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fayol principles of management followed by hindustan unilever
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fayol principles of management followed by hindustan unilever

Management Principles developed by Henri Fayol:
DIVISION OF WORK: Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization.
AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is therefore naturally associated with authority. Whoever assumes authority also assumes responsibility.
DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this common effort.
UNITY OF COMMAND: Workers should receive orders from only one manager.
UNITY OF DIRECTION: The entire organization should be moving towards a common objective in a common direction.
SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The interests of one person should not take priority over the interests of the organization as a whole.
REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a worker s rate of pay.
CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate role. Decentralization is increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific organization in which the manager is working.
SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager, from the first line supervisor to the president, possess certain amounts of authority. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful.
ORDER: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible.
EQUITY: All employees should be treated as equally as possible.
STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always be a high priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers.
INITIATIVE: Management should take steps to encourage worker initiative, which is defined as new or additional work activity undertaken through self direction.
ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among employees.

Our vision
Unilever is a unique company, with a proud history and a bright future. We have ambitious plans for sustainable growth and an intense sense of social purpose.

A clear direction for us
Our purpose is to make sustainable living commonplace. We work to create a better future every day, with brands and services that help people feel good, look good, and get more out of life.

In 2009, we launched The Compass our strategy for sustainable growth. It sets out our clear and compelling vision to double the size of the business, while reducing our environmental footprint and increasing our positive social impact and gives life to our determination to build a sustainable business for the long term. This is captured in the Unilever Sustainable Living Plan.

By combining our multinational expertise with our deep roots in diverse local cultures, we re continuing to provide a range of products to suit a wealth of consumers. We re also strengthening our strong relationships in the emerging markets we believe will be significant for our future growth.

And by leveraging our global reach and inspiring people to take small, everyday actions, we believe we can help make a big difference to the world.

"We cannot close our eyes to the challenges that the world faces. Business must make an explicit and positive contribution to addressing them. I m convinced we can create a more equitable and sustainable world for all of us by doing so, says Unilever CEO Paul Polman.

But this means that business has to change. The Unilever Sustainable Plan is a blueprint for sustainable growth. And in 2014 we are strengthening our Plan with new commitments to drive further transformational change.

Our Priorities and Principles
Unilever is committed to supporting sustainability and providing our consumers around the world with the products they need to look good, feel good and get more out of life.

Five key priorities provide the foundation for our brand s campaigns. Read some examples of how different brands are upholding these principles.

A better future for children
Our oral care brands Signal and Close-Up encourage children to brush their teeth day and night for optimal dental health. We also partner the FDI World Dental Federation, supporting oral health programmes around the world
Brands such as Omo and Persil have helped parents believe the unconventional philosophy that Dirt is Good. Children learn through play, and mud spatters and grass stains can easily be removed with effective laundry products
Unilever also partners the World Food Programme and launched the Together for Child Vitality initiative to bring our expertise in nutrition to children in some of the world s poorest countries.
A healthier future
Our Flora/Becel margarine brands have been scientifically proven to help reduce cholesterol levels
Vaseline has launched the Vaseline Skin Care Foundation, providing research into skin conditions and support for people affected by them
Lifebuoy soap has long had a presence in developing markets around the world, and its campaign to promote handwashing with soap was celebrated by 200 million people across 53 countries in 2013.
A more confident future
Dove s Campaign for Real Beauty uses real women instead of models in its advertising campaigns. The brand has also launched the Dove Self Esteem Fund which educates and inspires millions of young women
Our Sunsilk hair care brand has partnered some of the world s leading hair specialists to co-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks and uncontrollable curls
Close-Up toothpaste provides an affordable oral care solution for consumers in developing markets, allowing them to take care of their dental health and closer with confidence.
A better future for the planet
We re aiming to grow our business while reducing our environmental footprint and working across the supply chain for every brand to do so
Our Laundry brands, including Surf, Omo, Persil and Comfort, have launched the Cleaner Planet Plan together, encouraging consumers to change their laundry habits to reduce water and energy consumption
Our Lipton tea brand backs sustainable forest management projects in Africa
A better future for farming and farmers
Many of our brands contain ethically and sustainably sourced ingredients that are independently certified
Among these are Lipton tea, which is accredited by the Rainforest Alliance, and Ben & Jerry s ice cream, which includes Fairtrade vanilla and almonds in various flavours
Around half our raw materials come from agriculture and forestry, so we re working towards making our key crops 100% sustainable.
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Which Fayol principles applied on hindustan unilever limited??
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