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HINDUSTAN UNILEVER SALES ORGANIZATIONSTRUCTURE Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods(FMCG) Company.

HUL and Group companies have about 15,000 employees, including1200 managers.The fundamental principle determining the organization structure is to infusespeed and flexibility in decision-making and implementation, with empowered managers across the companys nationwide operations. For this, HUL is organized into two self-sufficient divisions Home & Personal Careand Foods & Beverages - supported by certain central functions and resources toleverage economies of scale wherever relevant.Board is headed by the Chairman, and comprising 5 whole time Directors and 5independent nonexecutive Directors. The day to day operations are supervised by theNational Management comprising the Vice Chairman, Managing Director (HPC),Managing Director (Foods) and the Finance Director.Divisions each division is self-sufficient with dedicated resources and assets in sales,marketing, commercial, and manufacturing. The two divisions are further reorganizedinto categories.Typically, each category and each function - Sales, Commercial, Manufacturing - isheaded by a Vice President. They with their respective Managing Director comprise thatDivision's Management Committee. For managing sales operations, HUL divides the country into four regions, with regionalbranches in Delhi, Kolkata, Chennai and Mumbai. Headed by a Regional Manager, theycomprise Regional Sales Managers and Area Sales Managers, assisted by dedicated fieldforces, comprising Sales Officers and Territory Sales Incharges.In Marketing, each category has a Marketing Manager who heads a team of BrandManagers dedicated to each or a group of brands.The commercial team

of a Division is responsible for its supply chain management.There are teams dedicated to sourcing, planning and logistics.Each Division has a nationwide manufacturing base, with each factory peopled by teamsof Production, Engineering, Quality Assurance, Commercial and Personnel Managers.

Motivation is the process that energizes employees and propels them to pursue their goals. Well-designed and well-executed performance appraisals have a strong motivational impact. Appraisals have the power to motivate employees because they provide a number of interconnected benefits:

They demonstrate the need for improvement. If employees dont have a clear understanding of how theyve been performing, they cant be motivated to make any improvements. They meet higher-level psychological needs. Researchers continue to find that recognition is one of the most powerful forms of motivation for large numbers of employees. Although you can find numerous possible sources of recognition on the job, performance appraisals are an opportunity for employees to receive formal, significant, and enduring recognition from their manager. They build a sense of personal value. When managers take the time and effort to carefully review, analyze, document, and discuss performance with employees, the underlying message to the employees is that theyre important and valuable, and this alone is quite rewarding, whether the feedback is positive or not. They enhance personal development. Performance evaluations are motivational for employees who are looking to enhance their personal learning, growth, and development. Appraisals are a highly valuable source of information, insights, and tools necessary for such progress. Performance appraisals are similarly motivational for employees whose needs are centered on achievement, goal attainment, and sensing personal effectiveness, respect, and trust.

They turn employees around. When employees are performing poorly, performance appraisals can provide the wakeup call that they need to get refocused and

reenergized. With performance appraisal, however, the purpose of the session is not strictly disciplinary, so the employee is more likely to walk in with a more receptive and open mind. As a result, your comments regarding an employees questionable performance have an excellent chance of being heard and generating action as a result. They increase satisfaction. When performance appraisals meet the employees needs in such areas as gaining recognition, sensing achievement and competence, experiencing growth, and meeting objectives, theyre also contributing to the employees job satisfaction, and this is one of the most important elements at work today. When employees are satisfied, some of the most visible indicators are reduced turnover, absenteeism, and tardiness

A sales budget is a detailed schedule showing the expected sales for the budget period; typically, it is expressed in both dollars and units of production. An accurate sales budget is the key to the entire budgeting in some way. If the sales budget is sloppily done then the rest of the budgeting process is largely a waste of time. The sales budget will help determine how many units will have to be produced. Thus, the production budget is prepared after the sales budget. The production budget in turn is used to determine the budgets for manufacturing costs including the direct materials budget, the direct labor budget, and the manufacturing overhead budget. These budgets are then combined

with data from the sales budget and the selling and administrative expenses budget to determine the cash budget. In essence, the sales budget triggers a chain reaction that leads to the development of the other budgets. The selling and administrative expenses budget is both dependent on and a determinant of the sales budget. This reciprocal relationship arises because sales will in part be determined by the funds committed for advertising and sales promotion. The sales budget is the starting point in preparing the master budget. All other items in the master budget including production, purchase, inventories, and expenses, depend on it in some way. The sales budget is constructed by multiplying the budgeted sales in units by the selling price.

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