Organizational Culture

Executive Summary:
The Purpose of this project was to fid out the organizational behavior aspects that is presented in Unilever Bangladesh Limited. For a narrowed focus, this project primarily focused on the organization culture that exists in Unilever. In order to accomplish the primary objective, this project breaks down the topic into the following sequences, which have been followed by a thorough analysis. The sequences that have been included in this project are as follows

A definition organization culture, in terms of the scientific findings of organizational behavior. An analysis of whether and how the definition of organization culture has matched with the culture that exists in Unilever. The growth and expansion of organizational culture in Unilever by analyzing the history of Unilever. An analysis of whether Unilever Bangladesh has established an organizational culture in this region Case study on Unilever personnel to determine whether they feel that they are part of this organizational culture The following pages will explain these sequences with ample data that was available for this research and will determine whether the organizational culture that is present in Unilever has satisfied the definition of Organizational Culture.

Organizational Culture

Introduction:
Organizational Culture is the set of assumptions, beliefs, values and norms that are shared by an organizations members. Its key members may have consciously created this culture, or it may have simply evolved across time. It represents the key element of the work environment in which employees perform their jobs. This idea of organizational culture is somewhat intangible as it cannot be seen or touched, yet it is present and pervasive. Like air in the room it surrounds and affects everything that happens in an organization. Organizational culture gives an organizational identity to its employees a defining vision of what the organization represents. They are also an important source of stability and continuity to the organization. Simultaneously, knowledge of organizational culture helps the newer employees to interpret what goes on in an organization. Cultures attract attention, convey a vision, and typically honor high-producing and creative people as heroes. By recognizing and rewarding these people, organizational cultures are identifying them as role models.

Objective:
Since this is a project on Organizational behavior, we wanted to narrow our focus only on organizational behavior related topics of Unilever. The prime objective of this project was to determine the level and structure of corporate culture that exists in Unilever Bangladesh Limited. In order to accomplish our primary objective, we also have to acqui the following secondary objectives, such as: To find out how the corporate culture grew in Unilever and how it strives among the Unilever personnel. To discover whether Unilever has a unique corporate culture or whether it his copycat of other companies To analyze whether the definition of organization culture matched with the organization culture that exist in Unilever Bangladesh Limited.

Organizational Culture

Methodology:
The term Methodology refers to various stages and tools that are used in conducting a study. For conducting the assigned topics, we started proceeding through different phases. Primary Data Visited the corporate office of Unilever Bangladesh Limited. Applied judgment and knowledge of Organizational Culture to find why they are happy working with Unilever. Taken interviews from the employee who are in other organizations and tried to find out why their culture is different from others & also to get some new ideas about the Organizational Culture. At the last phase, gathered all information to write and analyze the corporate culture. Information is collected from web site of Unilever Bangladesh Limited. Financial information is collected through financial report. Used HCG: Hagberg Consulting Group, a recent research on organization culture to interviewee personals of Unilever. Secondary Data Information about Unilever Bangladesh Ltd. is taken from news paper. Dealers of Unilever Bangladesh Limited also help us to get information.

What is Culture?
Your organization's culture is not the espoused list of values developed at an offsite by the executive team and framed on the wall in your lobby. These are ideals. What you strive to be as an organization and what values you hope to endorse, may be different from the values, beliefs, and norms expressed in your actual practices and behavior. Don't fool yourself. It is critical that 3

Organizational Culture you find out who you really are as well as striving for who you want to be. Awakening the emperor to the fact that he/she has no clothes is often a risky and delicate first step in closing the gap between the real and the ideal. Cultural assessment can provide measurable data about the real organizational values and norms that can be used to get management's attention. It can dispel some of management's illusions about what really matters in the organization and will tell them how far off the mark things really are. Management may find that it is not practicing what it preaches. However, telling the CEO the truth about the organization s/he has built can often be dangerous to your career progress. Delivering such a message takes skill as a coach and a willingness to take risks and confront conflict.
Source:

Characteristics of Organizational Culture:

Every organization is unique like fingerprints and snowflakes. The major characteristics that constitute a distinctive organizational culture in their totality are - its own history, patterns of communication, systems and procedures, mission statement and visions, stories and myths. Cultures are relatively stable in nature, usually changing slowly overtime. Exceptions to this condition may occur when a major crisis threatens a firm or when two firms merge with each other (because it requires a careful blend of the two as to avoid any culture clash). Most organizational cultures have been implicit rather than explicit. But recently, organizations have begun to talk about their intended cultures. Also many top leaders see it as a major role to speak about the kind of environment that they would like to create within their firms. As a result now a day a final defining characteristic of most culture is that they are seen as symbolic representations of an organizations underlying beliefs and values. The reason behind this is - an organization follows or operates by following its beliefs and its values. Another important point is that, there is nothing called Best Culture for all firms. Culture clearly depends on the organizations goals, industry, nature of competition, and other factors in its 4

Organizational Culture environment. Cultures are easily recognized when their elements are generally integrated and consistent with each other; in other words they fit together like peaces of a puzzle. Also most members must at least accept, if not embrace the assumptions and values of the culture. Most cultures evolve directly from top management, who can have a powerful impact on their employees by what they say. A culture may exist across in an entire organization, or it may be made up of various subcultures the environment within a single division, branch, plant or department. Cultures have varying strengths that can be characterized as relatively strong or weak, depending largely on their impact on employee behavior and how widely the underlying beliefs and values are held. Therefore to summarize the characteristics we find that they are Distinctive Stable Implicit Symbolic No one type that is best Integrated Accepted A reflection of top management Subcultures

Organizational Culture

Definition

How to find out an Organization's Culture?

According to Hagberg consulting Group, the organization culture can be found out by asking these following questions to company personnel.
o o o o o

What 10 words would you use to describe your company? Around here what is really important? Around here who gets promoted? Around here what behaviors get rewarded? Around here who fits in and who doesn't?

In reality, what management pays attention to and rewards is often the strongest indicator of the organization's culture. This is often quite different than the values it verbalizes or the ideals it strives for. Think for a minute about the organization in which you work. Does your management encourage or discourage innovation and risk taking? Does it reward employees for coming up with new ideas and challenging old ways of doing things or punish those who challenge established norms and practices? Do mavericks fit in or do they get pushed out? Is rapid change the norm in your organization or does management vigorously protecting the status quo? Does the organization truly value excellence or is the mentality simply "just ship it"? Does management pay attention to the wellbeing of its employees or is it completely focused on task performance and profits? Does a high level of employee participation characterize the culture or does senior management make most decisions? As you can probably see from your own responses, this kind of inquiry can give insight into the real culture of your organization and some of its underlying values and norms. It may not even resemble the culture management thinks it has created.

Culture Operates At Various Levels - The Visible Artifacts To The Deeply Rooted And Unconscious Culture can be viewed at several levels. Some aspects of culture are visible and tangible and others are intangible and unconscious. Basic assumptions that guide the organization are deeply rooted and often taken for granted. Avoidance of conflict is a value that is an excellent example 6

Organizational Culture of an unconscious norm that may have a major influence on the organization but is frequently unconscious. For an insider, this is difficult or impossible to see, particularly if the individual has "grown up" in the organizational culture. Recently a hired employee, the external consultant and the executive coach is frequently in the best position to identify these unconscious assumptions or values. Espoused or secondary values are at a more conscious level; these are the values that people in the organization discuss, promote and try to live by. All employees of Hewlett Packard, for example, are required to become familiar with the values embodied in the "HP Way."

Organizational Culture in Unilever:

Company Mission:

s mission is to add vitality to life. It meet the everyday needs for nutrition, hygiene and personal care with brands that help people to feel good, look good and get more out of life. Beliefs and Values: Recently has developed a new logo to be used globally. They have come up with a a

very attractive logo which also integrates all their beliefs and values. The idea behind renovationg their logo is to enhance their Organizational Culture and turn in into a global phenomenon among its branches allover the world. Unilevers Shared Values:

has a strong set of beliefs that is expressed by the picture in the next page:-

Organizational Culture

Organizational Culture Company at a Glance: Constitution Operations Product Categories : Unilever 60.75% shares, Government of

Bangladesh - 39.25% : Home and Personal Care, Foods : Household Care, Fabric Cleaning, Skin Cleansing, Skin Care, Oral Care, Hair Care, Personal Grooming, Tea based Beverages : Wheel, Lux, Lifebuoy, Fair & Lovely, Pond's, Close Up, Sunsilk, Lipton Taaza : They have a Soap Manufacturing factory and a Personal Products Factory located in Chittagong. Besides these, there is a tea packaging operation in Chittagong and three manufacturing units in Dhaka, which are exclusively dedicated to Lever Brothers.

Top Brands Manufacturing Facility

Employees

: Over 5000 people are provided direct employment through their factories, distributors, and exclusive manufacturers.

Application in Workplace:
No matter who you are, or where in the world you are, the chances are that their products are a familiar part of your daily routine. Every day, around the world, people reach for products. Their brands are trusted everywhere and, by listening to the people who buy them, theyve grown into one of the world's most successful consumer goods companies. In fact, 150 million times a day, someone somewhere chooses a Unilever product. Look in your fridge, or on the bathroom shelf, and you're bound to see one of their well-known brands. They create market and distribute the products that people choose to feed their families and keep themselves and their homes clean and fresh.

Organizational Culture People's lives are changing fast. As the way we all live and work evolves, our needs and tastes change too. So they keep developing new products, improving tried and tested brands and promoting better, more efficient ways of working. have a portfolio of brands that are popular across the globe - as well as regional products and local varieties of famous-name goods. This diversity comes from two of their key strengths:

Strong roots in local markets and first-hand knowledge of the local culture. World-classbusiness expertiseapplied internationally to serve consumerseverywhere.

History of

In the 1890s, William Hesketh Lever, founder of Lever Brothers, wrote down his ideas for Sunlight Soap his revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use their products.' This was long before the phrase 'Corporate Mission' had been invented, but these ideas have stayed at the heart of their business. Even if their language - and the notion of only women doing housework has become outdated. In a history that now crosses three centuries, Unilever's success has been influenced by the major events of the day economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout they've created products that help people get more out of life cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves. Balancing Profit with Responsible Corporate Behavior: In the late 19th century the businesses that would later become Unilever were among the most philanthropic of their time. They set up projects to improve the lot of their workers and created 10

Organizational Culture products with a positive social impact, making hygiene and personal care commonplace and improving nutrition through adding vitamins to foods that were already daily staples. Today, still believes that success means acting with 'the highest standards of

corporate behavior towards their employees, consumers and the societies and world in which we live'. Over the years they've launched or participated in an ever-growing range of initiatives to source sustainable supplies of raw materials, protect environments, support local communities and much more. Through this timeline it can be seen how their brand portfolio has evolved. At the beginning of the 21st century, their Path to Growth strategy focused us on global high-potential brands and their Vitality mission is taking us into a new phase of development. More than ever, their brands are helping people 'feel good, look good and get more out of life' a sentiment close to Lord Leverhulme's heart over a hundred years ago. Timeline: 19th Although Unilever wasn't formed until 1930, the companies that joined forces to cen create the business we know today were already well established before the start of tur the 20th century. y 1900s Unilever's founding companies produced products made of oils and fats, principally soap and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of raw materials. 1910s Tough economic conditions and the First World War make trading difficult for everyone, so many businesses form trade associations to protect their shared interests. 1920s With businesses expanding fast, companies set up negotiations intending to stop others producing the same types of products. But instead they agree to merge - and so Unilever is created. 1930s Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the Second World War. But while the business rationalizes operations, it also continues to diversify. 11

Organizational Culture 1940s Unilever's operations around the world begin to fragment, but the business continues to expand further into the foods market and increase investment in research and development. 1950s Business booms as new technology and the European Economic Community lead to rising standards of living in the West, while new markets open up in emerging economies around the globe. 1960s As the world economy expands, so does Unilever and it sets about developing new products, entering new markets and running a highly ambitious acquisition program. 1970s Hard economic conditions and high inflation make the '70s a tough time for everyone, but things are particularly difficult in the Fast Moving Consumer Goods (FMCG) sector as the big retailers start to flex their muscles. 1980s Unilever is now one of the world's biggest companies, but takes the decision to focus its portfolio, and rationalize its businesses to focus on core products and brands. 1990s The business expands into Central and Eastern Europe and further sharpens its focus on fewer product categories, leading to the sale or withdrawal of two-thirds of its brands. The 21st The decade starts with the launch of Path to Growth, a five-year strategic plan, and cen in 2004 further sharpens its focus on the needs of 21st century-consumers with its tur Vitality mission. y

________s History in Bangladesh:

In the 1960(s): The year 1964 marked a new beginning for Kalurghat in Chittagong. It was in this year that Lever Brothers Pakistan Limited a subsidiary of Unilever, the Anglo Dutch Consumer goods Company, decided to establish a manufacturing unit in Kalurghat. Lever Brothers started its quest to contribute to enhance the quality of human life, not confining its mission to produce quality branded products, but also providing opportunities of employment, developing ancillary 12

Organizational Culture industries, protecting the environment, and propagating community development through social contributions. In 1964, Lever Brothers started producing mechanized soaps, thus ushering industrialization in the area. Productions started off with Sunlight soap and Lifebuoy soap. Back in those days the average weekly capacity was 50 to 60 tones. After meeting the local demands, surplus was shipped to Pakistan. In the 1970(s): The political scenario was deteriorating and after a ravaging war in 1971, Bangladesh became fully an independent country. It was after independence that Lever Brothers Bangladesh Limited was constituted with Unilever owning 60.75% shares and the Government of the Peoples Republic of Bangladesh owning the remaining 39.25% shares. Post liberation period evidenced accelerated growth for the company. Demand started rising and the company continued its mission to meet consumer needs by producing quality soaps, introducing Lux - the beauty soap and Wheel. Launched in 1972 Wheel entered the mechanized laundry category, traditionally dominated by cottage soaps. It appealed to the consumers with unique care benefits for hand and fabric, a generic weakness in cottage soaps. It gradually became the secret ally of Bangladeshi women by extending the caring hand to ease her daily laundry chores.

In the 1980(s): The early eighties witnessed expansion of Lever Brothers Bangladesh Limited through diversification! Calibrating direction, the mission now included enhancing quality of life through other personal products aspiring aestheticism like sparkling white teeth, fresh breath, beautiful hair, and glowing skin. A Personal Product Plant was established to manufacture shampoo, toothpaste, and skin care creams. In the 1990(s): 13

Organizational Culture In the early nineties Lever Brothers entered the tea-based beverage market introducing Lipton Taaza, Lever's flagship packet tea brand, with the objective to be the most preferred tea of the Bangladeshi consumers. The appetite to innovate and grow was insatiable. New products such as fabric washing powders were manufactured for the first time with formulations technically suitable for conditions in Bangladesh at an affordable price. Such washing powders led the country to witnessing a revolutionary change in washing habits moving from direct application to significantly convenient solution wash. Product formulations were of international standard and by tapping into the vast know-how base of the parent Company - Unilever; Lever Brothers was able to make the products available to the consumers at an affordable price. The growth of the company provided ample employment opportunities both direct and secondary with attendant fillip to the economy of the country. Focused on meeting and responding to the needs of their consumers in Bangladesh, the journey to grow and the quest for excellence continue unabated. In the 21st Century: Last year changed its name from Lever Brothers Bangladesh Limited to

Bangladesh Limited. The objective of changing the name is to establish a unique name of the organization all over the world. Previously in Bangladesh is known as Lever bothers

Bangladesh Limited, in India Hindustan Lever, in Pakistan Pak Lever and so on. A same entity was known different name in different place. Now-a-days globalization is taking place everywhere. As for example in Pakistan an employee of Hindustan Lever may not recognize an employee of Lever Brothers Bangladesh as the employee of same organization. So, they changed their name in every country, where they have their branch. name internationally. It does not affect their market demand. got its unique

An Interview with an

Executive:
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Organizational Culture

1. How long have you worked in Unilever? ~ Ive worked in Unilever Bangladesh for more than 10 years and now Im in managerial role. In 1995, Ive joined Unilever as a Sales Executive. Currently Im holding a position of territory Sales Manager in Dhaka region. 2. Have you ever worked in other companies? If so, what is the difference between working with Unilever and other companies? ~ Yes, Ive worked first for Rahimafroze Company as a Sales Executive for two years. The corporate cultures of these two companies are completely different, as one can easily understand why. Firstly, at that time Rahimafroze was an emerging local company. We didnt have so many levels in hierarchy as we have here in Unilever, though both of them have distinct hierarchy, Rahimafroze has fewer levels. Secondly, we tend to value discipline in Unilever, whereas Rahimafroze was not that strict disciplinarian. Thirdly, Unilever is a multinational giant, its history can be traced back to the 1920s, comparing to that, the corporate culture in Rahimafroze was just emerging at the time we worked. Finally, in Rahimafroze, we all felt that we are a member of a family. But in Unilever the social interaction with my peers are very stiff and formal.

3. Have you ever felt that there is a distinct organizational culture in Unilever? If so, what do you think about that culture? ~ Of course there is a distinct organizational culture. I think this culture is appropriate for a multinational giant, and the culture has suited very well with the cultural environment of Bangladesh. Our recent success of Close up 1- Tomakei Khujche Bangladesh will tell you how well have we suited with Bangladeshs culture. 4. How has Unilever treated you? Are you satisfied at working with them? ~ Doing job in Unilever means being a part of a huge social chain. Unilever has been an excellent employer for me, as they have provided me an opportunity to grow. In 15

Organizational Culture short, if you have talent and you love taking challenges, then you are definitely a suitable employee for Unilever. Im not completely satisfied with them, but comparing to other companies, Unilever has been an excellent employer in Bangladesh. 5. What do you think about the core ideology of Unilever? Do you think they are focused on people, customers or their products? ~ The core ideology of Unilever is to create products that are ultimately superior from any competitor. I think Unilever is mostly focused on their products and then to their customers. Employees of Unilever will come last. 6. Does Unilever provide you an opportunity to grow? Have you ever felt that your career is progressing with Unilever? ~ Of course Unilever has provided me an opportunity to grow. Without this, I would not have remained their employee for ten years. The best part of Unilever is it recognizes its sincere workers and appreciates them. Moreover, they value their employees judgment about the company seriously. Yes, I think my career is progressing being in the same boat of Unilever. 7. Do you feel that you are a part of a company? If so, why? ~ Yes, I always feel that Im a part of the company. Because, ever since I was a Sales Executive, Unilever has always asked my opinions about the company and I have always got positive feedback from it. Therefore, I have always felt a sense of empowerment and being participated in decision making. 8. What do you think about you peers? Are you getting equal opportunity in Unilever? ~ Unilever employs only those, who are the cutting edge of the nation. Among these brilliant co-workers, Ive always felt extreme peer pressure to perform better. These peers are all friendly minded and we work with the same goal, but we also have a healthy competition to outshine each other. Yes, Im getting equal opportunity in Unilever. 9. Will you like to end your career in Unilever? Why?

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Organizational Culture ~ Certainly I would like to end my career in Unilever. Because ending career with Unilever means I will gain a kind of recognition that a few companies will provide. Moreover, it is a matter of great pride to end ones career in a company like Unilever. 10. If a company, that has a completely opposite organizational culture than that of Unilever offers you a better salary, will you join them deserting Unilever? ~ Only if the company provides me more opportunity to grow than that of Unilever, I will consider leaving Unilever. But Ill like to remind you; VERY few companies can provide this amount of growing opportunity. 11. Can other organizations copy the organizational culture of Unilever? How? ~ Yes, a company can copy Unilevers organizational culture. But that company needs to be persistent as Unilever does, and will have to attain the excellent level of leadership. Only then this culture could be copied.

Present Situation of Organizational Culture in

Last year

changed its name from Lever Brothers Bangladesh Limited to

Bangladesh Limited. The objective of changing the name is to establish a unique name of the organization all over the world. Previously in Bangladesh is known as Lever bothers

Bangladesh Limited, in India Hindustan Lever, in Pakistan Pak Lever and so on. A same entity was known different name in different place. Now-a-days globalization is taking place everywhere. As for example in Pakistan an employee of Hindustan Lever may not recognize an employee of Lever Brothers Bangladesh as the employee of same organization. So, they changed their name in every country, where they have their branch. name internationally. However, it does not affect their market demand. Unilever's mission is to add Vitality to life. They meet everyday needs for nutrition; hygiene and personal care with brands that help people look good, feel good and get more out of life. At the heart of the corporate purpose, which guides them in their approach to doing business, is the drive to serve consumers in a unique and effective way. All their brands at Unilever Bangladesh have a certain connection with the consumers. Among others, Close-up inspires confidence, got its unique

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Organizational Culture Lux believes in star power and Surf Excel encourages all to learn through new discovery and exploration. They believe in all these insights as well. They believe the people who work with them, are confident of their capabilities, believe in nothing less than star performances and of course are not afraid to work hard at achieving their goals. Overall, celebrating life for over 40 years in Bangladesh and today, a company bringing world class consumer products to millions of people in the country they are todays Unilever Bangladesh.

Communication with in
Each employee knows very well what their boundary is and who answers to whom. There is no confusion and thus everybody knows what is expected of them and also there responsibility. Thus there is no interference in the job by others and hence the only concern is productivity and efficiency, which is attained at every step. The interpersonal relationship within the hierarchy is very good and hence no energy is wasted for negative emotions. The employees are focused with their jobs and are dedicated to achieve their goals being a part of team all over the world. Also there is no differentiation

between white and blue collared employees.

s Organ gram (The bold lines are operated in Chittagong)

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Organizational Culture

The inter-departmental communication is a very structured process at

. The employees

follow these rules and it enables to maintain a natural flow (from the organizations perspective).

Conclusion:
is multinational giant that operates in many different countires. But still they have managed to integrate their organizational culture with the indivdiual cultures and practices of different countires. We found that Bangladesh is no different in this regard.They

have succesfully bleneded their culture with ours. Over three decades they have built up a gigantic company that makes revenue of more than 700 crores every year. follows

its beliefs and values in all of its operations. This can be counted as one of their strengths. It not only does business but also carries out a lot of socaial welfare programs for the society. Therefroe to wrap up the report it can be said, that Bangladesh has a strong

organizational culture which plays a vital role in their work environment.

Bibliography:
1. www.unilever.com 2. www.unilever.com.bd 3. Annual Report of the Unilever Bangladesh Limited 4. Organizational Behavior, Stephen P. Robbins, 11th Edition

Appendix:
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Organizational Culture

1.

How long have you worked in Unilever?

2. Have you ever worked in other companies? If so, what is the difference between working with Unilever and other companies? 3. Have you ever felt that there is a distinct organizational culture in Unilever? If so, what do you think about that culture? 4. How has Unilever treated you? Are you satisfied at working with them? 5. What do you think about the core ideology of Unilever? Do you think they are focused on people, customers or their products? 6. Does Unilever provide you an opportunity to grow? Have you ever felt that your career is progressing with Unilever? 7. Do you feel that you are a part of a company? Why? 8. What do you think about you peers? Are you getting equal opportunity in Unilever? 9. Will you like to end your career in Unilever? Why? 10. If a company, that has a completely opposite organizational culture than that of Unilever offers you a better salary, will you join them deserting Unilever? 11. Can other organizations copy the organizational culture of Unilever? How?

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