Analysis Of Unilever

This paper is revolving around the Unilever that is a successful British-Dutch multinational consumer goods organisation. It consists of different famous brands such as Sunsilk, Clear, Knorr, Dove, Viso, and so on. The Unilever Group has a dual structure with two parent organisations named as Unilever N.V and PLC. The former is incorporated under the laws of Netherlands and the latter is incorporated under the laws of England and Wales. The organisation is famous for its strong corporate culture due to which it has one of its unique competitive advantages in the intensified and saturated global market. While expanding in the global market, Unilever managed to maintain the core cultural values while having success in adapting and imbedded native

In 2011, the organisation had around €46.5 billion turnover reflecting an increase of 5 percent. The organisation has mainly 17 brands for homes in three different categories but the myriad of acquisitions and purchase of brand rights, the organisation has a huge portfolio of diverse global, regional, and local brands. The organisation has considered a sustainable living plan targeting to reduce the environment footprint of its products. Through this, the organisation is helping around 1 billion people to improve their health and wellbeing along with the source of 100 percent of its agriculture raw materials by 2020. It has a noteworthy implication in textile washing industry since environmentally friendly textile washing products have become the most recent focal point in the

In masculine society, social gender roles are found to be different in such a way that males are supposed to be assertive, tough and focused on material success, whereas, women are supposed to be modest, tender, and concerned with the quality of life. On the other hand, femininity refers to a society in which roles of social genders overlap in such a way that both men and women are supposed to be modest, tender, and concerned with the quality of life (Mullins, 2007; Doole & Lowe, 2008). The masculinity and femininity are known to influence the development of different hero types in management. In masculine cultures, manager is expected to be assertive, decisive, aggressive, and competitive. On the other hand, in feminine cultures, the manager is an employee like any other and is tended to be intuitive, cooperative, and is accustomed to seek consensus. Moreover, the resistance against women entering into higher jobs are tended to be weaker in feminine cultures (Luthans & Doh, 2012). The masculine versus feminine culture is attributed to the difference in job stress levels among employees. Cultures having high masculinity index reflect that employees are under much higher stress as compared to the ones in feminine culture. Moreover, the ways to handle conflicts in organisations are influenced by masculine and feminine nature of society. In the masculine cultures such as Britain