msid-3587508,flstry-1.cms

    http://spoonfeedin.blogspot.com/2008/08/business-interview-nitin-paranjpe.html

    http://www.dnaindia.com/money/report_nitin-paranjpe-crowned-at-hul_1153505

    http://samsmba.blogspot.com/2007/10/case-study-hindustan-unilever.html

    http://www.business-standard.com/india/storypage.php?autono=338610&chkFlg=

    http://www.thebetterindia.com/tags/hindustan-unilever-limited/ http://www.business-

    standard.com/india/news/lever-agingold-boys-network-online/360110/


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