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Organizational Design and Structure of Nestle
Nestle S.A., a Swiss multinational company based in Vevey, is the world's largest beverage and food company. It is renowned for its attempts at leading the world market in Nutrition, Wellness and Health. The company owns numerous brands, manufacturing diverse products, including beverages like bottled water, coffee, and milkshakes, infant formula, breakfast cereals, seasonings, healthcare and performance nutrition, sauces and soups, refrigerated and frozen food items and pet foods, in several world markets (Lee, 2014).
Organizational effectiveness represents a sum total of company goodness and factors like production, turnover, output quality, cost performance, efficiency, and profitability (Katz & Kahn, 1966). Effectiveness denotes the organization's ability to accomplish its aims and fulfill needs of different stakeholder's (Khandwalla, 1995). Nestle's official website claims that stakeholders of the company include company employees, suppliers, distributors, investors, partners, shareholders, customers, regulatory authorities, etc. (Lee, 2014).
Organizational Structure
In the contemporary global business scenario, several international companies employ a mixed or hybrid structure, where two, or multiple, structures are used, or different structures' elements are combined (Daft, 2012, p180). Nestle generally displays distinct traits of an international matrix structure. It owns local firms in a majority of countries. Nestle Group divides its companies by geographical zones (America, Europe, Asia, Africa, and Oceania) for the major part of its business in foods and beverages, with the exception of globally managed divisions, including Nestle Waters, Nespresso, Nestle Professional, Nestle Health Science and Nestle Nutrition. Nestle, being the world's largest food brand, discards the notion of one single, global market, making use of geographic structure for focusing on each...
Nestle lays particular emphasis on regional manager's autonomy, as they are familiar with local cultures. Local managers are authorized to determine the portion size, flavoring, packaging, and other elements of a given product. Several of Nestle's 8000 brands have single-country registration (i.e. are not made and marketed elsewhere) (Lee, 2014).
Because of its advanced technologies and firmly entrenched product lines, Nestle can make the most of an international geographic structure, dividing its global marker based on geography, and aiming for lower manufacturing costs in different countries, while meeting diverse sales and marketing needs across different regions. With total control over functional activities, all regional divisions have to report to the chief executive officer (Lee, 2014). The Swiss headquarters, typically, work in unison with each geographic unit, establishing an overall company strategy that guides the SBUs (Strategic Business Units) and Zone Management. The three business zones of Nestle geographically work in collaboration with SBUs and local markets. They play the basic role of business enablers, linking business centers with the market. A common vision enables the global employees of Nestle to comprehend company direction, as well as how to accomplish the collaboration through common values, tools, and strategies. Additionally, SBUs specializing in a certain category, for instance, Chocolate, Beverages and Coffee, or Pet Care, work in collaboration with the Research and Development department (R&D) in order to ensure that all foods and beverages the company produces are new and innovative, and satisfy customer expectations. They also assist markets in accomplishing brand and business goals (Lee, 2014).
Nestle has also instituted Beverage Partners Worldwide, Cereal Partners Worldwide and other joint ventures, while owning a pharmaceutical firm, Alcon, which…
Reference
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Khandwalla, P.N. (1995). "Management Style." New Delhi: Mc-Graw Hill. P. 387.
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Multinational Companies and Ethical Theories: Human rights issues in the global supply chain are one of the major challenges that multinational companies face in their operations. While these firms try to support human rights through various initiatives, the also violate these rights through other practices that characterize their operations (Arnold, 2010, p.371). The human rights paradigm has extended to incorporate emerging actors to an extent that the debate on these rights
Resolution often needs to be imposed from above. A third type of communication problem at firms operating a matrix structure is that of corporate culture clash. In the case of Spectrum, the regional head office may wish to impose upon the different product functions the head office corporate culture. Each of the functional firms, however, may have its own culture and may find that it benefits from certain cultural differences.
Japanese consumers are also much more likely to eat meals at cafes. This required Starbucks to create a larger array of meal-based foods, rather than pastries. The Japanese tend to prefer drinking tea, as opposed to coffee, and once the initial novelty of coffee-drinking wore thin, Starbucks was forced to incorporate a wider array of beverages (Lewis 2003). Starbucks made coffee-drinking in Japan more popular than it was before
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