Nestle Pakistan

This report will hopefully be of interest to all those people who have either started or are considering to start working on the topic of HRM, especially that of Multinational Firms.

ACKNOWLEDGEMENT

The writing of this research report would have never been possible without the active support of many people, and by the collective efforts of many to whom we owe innumerable debts.

First of all we would like to thanks to Al-Mighty ALLAH who strengthen us to complete this report.

Secondly we are grateful to our course instructor Cdr. Azhar Nisar for providing us an opportunity to write this report under his highly valuable guidance that is always available to us.  Without his cooperation we would not have been able to complete this report.

Furthermore we would like to thank our parents and Zulfiqar Paracha and Muhammad Ismail Paracha who have given their valuable time and suggestions in the preparation of this report.

LIST OF FINDINGS

1. Findings
2. Categorizations
3. Who are Managers
4. Who are IT Managers
5. Job Specifications
6. Job Descriptions
7. Duties of IT Managers
8. Roles of IT Managers

LIST OF APENDICES

1. Pakistani Product Line
2. Corporate Office
3. Sialkoat Factory
4. Kabirwala Factory
5. Offices Map [Pakistan]

CHAPTER I

AIMS AND OBJECTIVES

AIMS:

1. To fulfill the course requirement of “Human Resource Management”
2. To identify and analyze the Job of IT managers in a Nestlé’s Pakistan Ltd.
3. To inquire the Job Specifications of IT managers.
4. To inquire the Job Descriptions of IT managers.
5. To propose suggestions that help IT managers in maintain an excellent operational atmosphere so that they can keep convey their best output.

OBJECTIVES:

1. Describe the relationship between job analysis and other HR  functions.
2. Choose appropriate methods for conducting job analysis given a particular use of the data
3. Conduct job analysis
4. Prepare valid, job-related, lawful job descriptions and Job specifications

CHAPTER II

NESTLE’S HISTORY

1886-1905

The key factor which drove the early history of the enterprise that would become The Nestlé Company was Henri Nestlé's search for a healthy, economical alternative to breastfeeding for mothers who could not feed their infants at the breast.

1905-1918

The Company formed by the 1905 merger was called the Nestlé and Anglo-Swiss Milk Company.

 By the early 1900s, the Company was operating factories in the United States, Britain, Germany and Spain.

Nevertheless, the war created tremendous new demand for dairy products, largely in the form of government contracts. To keep up, Nestlé

purchased several existing factories in the United States. By war's end, the Company had 40 factories, and its world production had more than doubled since 1914.

1918-1938

The end of World War I brought with it a crisis for Nestlé.

         Government contracts dried up following the cessation of hostilities, and civilian consumers who had grown accustomed to condensed and powdered milk during the war switched back to fresh milk when it became available again. In 1921, the Company recorded its first loss. Rising prices for raw materials, the worldwide post-war economic slowdown, and deteriorating exchange rates deepened the gloom.

1938-1944

The effects of the onset of World War II were felt immediately by Nestlé.

As in World War I, production and sales rose in the wartime economy: Nestlé's total sales jumped from $100 million in 1938 to $225 million in 1945. As the end of the war approached, Nestlé executives found themselves unexpectedly heading up a worldwide coffee concern, as well a company built upon Nestlé's more traditional businesses.

1944-1975

The close of World War II marked the beginning of the most dynamic phase of Nestlé's history.

1975-1981

After the agreement with L'Oréal in 1974, Nestlé's overall position changed rapidly.

For the first time since the 1920s, the Company's economic situation deteriorated as the price of oil rose and growth in the industrialized countries slowed. In addition, foreign exchange rates deteriorated with the French franc, dollar, pound sterling, and mark all losing value relative to the Swiss franc. Finally, between 1975 and 1977, the price of coffee beans quadrupled, and the price of cocoa tripled. As in 1921, the Company was forced to respond quickly to a radically changed marketplace.

1981-1996

Under a new Chief Executive Officer, Helmut Maucher, Nestlé approached the 1980s with a renewed flexibility and determination to evolve.

In 1984, Nestlé's improved bottom line allowed the Company to launch a new round of acquisitions, including a public offer of $3 billion for the American food giant Carnation. At the time, the takeover, sealed in 1985, was one of the largest in the history of the food industry.

1996+

The first half of the 1990s proved to be a favourable time for Nestlé: trade barriers crumbled and world economic markets developed into a series of more or less integrated trading areas.

CHAPTER III

NESTLE PAKISTAN LIMITED

Nestle Pakistan took a major participation in FMCG market in 1981. After it assumed the management of the company.

Production

Having originally begun operations in 1979, the factory was producing UHT milk, Butter, Cream, Desi ghee and FROST by 1988. After Nestle acquired interest in the company Nestle drew up an ambitious portfolio of expansion plans. With the passage of 22 years Nestle Pakistan has introduced 35 different products in Pakistani market. Thus the era of growth which has begun in 1981 is still on the move.

Exports

Nestle Pakistan entered the export market in 1993 with the export of infant cereals to Afghanistan. In 1994 export to Afghanistan was expanded to products to Urban consumers, it helps in arresting environmental degradation caused by the influx of cattle in to towns.

The Future

Nestle Pakistan has experience excellent growth. For the year ending December 2002 its turn over is experience to exceed over rupees 7.7 billion. Given the under-developed nature the food industry in Pakistan and its entry in to new food categories, Nestle Pakistan is confident to achieve sustained growth in the years ahead.

CHAPTER IV

METHODOLOGY

Before getting along with any research one must have to come up with a bonefied methodology or a game plan. To fulfill this task the methodology we had come up with is as under.

Research Procedure

Our research procedure includes the following:

1. Primary research
2. Secondary research

Primary Research

        Our primary research includes the gathering and collecting of facts and figures, for this we will use two research tools which are “Questionnaire” and “Direct Interviewing” from the executive officers of IT division of the firm.

Secondary Research

        Our secondary research includes the gathering and collecting of facts and figures through “Annual Reports, Guidelines, Research reports, Internets and Business magazines”.

Formulation of Hypothesis

        Our research falls in the category of an “Exploratory Research” so there will be no formal hypothesis in the study.

Sampling

        Since the organization we are focusing is of a very large scale. So this thing gradually or eventually forbids or resists in our research. To overcome this problem we have limited our research in term of focusing the persons from whom we have to gather information.

Sample Size

The sample size drawn for this research is:

For interviews:

1. 2 people at managerial level.
2. 3 people at executive level.

For Questionnaires:

Twenty questionnaires will be distributed in the IT department and we hope that out of these twenty distributed questionnaires we will get 90% desire information we need from these questionnaires. The distribution of theses questionnaires will be among employees working under IT manager, IT managers and Executive officers.

CHAPTER V

FINDINGS

Every research has to be concluded with prior findings, for this reason we have developed a 5 phase model:

The Model

CATEGORIZATION OF NESTLE’s WORKFORCE

Employees are classified as:

1. TRAINEES                 
2. PERMENENT                                

TRAINEES:

A member of staff, who is temporarily employed to fill a permanent post in the company, has to go through a training program. On the agreement of his immediate sub ordinate depending on his performance, he then has to undergo experimentation period, which leads to the confirmation of the candidate. Experimentation period can also be extended at the maturity of the management. Confirmation of experimentation is at sole discretion of the company.

PERMANENT:

An employee, who has been engaged on work of permanent nature and has satisfactorily, completed a experimental period in the same or another occupation is eligible to be a permanent employee of the organization.

WHO ARE THE MANAGERS

A manager is that employee to whom the power has been delegated to direct the work of others he’s the one who is responsible for work output, it doesn’t matter what designation is given to him/her. A manager can be at the lowest level of management, honestly managing a group of workforce.

WHO ARE “IT MANAGERS”

 IT manager is that employee who has the bottomless understanding of information technology, computer hardware and software, database technology, and telecommunication networks. Have the basic understanding of the different categories of information systems and their roles in different management levels in organizations and the basic understanding of different organizational and managerial support systems, knowledge of planning, developing, and managing information systems and hands-on experience of using information technology for management tasks.

JOB SPECIFICATION

The job specification is the written outline of what the specific skills, education, and experience and about the candidate’s mental and physical abilities needed to perform a job.

Job Title:                IT Manager

Job Location:                IT Department, Head Office.

Supervisor:                        CEO

Education:                        Commerce Graduate or MBA in MIS

Experience:                        5 years, experience in IT Industry

Communication:        Excellent Communication (writing & spoken) abilities in English & Urdu).

Physical Demand:        Average person with a cool minded.  

Mental Demand:        Highly recognized skills in IT management and administration.

JOB DESCRIPTION

The job description is the written outline of what the job entails, based on the research that we've done via job analysis. In essence, the job analysis constitutes the data collection phase of the process. Once the raw data has been collected, it needs to be organized into a readable, useable, format. This, then, is the job description.

 

Job Title:                        IT Manager

Job Location:                IT Department, Head Office.

Supervisor:                CEO

Job Summary:        To implement guidance, training, and consulting. The traditional technical responsibilities must all be consistent within the organization.

DUTIES OF IT MANAGERS

An IT manager must have to fulfill following duties:

1. To stimulate, lead and help IT Managers and IT officers in achieving their respective targets.
2. To systematize IT research so as to explore new avenues of business development and recommend IT approach for better segmentation.
3. Analyzing the IT atmosphere, study the changes in administrative environment and the mind-set of the employees, monitoring overall behavior and carry out IT research into operation.

4. To maintain close contact with employees of all departments in order to obtain internal activities Information about internal activities with reference to maintaining excellent working environment.
5. To introduce and coordinate a system to hold    regular / Periodic get together with each other.

ROLES OF IT MANAGERS

Following are the roles that are performed by IT Managers:

1. IT Manager must have a deep understanding of information technology.
2. IT manager could plan, develop and manage information systems.
3. IT Manager have to lead (be proactive) in suggesting technologies and applications in order to ensure the productivity.
4. IT manager should be purely supportive (reactive) in meeting requested demands.

CHAPTER VI

CONCLUSION

The conclusion drawn from this research is that Nestle Pakistan accentuate on the working circumstances and the environment. Nestle generally make the employees endure the training while appoint them, during this training period they observe the person and his nature of job.

The IT Managers on the other hand have an organized vision regarding their careers; the company helps them in making an apparent image of where they are heading with what skills.

CHAPTER VII

RECOMMENDATIONS

In the end we would like to suggest following recommendations to the IT managers of Nestle Pakistan:

1. Engage the subordinates in the decision-making process.
2. Always emphasize on learning newer technology and share their knowledge with their subordinates.
3. Improve the feedback procedures for the subordinate’s performance.
4. Take note to their ideas and suggestions.
5. Arrange and attend  workshops, training programs and seminars
6. Introduce computer and IT literacy programs to make the subordinate workforce intact with the rapid changing world of computers.

REFERENCE MATTER

1. Brochures and Flyers.
2. Business Magazines
3. Company’s Research Reports
4. Sample Report format [provided by: Cdr ®. Azhar Nisar]
5. HRM Books
6. Internet Media

BIBLIOGRAPHY

1. Books:

1. Managing Human Resources by Wayne F. Cascio Fifth Edition

1. Web sites:

APPENDICES

PAKISTANI PRODUCT LINE

CORPORATE OFFICE

SAILKOT FACTORY

KABIRWALA FACTORY

OFFICES MAP [ PAKISTAN ]