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.
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
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... 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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Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
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...ification as we move towards our destination IT architecture, and further strengthen our global market presence” said Neil Cameron, chief information officer at Unilever.
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