Seminar Paper Group 4 Matrix Management Weight 15% Members Alrina Ali – S02003625 Ahara Begum – S11078392 Table of Content Introduction 3 Evolution of Matrix Management 4 Matrix Basics 6 Advantages‚ Disadvantages and Applications 8 Conclusion 10 Reference 11 Introduction Matrix management is a technique of managing an organization (or‚ more commonly‚ part of an organization) through a series of dual-reporting relationships instead of a more traditional
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and benefits of Matrix structures in companies compared to traditional Hierarchical management systems. Content Why is organizational structure important? Different types of organizational structure Hierarchical organizational structure Hierarchical organizational structure advantages and disadvantages Matrix organizational structure Cost and benefits of Matrix organizational structure Key points Hierarchical vs. Matrix organizational structure Challenges when adopting a Matrix structure Organizational
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Contents 1.1. The history of Unilever as a multinational corporation - 3 - 1.2. The history of Unilever in Russia - 4 - Part. 2 General Information - 5 - 2.1. Company in a Nutshell - 5 - 2.2. Key figures - 6 - 2.3. Capital structure - 6 - 2.4. Investment activity - 7 - 2.5. Number and location of business-structures - 8 - 2.6. Present state and priority direction of R&D - 9 - Part 3. Management - 11 - 3.1. Strategy‚ objectives and mission - 11 - 3.2. Principles
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(KRALJIC) What is kraljics matrix and how can products be moved from one part of the matrix to the other? Intro: it is the first comprehensive purchasing model introduced by Kraljic (1983). It was targeted at aiding purchasers in deciding what purchasing strategy to use for which product. Its main aim is to minimize supply risk and make the most of buying power. The approach includes the construction of a 2x2 four-category portfolio matrix that classifies products on the basis of two dimensions:
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The General Electric (GE) Market Attractiveness-Business Position Matrix is one of the best-known directional policy matrices‚ “which categorises business units into those with good prospects and those with less good prospects” (Johnson‚ Whittington & Scholes‚ 2011‚ p.252). The following two factors is the principal cause for the development of the GE Matrix. In the 20th century‚ since the blossoming of multi-activity enterprises‚ corporations have faced the challenge of managing its portfolio of
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of the global average. All major consumer companies of India have sophisticated marketing and product development plans. Moreover‚ the multinationals that are operating in India have business models that are tailor-made to local markets and customs. After the economic liberalization of 1991‚ many MNCs have entered India. Today‚ global companies having subsidiaries in India include Unilever‚ Nestle‚ BATA‚ Colgate Palmolive‚ Procter & Gamble‚ General Electric‚ General Motors‚ Ford
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UNILEVER SECURES ITS MOBILE DEVICES Case Study Questions 1. How are Unilever executives’ wireless handhelds related to the company’s business performance? Unilever is a giant company that operates in several countries throughout the world. This great manufacturer and supplier of fast-moving consumer goods (products) employs managers all over the world. When they are mobile‚ these managers have to have access at any time to their company’s data and need to operate on different wireless
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UNILEVER MEMO In order to gain market shares through the low-income segment of the Brazilian market‚ Unilever should launch a new Detergent Powder brand at an affordable price‚ which could replace in the long-run Campeiro‚ its cheapest brand. However this strategy is not without any risks‚ since it can lead to the cannibalization of Minerva. With 81% of market shares in Brazil‚ Unilever is the leader of the Detergent Powder market. It owns three brands in Brazil: Omo‚ Minerva and Campeiro. Omo
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Matrix Management ____________________________________________________________________ We typically see it as the leader’s responsibility to get the best out of his or her people – but how do organisational structures help or hinder performance? In the better‚ cheaper‚ faster world of the global economy anything that creates bottlenecks and slows up decision-making is an obstacle to success. In this respect hierarchical management and functional silos are bad news; what employers want to drive
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Features of Hindustan Unilever Ltd Type Public company Traded as BSE: 500696 BSE SENSEX Constituent Industry Consumer goods Founded 1932 Headquarters Mumbai‚ Maharashtra‚ India Key people Harish Manwani (Chairman)‚Nitin Paranjpe (CEO and MD) Products Foods‚ beverages‚ cleaning agents and personal care products Revenue 22116 crore (US$3.4 billion) (2011–2012) Net income 2691 crore (US$410 million) (2011–2012) Employees 16‚500 (2011) Parent Unilever Plc (67%) Website
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