BROAD ACTION PLAN AT LBPL

Effective Operations and Policies:

The first objective of the HR group is to provide highly effective and clearly understood
policies. We need to provide the whole organization with fast and effective HR support
in order to liberate employees to focus on growth.

An Organization fully aligned for growth:

Organizations are fluid entities that must respond to new business strategies, external
changes and other business priorities. We are no different in that we must make sure our
organization is aligned with business priorities such as Supply Chain, Brand and Channel
focus.

Developing and retaining World-class Employees:

As we change the way we are organized, new skills and knowledge will be required and
must be trained. New business capabilities are highly dependent on developing new
capabilities in our people. Additionally we must make sure that we develop the careers of
our people appropriately. We have PDP,which, if used to its fullest, is a comprehensive
system for managing competency and career development.We must institutionalize PDP
as our core people management process.

Enterprise and Empowerment

Whilst developing an enterprising culture is contingent on all of us one of HR’s key
tasks is to play a major role in facilitating an environment that allows for greater
entrepreneurship. Following or initial round of enterprise culture workshops,
empowerment, leadership and coaching, creativity andencouraging risk taking is all
considered building blocks for creating an enterprise culture.

Reward and Recognition:

It is time to review our pay and benefits package toensure that it is easily understood and
moreimportantly, that it motivates and rewards outstandingperformances and growth
behaviors.
Internal Communications:
In a rapidly changing company it is important to keep employees up to date of changes as
and when they take place. Communication is key in developing understanding and
commitment to the Company vision and ensuring people have the information they need
to make more informed decisions. Team briefing is a two-way communications tool that
will be used to drive much of our communications.
STRATEGIC PROCESS AT LBPL:
Large numbers of managers are involved in the design of the strategy, making sure that
the largest possible share of LBPLE expensive and will skill base be put to contribution
in this design.
The strategic process has been involved into the Business and Corporate Functions,
leaving no uncharted territory on the company’s map.
Close attention will be brought at all levels of might to the systematic review and
implementation of the Specific Action plan in order to monitor progress, take connective
action and to bring support if and when necessary.
The secret of successful strategy lies in its implementation. And the implementation
mainly depends on the employees willing to take up the challenge as a team member.

STRATEGY INTO ACTION:

TEAMS-WORLD CLASS SUPPLY CHAIN:

The process by which the Annual Contract and the longer term plans of the Company are
decided and agreed is known as Strategy into Action, which is the brain-child of Dr
Arnold Hax, Professor of Management, at the Sloan School of Business, U.S.A.
SIA involves four distinct phases-Review, Think, Plan and Deliver. It rolls from year to
year, building in controls and corrective actions.

It begins with a review of the business and corporate strategy at the MC level, where they
work out the Mission /statement and Strategic Thrust. These outline the level of business
that is aimed at 3-5 years from now, and give broad directions on how to meet this
target.
The next step is for each Business Unit or ‘Functional’ top team to translate the Company
mission and Thrust into Business Unit or Functional Strategies which work out as a
Board Action Plan for each unit. BAPs also look ahead up to three years.
The BAPs are further broken down into Specific Action Plans (SAPs) which define the
exact actions each subgroup or department/section needs to take to achieve the BAP.
Measures of success (KPIs) and time frame (milestones) for each action are also drawn
up, covering the next year or so.The next step is called ‘Dove-Tailing’, whereby the
Business Units reveal their plans and the Functions (as service departments) adapt their
SIAs to support the Business Unit’s need.

At this stage the budgets are agreed and the annual contract finalized. Work then begins
on project briefs for team projects and individuials’ work plans.

Specific key targets are drawn up for every manager who will sub-divide specific tasks
among all employees reporting to him.
These key tasks. Shown in the arrow chart, are yardsticks by 3which performances are
judged through the PDP and PDR processes. The importance of continuos discussions
(between the subordinate and the superior throughout the year) is to ensure that 3each
task is on target, make changes where necessary and ensure that each task is on target,
and determine the direction through feedback and problem solving.
Furthermore, the Management Committee Members with their Departmental review all
SIAs on a monthly basis. Committee Members with their Departmental Heads and
coded as follows.

IMPLEMENTAION:
SIA:

Chain main reports the progress of the company against the plans prepared in precious
year and give information about the preparation of the plan for the next year.
The 2000 were the first year of implantation of strategy into Action. This is a process
which involves a wide base of company management into design of the strategy, and
integrates the various businesses and functional strategies into a coherent plan. Its main
purpose is to set the direction for the employees and for that purpose it is cascaded to
company’s own targets and work plans. A large part of the success of SIA lies in its
implementation and progress could.
It was reported that management Committee believes that implementation of SIA is
taking place effectively. All parts of the company are working in the agreed direction and
in most cases the progress against the agreed Specific Action Plans (detailed plan for the
year) is good. This means that change for the better is happening in all corners of the
company.

GROWTH RATE:
Growth rate vis-à-vis last year is only a third of what is should be although the growth
targets for quarter.
STRATEGIES FOR AN EMPLOYEE:
Many companies have put in more effort in creating business strategies than in
implanting them. Happily this has not been the case with Lever Brothers. This year the
Company is expected to reach new heights in terms of achieving a fully integrated
approach to setting business strategy, communication of strategy, goal setting, individual
work plans and linkage to reward.

Strategy into Action has been a feature of our business for sometime, but this is for the
first time that we are introducing it to Company employee at all levels. The modus
operandi is as follows;
 Ensuring individual work plans for all Managers
 clearly linked to SIA plans.
 Linking rewards to performance

Planning teamwork in production and engineering departments in each factory

Explaining ‘Liberating Rigour’ Unilever says ‘all employees have a shared vision about
where we’re going, are equipped with a common set of standards and disciplines, feel
they are free to get on with it and achieve excellence in whatever they do’. A point to
remember is that Levers’ Strategy into Action Program is a prime example of Liberating
Rigour.

POLICIES: -
LBPL is working within the boundaries of 5 major
policies that are:
 Health and Occupational Safety Policy.
 Environment Policy
 Product Safety Policy
 Training Policy
 Quantity Policy
HEALTH AND OCCUPATIONAL SAFETY POLICY:
They will established and maintain within all operating sites the health and safety at work
policies, in accordance with the objectives of this policy.strategies and implantation plans
also be agreed with the responsible business groups on regular basis by reporting
progress and notifying significant safety incidents.
They developed design, operate and maintain our manufacturing facilities and process
that are safe and without risk to health and life .
They will scrutinize all new projects. They introduce and maintain systems, which will
establish appropriate standards of occupational health and safety and verify compliance
with these standards by means of regular internal and external.
The responsibility to implement this safety policy lies with company’s Chairman and
Technical Director, and the same is filtered to the Heads of each business group and
respective managers in their areas of responsibility.

ENVIRONMENT POLICY:
They are committed to meeting the needs of customers, consumers and society in an
environmentally sound and sustainable manner. This will be done through continuo
improvement in environmental laws, regulations and Unlived standards.
They agreed environment strategies and implementation plans with the responsible
business groups on regular basis by reporting progress and notifying significant
environmental incidents.

They will develop innovative product and processes, which reduce levels of
environmental impact and develop methods of packaging which combine effective
protection and presentation with the conservation of raw materials and convenient
environmentally appropriate disposal.

TRAINING POLICY:
Lever Brothers Pakistan limited will be the foremost consumer Products Company in
Pakistan. They will be competitive and innovative to achieve and maintain clear
profitable market leadership in all our core businesses.

To develop the potential their people is core the business.they achieve this by providing
appropriate learning opportunities to employees at all levels, according to the changing
needs of their business.

DECISION-MAKING AT LBPL: -
Decision-making can be defined as selection of a course of action from among
alternatives. Decision-making is particularly important function of mangers. Almost
every management action involves decision-making. Some authorities have even asserted
that decision making is management and that the job of managing is actually the job of
making decisions.

DECISION-MAKING AT LBPL: -
In Brothers Pakistan Limited the decision process is comprises of three main steps
selection.
In LBPL the Executive managers Board of Director do not always do the decision
making. They take decisions at high levels but the functional decisions have been taken
by the functional managers and subordinates has also given the authority to make
decisions in their own context more or less. We can see the implication of MBO in their
organization, where decision has been taken from top to bottom and bottom to top.

Co-ordination of SHORT-RANGE and Long Rang Plan: -

The importance of integrating the two types can hardly be over emphasized, and no short-
run plan should be made unless it contributes to the achievement of the relevant
long rang plan.
CO-ORDINATION OF SHORT-RUN AND LONG-RUN AT LBPL:
Lever Brothers Pakistan LTD are efficiently managing the co-ordination between SR and
LR plans which we can view from the following examples;

LBPL is now targeting the market of rural areas and creating channel to Market “wheel”.
The channel objective is to facilitate rural penetration for wheel in the short run by
serving as a feedback market for areas not served by LBPL distributors.

Another project is to sold bread, butter and egg directly to household on a daily basis in
many areas of Karachi by vendors on bicycles. The butter delivered is mainly unbranded,
from local market. This is a short run planning which will explore the opportunity to
deliver Blue Band directly to the consumers.

In this way short-range plans are established and accomplished in accordance to the long
rang plans mentioned the “Broad Action Plans”.

MANAGEMENT BY OBJECTIVE

The objectives tell everyone where he or she is going ‘departure from the optimum path
to those objectives causes corrective action to be initiated. Thus, MBO is a system of
setting up organizational objectives that then because the beginning, middle and end of
the operation.

MBO FOLLOWED BY LBPL:-

LBPL follows MBO; they have comprehensive managerial system that deals with many
key managerial activities in a systematic manner and that is consciously directed toward
the effective and efficient achievement of organizational and individual objectives.
Firstly, Top managers determine what he or she perceives to be the purpose or mission
and the more important goals of the enterprise for a giver period ahead.
Secondly, the organizational roles are properly communicated so that no deviation from
the derived objective can practice.
Then, subordinates objectives are settled and communicated in order to let them know
what is expected from them. Job description, manual and science rules are provided to
give them clear idea of their job and the contribution of their job towards achievement of
organizational objectives.
As one of the target FMCG’s in Pakistan LBPL is managing according to the changing
requirement of management. One of which are MBO. As said by Chairman LBPL

“We just cannot escape change. Therefore you should not be afraid of it!”

GARUDA VISION

In mythology Garuda is a high-flying sunbird, the bringer of light. It has the power to see
small things in finest detail. These qualities are precisely the ones that Unilever hopes to
achieve through Project Garuda, a fully integrated approach to H.R. Information Systems
Management, using the Unilever version of Peoplesoft (UVPS).
Apart from being an excellent personnel data base, it contains templates by which people
processes can be captured and used by both the Business and the concerned individual
such as Performance development Planning, including professional skills and
competencies and Career Development Planning. Other modules match the Training
needs with Learning possibilities, Vacancy tracking and Placement, Recruitment and
Reward and Compensation. Individual managers will be able to access their own personal
file through the database an update it themselves, as well as check on the skills and
training they need, and to know where they can find courses and learning material.

The Garuda database will provide information on people’s experience, skills,

competencies and career plans thus assisting Management in matching resources to the
organization’s future plans.
For his part, an individual can use the system to search online for development programs
to need their skills and competency needs.
TREND ANALYSIS:

Using Garuda, one can analyze trends within the workforce (e.g. rates of employee
retention and reasons for people a better work environment, which provides higher
employee satisfaction and motivation.

BEST PRACTICE SHARING:

Garuda can provide instant support from the Unilever-wide knowledge base to assist your
own Management Strategy. One can access HR Best Management Practice to help in
decision making. One can find procedures and guidelines similar to that of his/her
function and find a colleague doing the sane job or working on a similar project who can
share his/her experiences working in any other Unilever company.
Although the implementation in Levers was very fastcompared to other countries it was
also extremely cost effective. They used only one consultant for four days nas compared
to other countries that used multiple consultants for a period of ten months. They intend
to go beyond the requirement of the Shared System and implement several other modules
in order to take maximum advantages of the Peoplesoft System. Over the next couple of
years we will roll out the other modules and incorporate all employees on the Garuda
system.
Simplifying the business and building an Enterprise Culture are two of Unilever’s key
strategic thrusts.
Project Garuda embodies both these thrusts. Unilever employees possess a wealth of
wealth of knowledge. Our aim is to unleash this knowledge by opening up urinformation
on people up our information on people, making it available to improve decision making
every day, every where.

ORGANIZING OF HUMAN RESOURCE

Organization is like a melody not the individual notes that are important so much as the
relationship between them.
Organizing is simply the collection of people, combining there efforts to accomplish what
none of them could do alone.

Organizing deals with:

a. Identification & classification of required activities
b. Grouping of activities to attend objectives
c. Assignment of each grouping to manager with the authority necessary to supervise it .
d. Provision of coordination horizontally & vertically in the organization structure

Organizing at human resource Department of Lever Brothers Pakistan:

In the HR department of LBPL altogether 14 people are employed with to deal with its
over all working. Basically when they are dealing with HR , in a way we are dealing with
over all organizations structure become HR have the functional authority of recruiting
, training , selecting to hiring in every department of HR is the most complicated one as it
is connected to all the departments .

DELEGATION OF AUTHORITY
Delegation of authority is a process by which a manager share some of his work &
authority with his subordinates .To delegate means to grant or confer authority from
superior to subordinate to accomplishing particular assignment.

DELEGATION OF AUTHORITY AT LBPL

At LBPL authority is decentralized that means manager delegates duties, assigned
responsibility (but never ultimate responsibility) & grant authority to the subordinates.

SPAN OF MANAGEMENT
Span of management is the number of subordinates a manager can control efficiently.
Narrow span & wide Span are two major types of span of control. In narrow span of
organization there are large number of organizational levels but have few employee at
every step. In wide span the levels of organization are small in number but have large
number of employees at every level
SPAN OF MANAGEMENT AT LBPL HUMAN RESOURCE DEPARTMENT:

Human Resource department of LBPL as mentioned have14 employees working. There

is a sort of wide span, They have only three levels of organization covering those 14
people. The help of carefully selected people makes clear policies, which is a great
advantage of wide span of management.
If we take LBPL as a whole, span of management vary from department to department.
In top management they have wide span but as we move on to low levels towards
manufacturing area it has a narrow span.

BUSINESS UNIT:
Business units are distinct little businesses set up as units in larger companies to ensure
that a certain product or product line is promoted and doesn’t lost among other
products
Business units at LBPL:
The four business units at LBPL are:
The main function of the business unit of LBPL is
1 Brand management
2 Management accou8nting
3 Planing
4 Manufacturing

Brand Management:
Brand management is the main function, which deals with pricing and cost effectiveness
of the product. The help of quality assurance and quality control maintains brands. LBPL
is trying to standardize their brands and the quality of the consumer products.

Management accounting:
This function is related to management of accounting records and financial working
regarding the product of the unit .
Planning:
Planning is the next function which deals with the development of strategies regarding
expansion and production facilities, launching and re - launching of product, designing
and development of new product and their commercial viability, and other research and
development related work.

Manufacturing:
This function is related to recruitment of skilled and un skilled labour force for the
manufacture of the company’s products.

FUNCTIONAL AUTHORITY:
Functional authority is the right that is delegated to a department to control specified
processes , practices , policies or other matters related to activities under taken by people
in other departments.
Functional authority of human resource department of LBPL:
As HRD is responsible for recruiting, selecting, raining & promotion of the employees of
LBPL, so it has functional authority in almost all the departments of LBPL.

Functional authority in recruiting:

The departments that need the employees for the vacant positions or for new emerged
position , reports to HRD with the job descriptions. If new position is introduced then the
reasons & requirements of its emergence is reported to HRD. After that HRD analyze
the feasibility of the recruitment & go through the process of selection if feasible
otherwise rejects the proposal.
Functional authority in transfer & promotion:
HRD has functional authority in placing ,posting ,transfer & promotion of employees of
over all LBPL after receiving the consultation from the concerned head of the
department.
By all this we can easily analyze the degree of functional authority HRD possess in
LBPL , that the whole human resource management done properly &effectively by this
department .

CORPORATE FUNCTION:

HRD of LBPL have four corporate functions:

1. Finance
2. Human Resource
3. Customer & channel Development
4. Manufacturing & Supply Chain

Finance:
This takes care of financial aspects such as administrative payments, salaries, general
expenditure etc related to human resource .It includes:
Human Resource:
This function is related to making company equipped with human resource .It is related o
personnel & general administration related matters such as recruitment, selection,
training, promotion & transfer.
Customer & Channel Development:
In the changing world of management “ sales” is no more use , it is now replaced with
customer & channel development . This function deals with development of different
channels in order to explore the market to improve sales. e.g buses are covered with high
quality , colorful branding images , billboards & the most important “ star wholesalers ”
which are basically started to achieve the objective of rural marketing . In this way
different channels are explored to reach customers at their door steps.
Supply Chain:
The key “Strategic Thrust” of LBPL is to “ create a responsive & reliable supply chain ”
The phrase supply chain management conjures up different meanings to different people,
but one fact is clear to everyone – Businesses have been striving to achieve efficiency in
their souring making and delivering operations for a long time.
Supply chain management views all these activities as a single entity rather than
relegating fragmented responsibility for various segments in the supply chain to various
areas such as purchasing, manufacturing and distribution.

Supply chain covers all activities needed to create and deliver products and services to
customers. In the truest sense the supply chain spans from the point where natural
resources removed from the ground to the point where they are replaced in the ground
‘from earth to earth’.
If we look at Lever Brothers business, the scope of supply chain covers the whole area of
souring of materials from their suppliers, bringing them to their factories, manufacturing
into finished products and then delivering to their depots and distributors for onward
dispatch to shops for sale.

STAFFING
Selection Process In Lever Brothers Pakistan Ltd.

Determination of need:
This is the first and the most important steps in the selection process. HRD evaluate the
job, means evaluation with respect to salary for that job in LBPL , & the “going price”
for similar position in the other companies .In this way they arrived at the “ comparative
value figure ”. After comparative value figure, they specify the ability & minimum
personal qualities required for the person who will fill this job. After that they list down
the duties, authority & responsibility of that person for that job .
SELECTION:
LBPL has a very simple selection process. There is no written test fir any post , but they
have three rounds of “ competency based interview ”. What do they mean by
competency?
 Intellectual
 Market Orientation
 Improved Performance
 Self – managing
 Self – confident
 Integrity
RECRUITMENT:
Recruitment is the process of identifying sources for prospective candidates & to
stimulate them to apply for jobs. In other words, recruitment is the process of generating
applications for specific position.
For this purpose HRD conduct screening interview. Company’s recruiting officers visit
university campuses like LUMS & IBA, and interview potential candidates. LBPL also
recruit internally that is the recruitment from the internal source.
Orientation:
There is no formal orientation program in the Lever Brothers Pakistan . But the company
provides the new employees information like:

1. Company history , products & major operations

2. Policies & regulations
3. Rules & regulations regarding :

 Wages
 Hours of work & overtime
 Safety & accident
 Holiday & vacations etc

4. Opportunities
 Promotion & transfer
 Job specialization & suggestion system

PERFORMANCE APPRAISAL & CAREER DEVELOPMENT:

“Human being are ambitious by nature. An employer, irrespective of level of

employment, keenly participates in the future of his organization and his personnel in
particular. The manager should develop a vision for the subordinates to look into the
future and make efforts to achieve goals”.
The application of performance appraisal in “ lever brothers Pakistan ltd.”
Lever brother Pakistan Ltd. appraisal its employees quarterly against the verifiable and
attainable objective, what they call it “PDP / PDR
Performance development program / performance development review PDP / PDR

Its basically one of the most important function of HR department, and, human resource
conduct it on quarterly basis. The main element of this PDP / PDR are;

 Targets
 Performance assessment reward and recognition
 Personal development
 Organization

TRAINING POLICY OF LBPL:

Lever Brothers Pakistan believes that their strength comes from their peoples. They are
the primary sources for successful operations and fulfillment of their commitment to
customers, shareholders and community.
They also believe that people is core to their business. So they will achieve this by
providing appropriate learning opportunities to employees at all level, according to the
changing need of their business.
The company, through delegation by the chairman, vests responsibility in the personnel
Director to ensure that any training and learning initiative Is compatible with the
company’s training policy and is pursued at all levels, at all sites, and serves primarily to
achieve Company long term vision and mission.

METHODS OF TRAINING:
Methods of training at LBPL:
The training program can be classified into three categories.
 Training of workman
 Training of Supervisors and Foreman.
 Training of managers.

TRAINING OF WORKMEN:
These training programs are designed for rank and file employees not only at the time of
entry into service but subsequently to keep pace with latest improvement in methods.l
these are confined to job skills and knowledge. The following are the different methods
of training at this level.

INDUCTION TRAINING:
This is a pre-employment training to enable fresh recruits to gain knowledge about the
environment in an organization, condition under which they have to work, facilities
provided in the organization, relation of their job to other job and acquaintance with their
fellow workmen.

APPRENTICESHIP:
This is intended to give sufficient knowledge and skills in those trades where long period
of training is required. This type of training includes both theoretical knowledge and
actual work experience under the guidance of manager or instructor.
This involves personal guidance and coaching by manager or supervisor while the
employee is actually performing. Here the employee learns the work by actually doing
the job.
OFF-THE JOB TRAINING:
This requires workmen to leave their workplace forundergoing training in the company or
training institute. The methods employed are;

 Special courses and lectures.

 Seminars and conferences
 Workshop.
 Special Courses and Lectures.
Like one-day course on fire prevention, first aid and industrial safety, held on 4th
December 1999 at the “Khanewal tea factory”. The Management and the NMS of the
different departments of the factory attended this training. Some personnel from DPG and
WWG also benefited from the training.

The Workshop Comprised of following elements.

 Safety at side, incident/accident analysis
for safety and Environment.
 International safety rating system.
 Planned inspection for safety and
Environment.
 Safety rules and work permit system.
 Emergency preparedness for safety and
Environment.
Another Workshop was on a “Advance brand communication” (ABC). The objectives of
this workshop were:
To improve the overall quality of existing Brand communication. To stimulate more
growth through a focused and more closely understanding of “THEIR CUSTOMERS”.

TRAINING OF FOREMAN AND SUPERVISORS.

The foreman and supervisor constitute fronting of management he at as a link between
workman and management. Besides extracting work from workman he must provide
proper guidance and instructions to them ensure available to them, suitable facilities for
doing the work.
The following are the different methods of training adopted for supervisory level.
Induction training
 Seminar and conferences and lectures
 Case studies and problem solving methods.

TRAINING OF MANAGERS IN LBPL:

In LBPL, there are two categories for the training ofmanagers.

 Junior managers training

 Senior managers training

In both of them, various short-term and long-term training programs are enclosed for
managers.
The methods adopted are intended to educate managersin various techniques or tools of
management such aswork study, production, planning and motivation of employees.

LEADING:
Leading has probably been written about formally researched & informally discussed.
More than any other function of management. The importance of all the managerial
function one there but now the specific attention is given to this function as well, which is
not well recognized in near past.
The definition of leading can be obtained from the article published in 'Fortune' which
stated that:
" When you boil it all down, contemporary leadership seems to be s matter o all going
people towards common goal and empowering them to take the action needed to
reach the goal when w discussed the system approach to management, we start from
planning then organizing, staffing & after the staffing leading came "

WHAT IS LEADING & LEADERSHIP?

As discussed above leading or leadership is a matter of allying people towards a common
goal
But how we align people to towards the common goal, keeping in mind that people have
different ideology towards work .The answer of this question can be a very simple word
that is Motivation.
What is motivation?
" Technically the motivation can be trace to the Latin word " move " means " to move "
Motivation is the process that start with physiological & psychological deficiencies.

Need  Give rise to  Wants 

which causes  Tension  give rise to
action  which give rise to 
Satisfaction

MOTIVATORS:
I. Motivators are things that induced an individual to perform.
II. Motivators are the identified reward, incentives

Special motivational Techniques:

There are some motivational techniques which can be identified & have great impact
over satisfying the needs of the individual
These techniques are:
1. Money :
It may be in the form of wages, piecework (per unit payment, incentives, bonus, stock
option, company bond & insurance) we can call money as monetary motivators.
Income organization it is consider to be only motivator which in certain other
organization, it is considered as secondary motive.
2. Participation:
The motivation technique received open heartily by organization result is the
participation. Here what we meant by participation is recognition, & what we have
concluded from summary is that only a few people can not be motivated with the
participation technique.
3. Quality of work life:
One of the most important techniques to motivation is Quality Of worklife ( QWL)
program.
IMPLICATIONS OF QUALITY OF WORK LIFE AT LBPL:
Lever Brothers is the market leader of in consumer products. From edible oil to ice cream
from soap to tea, from toothpaste to detergent. They are every where, even though the
market is deteriorating & economy of the country is going down, the lever Brother stand
still & helping the country is it own way. The reason behind the stability of the enterprise
it is infrastructure.
Infrastructure can not be stable without people and to make people productive you have
keep in mind their wants & needs.
Now here we discussed how the Lever Brothers improving the Quality of Worklife of
the people.
We discuss this with the people of Lever Brothers and find out that they are very much
satisfied with the quality of work life in their respected departments.

The survey has been conducted on (QWL) by the group and w found out that, 90%
people feel it satisfactory or above average, compare to any other organization.
We asked this question to one of the corporate member that what is the reason behind the
success you organization?
An enterprise culture is enough with the direction-disciplined focus, interconnection and
relevant information use to maximize the quality of work life; couple with clears desire.

Enterprise people enterprising in terms of skills and discipline enterprising in terms of

relevant creativity and enterprising people committed to lead to & interact to deliver
growth. These are the essence of enterprise culture.

In the HR department the more emphasis have been given to leading quality of the
management, the management trance scheme is employed.

In the first place the intellectual need to be fulfill by the selection of leader among the
applicant:
 Then market orientation f these selectedcandidates
 After that to improve performance
 Entrepreneur drive
 By train them self managing techniques

We can create the leadership quality into manager. And what well attemptedly lead to the
high self-confidence & integrity of the manager.

" Enterprise Culture" how can you relate it to QWL ?

Very simple, here we are trying to create a culture which will in future enable us to grow,
enterprise culture include several thing for instance; Here we are stretching goals, clears
accountability & less risk avoidance behavior Connected creativity:
You can relate it one of the aspects of QWL. In connected creativity active listing
through linkage internal & external included, us their linkage creativity & overcoming
internal hierarchies.

Motivational techniques under the heading of Maslow’s hierarchy and Herzberg’s two
factor theory Question: How can we relate your motivational techniques with the
Maslow’s hierarchy of need and Herzberg two factor theories of motivation?

In LBPL a concept of these two theories have been implementers successfully but to
some extent some needs are greatly fulfil and some do not.
Maslow’s Hierarchy of need LBPL Motivational

Technique Herzberg’s two factor theory

Self Actualization To ensure the risk tolerance &more entrepreneurial culture
Challenging work
Achievements Esteem need
People recognized by their ability to perform the task everyone gets equal opportunity to
perform and being recognized in LBPL culture. The project of recognition policies has
just been launched
Growth in the job
Responsibility advancement recognition Affiliation need T o fulfill the affiliation need
of the employees several steps have been taking y the management of the LBPL
including several training programs, workshops, entertainment including sports festival.
Status
 Interpersonal relations
 Quality of supervision
 Company pollicies administration
 Security & safety need :LBPL is safety conscious company & greatly emphasized on
health & environment & have specific policies has been developed in this regard
Working condition
Job security

Physiological need Highly competitive salaries including several fringed benefits

offered to the employee of LBPL Salary
So we can see that more or less every need which covers under the Maslow’s &
Herzberg‘s Two factor Theories covered under the motivational techniques of
LBPL .

CONCEPT OF JOB ENRICHMENT & JOB ENLARGEMENT AT LBPL

JOB ENLARGEMENT
When we go through the LBPL’s enterprise culture we come to know that it is attempt to
make job more varied by removing the dullness associated with the performing repetitive
operations .In LBPL they do that by job rotation so that person cannot be bore by doing
same task, & it brings novelty in their routine work. LBPL are enlarging the jobs by
horizontally dividing it so as to reduce monotony of work, which leading towards

STRENGTHS

 Lever Brothers Pakistan Limited is one of the largest organizations in Pakistan.

 Company has advanced technology and well skilled professionals.
 The New Sunsilk Shampoo is a high quality product in terms of hair protection.
 The target market is educated, professionals and belongs to premium and middle
class.
 Company totally owned, systematic distribution network, transparent communication
system.
 Participative management style
 Very good distribution network all over Pakistan, in all major and small cities.
 WEAKNESSES

 Competitor has strong promotional activities.

 Imported brands also available in the market.
 Customers are offered better alternatives by the competition.

OPPORTUNITIES

 Population expanding at a rapid rate.

 Consumers are becoming more quality conscious
 Current capacity utilization is 80%, which can be further broadened with the increase
in demand.
 Customer base is increasing with effective marketing.
 Baby shampoo is another area where Lever Brothers can make huge gains.
 Shampoo plus conditioner and anti-dandruff shampoos are another area where lever
brothers can earn huge profits.
 Rural areas are a large prospective market where they can introduce Sunsilk.

THREATS

 Political and Economic factors.

 Partial Government policies.
 High rate of competition.
 Local and Foreign competition.
 Smuggling via Afghan Trade Transit is one of the big hurdles faced by Sunsilk.
 Supplies from Indonesia and Thailand is another important issue.

RECOMMENDATIONS

 Lever, Pakistan realizes the huge potential of the rural markets, i.e. 72% of the total
population, but has not yet developed a successful strategy to penetrate this market.
The success of Levers Hindustan should be emulated, which has successfully
captured the rural market by two key strategies; firstly, by developing a strong
distribution infrastructure and secondly, by adapting the packaging and pricing to this
market.

 Lever should increase the buying of raw materials from local markets so that it does
not have to suffer excessively from devaluation and continuous increase in tariff
rates. This would also negate the adverse affect on sales volume due to smuggled
foreign product.

 Lever should introduce a smaller (100 ml) pack of Sunsilk shampoo in order to
capture the lower income segment.

 Lever should enter into WEB Marketing.

 The Legacy Soccer Foundation sponsored mainly by Levers, should be emulated by

Levers Pakistan in the area of cricket since it is the most popular sport in Pakistan.

 Levers could also provide consumers with a hot line number where they can call in to
complain or to ask specific questions about Lever’s products. These hot line numbers
can also advise consumers about their hair type and other hair related queries. Such a
strategy would highlight Levers concern for the public as well as helping it to gain
market share.

 They should increase the frequency of their advertisements on electronic and print
media.
 They should introduce 2 in 1 composition, i.e. shampoo plus conditioner which is the
demand of a huge potential market.

LEVER BROTHERS PAKISTAN LIMITED

LBPL, the largest consumer goods producing company in Pakistan, was incorporated
here in 1948 and started building their factory at Rahim Yar Khan. This factory was
inaugurated formally in 1951 by the then Governor General of Pakistan.

LBPL moved into the personal care product business in 1981. It has gained a
major market share due to the introduction of quality brands like Sunsilk, Lifebuoy,
Lux and Fair & Lovely.

Lever Brothers was the recipient of Management Association of Pakistan (MAP)

and Karachi Stock Exchange awards in recognition of its performance. For the purpose of
MAP award, it was judged the best among the companies that have performed well in the
areas of Financial Discipline, Management practices such as Risk Management,
Corporate Governance, Social Responsibility and Research & Development.

Lever Brothers is committed to investment and modern production facilities

thereby contributing to economic growth and employment opportunities.

COMPANY OBJECTIVES

Neither our own nor our major competitors’ objectives are simple or obvious. There are
many choices between short term and long-term profit, between growth and cash flow,
between growth in assets and growth in earnings, between proportions of earnings paid to
share holders as dividends or reinvested.
 It is reasonable to assume that these different objectives of different
competitors predetermine some of their strategies and tactical behavior.

• Assess the concept of product acceptability, credibility and perceived benefits.

• Examine consumer’s assessment of the product, in terms of product performance and

related benefits.

• Explore consumers’ reaction towards packaging.

• Understand consumers’ perception of quality advertisement in terms of its impact.

MISSION STATEMENT

The New Sunsilk Shampoo aims at fulfilling the needs of its target market by offering a
high quality, assessment of the concept in terms of its acceptability, credibility and
perceived benefits, that it offers a healthy choice shampoo alternative to the targeted
consumer. The theme of the product shall be anchored around the motto;

“Softness, shine and manageability of Hair”