NESTLE PAKISTAN

ORGANIZATIONAL BEHAVIOUR-TERM PROJECT

Syed Ali Hadi Raza Zaidi-13604Syed Bilal Ahmed-11971Umair Mahmood-13559Sharik Mahmood-13058Usama Salam-13684

Table of Content

Acknowledgement.…………………………….………………………………3

Executive Summary.…………………………………….……………………..4

Introduction……….…………………………………….……………………...5

History…………….…………………………….……………………………...7

Product & Services.……………………………….……………………………8

Mission & Vision Statement……….……………….……………………….….9

Board of Directors………………….…….……………………………………10

Organizational Structure of Pakistan..…………………………………………11

Global Sales Structure……………….……...…………………………………...12

Organization Structure……………….……..………………………………...…13

Management Committee………………….……………………………………14

Registered & Corporate Office.........................................................................…...15

OB Practices in Nestle……………………………………………..……………..16

OB of Nestle…………………………………….……………………….………..19

Ob of Individuals………………………………….………………………………20

Organizational Culture of Nestle……………………..……………………………21

Hiring & Training Programs………………………………………………………..23

Power, Politices & Learning………………………………………………………...24

Teams, Groups & Conflict Management………………….……………………....25

Code of Conduct…………………………………………….…………………….26

Analysis………………………………………………………..…………………...27

Recommendations…………………………………………………………………29

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Acknowledgement

We are heartily thankful to our course facilitator Mr. Shafqat Ullah whose encouragement, guidance and support from the initial to the final level enabled us to develop an understanding of the subject and helped us in the completion of this report.

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Syed Ali Hadi Raza Zaidi-13604Syed Bilal Ahmed-11971Umair Mahmood-13559Sharik Mahmood-13058Usama Salam-13684

Executive Summary

This report is on the organizational structure of Nestlé Pakistan. It starts with an introduction about Nestlé followed by the history of Nestlé. It gives a briefing about all the products offered by Nestlé. This report also includes the management committee. The report shows an internal architecture of the working of the Nestlé confectionary business. It includes the organizational behavior practices which define the communication style and the culture. It also defines the behavior of individuals and about the group in general.

The objectives and policies of the organization are also stated along with the practices.

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INTRODUCTION

Nestlé Pakistan Ltd is a subsidiary of Nestlé S.A. - a company of Swiss origin headquartered in Vevey, Switzerland. It is a food processing company, listed on the Karachi and Lahore stock exchanges and operating in Pakistan since 1988 started as a joint venture with Milk Pak Ltd. and took over the management in 1992. For ten years in a row, the company has won a place among the top 25 companies of the Karachi Stock Exchange.

Headquartered in Lahore, the Company operates four production facilities. Two of it’s factories in Sheikhupura and Kabirwala are multi product factories. One factory in Islamabad and one in Karachi produce bottled water. Through it’s effective marketing and a vast sales and distribution network throughout the country, it ensures that it’s products are made available to consumers throughout the country.

Nestlé Pakistan has large operations with multi-dimension areas but people, quality products and brands are the main flag bearers of the company’s image.

Nestlé Pakistan now operates the biggest milk collection operation in Pakistan, Currently, Nestlé Pakistan collects milk from an estimated 190,000 farmers spread over 146,000 sq Km’s in the province of Punjab and Sindh.

Nestlé believes in creating shared value and is committed to the communities it works and lives with. In Pakistan, the company is working closely with communities in areas related to Nutrition, Water and Rural Development, and continues to enhance the quality of life of people through out its value chain.

Nestlé Pakistan today is the leading Food & Beverage Company in Pakistan with a key focus on Nutrition, Health and Wellness and reaching the remotest of locations throughout Pakistan to serve the consumers. Nestlé Pakistan prides itself in being the leader in Nutrition, Health & Wellness. Ever since 1867, when Henri Nestlé invented the first infant food, nutrition has been in their DNA. Today more and more consumers mirror our emphasis on nutrition, as they realize that food choices affect their health and quality of life.

The company’s strategy is guided by Nestlé’s Corporate Business Principles which are in line with internationally accepted best practices and ethical

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performance culture. The Company’s priority is to bring the best and most relevant products topeople, wherever they are, whatever their needs are, and for all age groups.Nestlé is not a faceless corporation catering to faceless consumers, but is a human company providing a response to individual human needs. It respects the cultures of the countries and is committed to make a contribution to the quality of life ofpeople.

In line with Nestlé’s global philosophy, Nestlé Pakistan is proud of it’s commitment to excellence in product safety and quality and to providing value and services to it’s consumers. As a socially responsible corporate, we always focus on environment friendly operations, ethical business practices and our responsibility towards the communities.

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History

1912-Nestlé begins its long relationship with South Asia when the Nestlé Angle-Swiss Condensed Milk Company starts importing and selling finished products in the Indian market.

1979-MILKPAK Ltd. is founded by Syed Babar Ali. It manufactures UHT milk, cream and butter, as well as fruit juices.

1981-Production of long shelf-life UHT milk begins at MILKPAK Ltd.'s Sheikhupura factory.

1988-Nestlé SA acquires a 40 percent share in MILKPAK Ltd.

1990-The Sheikhupura factory starts the production of NESTLÉ® NIDO® milk powder and cereals. A new plant is acquired at Kabirwala in the Punjab.

1992-Nestlé takes over the running of the company and begins to develop its milk collection network. A Maggi® Noodles plant is installed at the Kabirwala factory.

1996-MILKPAK Ltd. is renamed Nestlé Milkpak Ltd.

1997-The Kabirwala plant becomes a fully owned unit of Nestlé Pakistan Ltd.

1998-NESTLÉ® PURE LIFE™ bottled water is premiered in Pakistan. Within a few years it becomes one of the world's leading brands of bottled water. Meanwhile, Nestlé milk collection system in the Punjab matures and the company is able to buy all its milk from farmers instead of relying on contractors.

2001-Nestlé Pakistan acquires the Fontalia™ and AVA® water companies which specialise in supplying water to homes and offices.

2004-Afghanistan becomes the fourth sales zone of Nestlé Pakistan Ltd.

2005-Nestlé Milkpak Ltd is renamed Nestlé Pakistan Ltd. The GLOBE project is successfully launched, and is intended to further cooperation and information sharing with Nestlé companies around the world. Nestlé Pakistan responds swiftly to October's devastating earthquake, using its own distribution channels to bring aid to the worst affected areas.

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Products & Services

Milk , Dairy & Chilled Dairy: Nestle Milk Pak Nesvita Nido Everyday Nestle Dahi Nestle Fruit Yogurt Nestle Raita MILKPAK Cream Nestle Creations Nestle Diet Yogurt

Beverages: Nescafe Nestle Milo Nestle Fruita Vitals

Bottled Water: Nestle Pure Life Available in 0.5, 1.5,12, 19 liters.

Baby Food: Nestle Cerelac

Prepared Meals: MAGGI 2-minute Noodles MAGGI 2-minute taste maker

Breakfast Cereals: Nestle Corn Flakes Nestle Koko Krunch

Chocolate & Confectionary: KITKAT KIKAT Chunky POLO

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Mission & Vision Statement

Our Vision

Nestlé’s global vision is to be the recognized leading Nutrition, Health and Wellness Company. Nestlé Pakistan subscribes fully to this vision of being the number one Nutrition, Health, and Wellness Company in Pakistan.

In particular, we envision to; Lead a dynamic, motivated and professional workforce – proud of our heritage and positive about the future.

Meet the nutrition needs of consumers of all ages – from infancy to old age, from nutrition to pleasure, through an innovative portfolio of branded food and beverage products of the highest quality.

Deliver shareholder value through profitable long term growth, while continuing to play a significant and responsible role in the social, economic, and environmental sectors of Pakistan.

Our Mission

To positively enhance the quality of life of the people of Pakistan by all that we do through our people, our brands and products and our CSV activities.

Our Ambition

GOOD FOOD GOOD LIFE

To be the leading Nutrition, Health and Wellness Company in Pakistan.

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Board of Directors

Syed Yawar Ali Chairman

Ian J. Donald Managing Director

Frits van Dijk Director

Pierre Schaufelberger Director

Giuseppe Bonanno Director

Syed Babar Ali Director

Syed Hyder Ali Director

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Organizational Structure of Nestle Pakistan

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South North

Karachi

Gulshan Town

Hasan Square

Structure of Sales Department

Organization Structure

N e s t l é P a k i s t a n f o l l o w s a f l a t , m a t r i x o r g a n i z a t i o n a l s t r u c t u r e . T h e departments are divided function-wise and product-wise. All the products use different funct ional depar tments , and a l l the funct ional depar tments have speci f ic product departments within them. The span of control is wide, as each department head has many direct and indirect reporting relations with his subordinates. Also, as in a pure matrix form, near ly a l l employees have two or more depar tments to repor t to , d i rec t ly or indirectly. T h e M a n a g i n g D i r e c t o r o f N e s t l é P a k i s t a n r e p o r t s d i r e c t l y t o t h e H e a d O f f i c e i n Switzerland, and gets guidance and objectives from them. Directly under the Managing Director are different functional departments:

• Business Executive Managers• Head of Human Resource Department• Head of Sales Department• Head of Supply Chain4• Head of Food Services Department• Head of Technical Department• Head of Finance Department• Head of Corporate and Legal Department

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MANAGEMENT COMMETTIEE

Name DesignationUsman Iqbal Bhatti Country Business Manager WatersFaisal Akhtar Rana Business Manager (Coffee, Milk Modifiers & Cereals)Edouard Simond Head of TechnicalSamra Maqbool Business Manager CulinaryIan J. Donald Managing DirectorRizwan Yousuf Country Business Manager (Nutrition)Giuseppe Bonanno Head of Finance & ControlZafar Hussain Shah Head of SalesKhurram Zia Business Executive Manager (Ambient Dairy)Nauman Khan Country Business Manager (Nestlé Professional)Syed Fakhar Ahmed Head of Corporate AffairsShaheen Sadiq Head of CommunicationAli Sadozai Company Secretary & Head of Legal AffairsSalman Nazir Head of Supply ChainMichel Juillerat Head of Human ResourceArsalan Khan Business Manager (Beverages)

Abdullah Jawaid Business Manager (Chilled Dairy)

Registered & Corporate Office14

Nestlé Pakistan Limited308 – Upper Mall,Lahore - 54000, Pakistan.PABX: (042) 111 637 853Fax: (042) 35789303-4Corporate Office Annex• 304 – Upper Mall,Lahore, Pakistan.• Park Lane Tower,1st & 2nd Floor, 172 – Tufail Road,Lahore Cantt., Pakistan.

Branches/Regional Offices

South Zone Center Zone: North Zone:

Karachi Gujranwala IslamabadF-77/1, Block - 7, Habib Bank Plaza, Plot No. 395/396,

Kehkashan Cliftton, 1st Floor Satellite Town, Sector I-9/3, Industrial Area,Kda Scheme 5, Karachi. Gujranwala. Islamabad.

Phone: 021-35876770, 35876093 Phone: 055-3733415, 3733243 Phone: 051-4859300, 4859301

Fax: 021-35833937 Fax: 055-3733379 Fax: 051-4859303

Quetta Faisalabad Jhelum63-B-D, Chaman Housing Scheme, Ground Floor, Al-Haq Palaza 271-A, House No. 5/155 Sabir Road,

Opp. Askari Park, Quetta. Small D Ground, Peoples Jhelum Cantt, Jhelum.Phone: 081-2834887, 2821243 Colony I, Faisalabad. Phone: 0544-720004

081-2823946 Phone: 041-8716937, 8555607 Fax: 0544-629126

Fax: 081-2847797 Fax: 041-8716823 Peshawar

Hyderabad Multan 42-D Jalala House,House No. 178, Block C, Unit 2, Al-Syed House, Old Jamrud Road,

Latifabad, Hyderabad. Street No. 2, Iqbal Park, University Town, Pehsawar.Phone: 022-3860403 Sabzazar Colony. Bosan Road, Phone: 091-5700859

Fax: 022-3863202 Multan. Fax: 091-5854454Phone: 061-6212901 , 6512900

Fax: 061-6212901

OB PARACTICES IN NESTLE

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COMMUNICATION:

Communication Strategies followed by Nestle: At Nestle the working environment was very formal. People were encouraged to participate and they could easily

communicate with their co-workers. Few of the things that we noticed about their communication flow were Mostly downward communication occurs. However employee suggestions were also welcomed. They can talk to their superiors easily.

Employees and workers are encouraged to participate in decision making to some extent. They are asked their opinions in any new package that the company is offering.

But mostly at higher level, GM of all the departments interacts with each other for major decisions. And the lower level is informed about the decision.

No trend of memos, unless there is a major event or an unexpected holiday announcement. There is not much written communication.

They mostly contact through a phone call or email. In a way we see that there is an open communication channel within the company.There is the network of communication links within organization, to achieve the goals as well as institutional objectives.

INTERNAL COMMUNICATION:

Nestle has maintained open communication channels both downward and upward in the company’s hierarchy. This is quite effective in creating a good working environment for the employees. Mostly all the conversation that is being carried on is through e-mails within departments and employees. All sorts of announcements are made through e-mails most of the time no such memos are used.

Downward Communication:

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In Nestle message which is sent to workers by top authority is called downward communication.

It is the is deliberate creation of communication channels by the top authorities on formal lines to inform, instruct, direct, suggest and evaluate employees in the process of coordinating individuals efforts towards organization goal.

Downward communication takes place when managers like to inform or educate the employees.

Downward communication is also utilized by the managers to send feedback to the subordinates as a response to the upward communication.

Upward Communication:

The message or any other data which is sent to authorities by the employees is called upward communication.

Through this, top management can maintain continuous touch with the low levels.

In absence of this communication top level will be isolated and in the long run managers will be totally fail to manage people and work

Examples include, Complaints about working conditions or about any other negligent employee. The medium used include letters and emails.

EXTERNAL COMMUNICATION:

In Nestle the external communication means sending messages to persons outside the company. The sources used by Nestle for its external communication are as follows

By Annual Report Media Advertisement Print media advertisement By giving packages Through services Through Presidents message

Barriers to Communication in Nestle The problems those are faced by Nestle are as follows

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Cultural Difference:

Since Nestle is a multinational company having thousands of employees from different areas and having entirely different culture, it faces a great problem in its day to day business activities.

Emotional Interference:

Nestle has a huge area all over the world. And operate this huge mob employees is not an easy task. There are many reasons in which the employees become anger and which may cause of barriers.

Information overload and message competition:

Nestle in Lahore is the land office in Pakistan which deals to the whole Pakistan. There are millions of messages which come from customer and they have not enough time to read and reply, thus barrier in communication.

ORGANIZATIONAL BEHAVIOR OF NESTLE

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“Individuals are the bricks of an organization and Individuals create groups and groups create organization”

Nestle organizational behavior focuses primarily on two major areas. Organization behavior looks at individual behavior based mainly on contributions from psychologist; this area includes such topics as personality, perception, learning and motivations. Nestle knows the importance of individuals (MAN) who are the main bricks for organization behavior. Nestle has been placing greater focus on employee empowerment and participation, which are essential for long-term growth and success of the company, and therefore employees have been encouraged to put forward their issues, concerns and suggestions. Nestle trust its employee’s focus on integrity, competence, consistency,loyalty and openness. Manager stops at people desks during the day to chat with them about their work, keeping up to date also earns the trust of employees.Secondly their organizational behavior is concerned with group behaviors, which influence roles, team building and conflict. The organization group behavior is good. Once the individuals are skillful, energetic, responsible, agreeable etc, then it is easy to make form successful groups.All these things make the organization behavior successful.In order to make all business affairs transparent, smooth and effective, following committees and teams have been formed which work cohesively and independently.

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ORGANIZATION BEHAVIOR OF Nestle AT INDIVIDUAL LEVEL

Biographical CharacteristicsTo observe the application of dependent variables (productivity, job satisfaction, absence, turnover ) at individual level at Nestle, we have prepared some tables;

VariablesJob

SatisfactionProductivi

tyTurnov

erAbsenc

esYoung More More Medium LessSenior Medium More Medium LessMale More More Less Less

Female More More No LessPermane

nt More More Less LessTempora

ry More More No Medium

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ORGANIZATIONAL CULTURE OF NESTLE

Organization culture is a system of shared meaning within an organization that determines in large degree how employees act.

After Nestles inception, the corporate culture underwent a comprehensive renewal program which was fully implemented in 2004. This program over the years included the revamping of the organizational architecture, rationalization of staff, employee empowerment and transparency in decision making through cross functional teams. This new corporate renewal program has divided the company’s major operations into independent activities supported by legal, financial, informative and other services. In order to reinforce and monitor this structural change, related check and balances have been established by incorporating monitoring and control systems.

IMPORTANCE OF CULTURE IN Nestle

According to the opinion of the Nestlé’s sales officer Nestlé is a sales oriented company. Strong culture is a symbol of more profit more earning and sense of responsibility. It is also a monument of well-disciplined enterprises in which every organ of that organization is well concerned with the ultimate objective of the organization. As it’s a fundamental truth that every individual from worker to Top manager is aware of his rights privileges responsibilities and outcome of efforts being invested.

Special efforts for continuously enriching our business systems and implementing relative strategies have always been fruitful which are aimed at augmenting a work culture that enhances employee motivation as well as gaining a better understanding of forces that shapes motivation, attitude, behavior patterns and expectations.

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SIX DIMENSIONS OF CULTURE

1. Innovation and risk taking: According to our survey what we have found is that employees are not much encouraged to be innovative and take risks.

2. Attention to detail: According to our survey employees has given importance.

3. Outcome Orientation: The manager’s focuses on both results or outcomes and the techniques needed to achieve those outcomes.

4. People Orientation: Management decisions do not take into consideration the effect of outcomes on people within the organization. They have made their employees a central part of their culture.

5. Team orientation: They emphasize on team orientation i.e. work activities are organized around them. Stability Nestle is maintaining the status in contrast to growth.

Zero Tolerance Nestle have high ethical standards and a ‘Business Principles and Ethics Policy’ in place. They value, encourage and inculcate corporate reforms, good governance, best business practices and an environment of continued adherence to ‘Zero Tolerance’, resulting in the development of our human capital and meeting all business challenges.

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Hiring & Recruitment

Hiring and requirement is the most important task performed by Centre of Expertise. It is the process on which the ent i re company’s fu ture and performance re l ies upon. The Business Par tners a re supposed to communica te the s taf f requi rements of d i f ferent departments, and set the job description and requirements. Contacts with universities and r e c r u i t m e n t e v e n t s a r e m a i n t a i n e d t o h a v e g o o d v i s i b i l i t y o f t h e C o m p a n y a n d recruitment sources. The recruitment office looks for three key characteristics: knowledge, personality and motivation. For managerial positions, specific leadership qualities and business acumen is required. Even when promoting employees from within the organization, it is their role to keep an eye on valuable candidates. Those who meet the essent ia l requi rements are then evaluated through a ser ies of screening tests, interviews and group discussion sessions to gauge their suitability for the job. It is extremely important to hire the right person, not just for Company’s objectives, but to help integrate newcomers in the organization so that their skills and behavior can merge smoothly with the company culture. At Nestlé the recruitment is done keeping the objective of diversification in mind. The organization has a global mindset which involves diversity to encourage and foster creativity and new ideas, which forms the unique selling proposition of a business.

Training Programs

Training is seen as an ongoing process. It doesn’t only involve training sessions and lectures, but day-to-day interactions with the superiors and fellow employees, absorbing their knowledge and ideas: guidance and coaching by managers is a given. Knowledge also comes through the tasks assigned: simple learning-by-doing and on-the-job training. Apart from that, Nestlé is committed to enhancing employee skills and competencies t h r o u g h f o r m a l t r a i n i n g p r o g r a m s . T h e s e a r e s e l e c t e d a c c o r d i n g t o i n d i v i d u a l requirements and the job they are working for. The candidates are selected based on their performance, potential and personal development goals and recommendations come from the Head of Human

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Resource Depar tment and the Business Par tners of respect ive departments. The Centre of Expertise is responsible for designing.

POWER AND POLITICS

Power is a potential ability and influence for a people which direct other people in desired direction to do something. In an organization managers use normally two types of power interpersonal and formal. Formal power is based on an individual position in the organization and personal power comes from an individual unique characteristics.

Legitimate Power:

Legitimate power is used in Nestle as it is based on the power a person receives as a result of his or her position in the formal hierarchy of an organization. The employee has the authority to control and use the organizational resources.

Expert Power:

Expert power is the influence based on special skills, knowledge or expertise. Expertise has become on of the most powerful sources. As jobs have become more specialized the organizations have become increasingly dependant on experts to achieve goals.

LEARNING

In Nestle learning is done to make the employees skilled at creating, acquiring, transferring knowledge, and to enhance their skills. In an Organization learning is a long-term activity that builds competitive advantage over time and requires sustained management attention, commitment, and effort. In Nestle collaboration with team members give the employees opportunity for learning social, technical and creative skills. When learning is effective the organization is highly aware of how to motivate its employees in the best ways. Rewards, such as education, bonuses are given to motivate employees. There are different kinds of rewards NESTLE gives to their employees which are as follows:

Cash bonuses Promotions Make team leader

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Increments in salaries Allowances like (fuel allowance, mobile allowance)

TEAMS AND GROUPS:

A group whose individual efforts result in performing that is greater than the sum of the individuals input. At Nestle, employees work in team and they have a team of over 4,500 unique individuals who make it Pakistan’s largest company. Being exposed to best practices and an enabling environment, they are the best minds in the industry today. By working in teams, employees bring their collective skills and knowledge to bear on problems and to develop innovative ideas for the organization. To be effective, teams should be formed with employees from a variety of functional areas. Work satisfaction relates to personal satisfaction of team members for the work they have done. In Nestle their team consists of individuals who have technical expertise, problem solving, decision making and interpersonal skills. And the work team members do provide them freedom, the opportunity to use different skills, the ability to complete it and that work has a substantial impact on others.

CONFLICT MANAGEMENT:

Nestle compromised self managed work teams according to employees response they feel greater level of responsibility on their shoulders and they measure the things like planning ,scheduling of work, and assigning tasks to the members of team, control the place of the work, make decisions through discussion between the team members, take actions to solve the problems and also interact with their customers and we found that the employees called their colleagues relationship officer rather than sales officer.

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CODE OF CONDUCT

In line with Nestle management’s effort to maintain the decorum and ensure an environment that is cohesive to the development and success of the people, a Code of Conduct has been put in place where the following activities can result in disciplinary action:

1. Unsatisfactory and negligent job performance.2. Excessive and unauthorized absence from duty.3. Unsatisfactory safety performance.4. Reporting on duty under the influence of drug or intoxicants.5. Absence from duty without notice or permission from the supervisor unless the cause of absence prevents giving notice.6. Using influence for promotion, transfer or posting.7. Conduct that violates common decency and morality.8. Engaging in a fight or in activity that could provoke fighting on site property.9. Insubordination or deliberate refusal to comply with reasonable requests or instructions.10. Use or possession of weapons, ammunitions, explosives, intoxicants, illicit drugs ornarcotics on site.11. Acts of “horse play” on site property.12. Gambling on site property or bringing illegal gambling paraphernalia on to the site.13. Theft or unauthorized removal of site property or property belonging to site employee, contractor and vendor.14. Intentional damage to site, employee, contractor or vendor property.15. Dishonest act or fortification of records, including the giving of false information when required.16. Bringing combustible material on site or having any type of match sticks, cigarette lighter or flame producing device in restricted areas.17. Smoking except in designated areas.18. Using or divulging without permission, any confidential information gained through employment at the site.19. Physical, mental or sexual harassment of fellow employee including threat to do bodily harm.20. Crime involving fraud, indecency, breach of dignity or public morals and other serious offences.

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21. Any other commission or omission which, in the opinion of the company, requires/justifies dismissal/termination of employment.

ANALYSIS

After studying various issues related to the organizational behavior within the organization we analyzed that

Nestle is working globally and is also operating in Pakistan. The organization behavior regarding goal setting for employees I have analyzed that the management of Nestle is effective in setting goals according to the competition in the privator sector of Pakistan.

The management style in Nestle is kind of participative management in which employees are given chance to share their ideas for decision making.

There are different kinds of rewards NESTLE gives to their employees which are as follows:

Cash bonuses Promotions Make team leader Increments in salaries Allowances like ( fuel allowance, mobile allowance)

We found very different kind of reward in Nestle that they motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank so as to motivate their employees. Many of the employees are being rewarded after accomplishment of their sales target in such a way that their management take them to the picnic or invite them for dinner frequently. And another very interesting fact which I found in Nestle is that their management does not fire their employees even their performance level is not up to the mark. Overall employees are satisfied with their company and jobs.

To some extent they are given empowerment to do their work. Most of them agree that their jobs are not creating any physical or mental problems for them.

But according to my opinion employees are facing job stress. It is a fact that cannot be denied. Because we know that stress is inevitable. It can

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only end up with the end of life But the company deals with this problem and provides them proper counseling.

Most of the employees have positive attitude toward their jobs.

If we see an overall picture, then it is clear that they are somewhat satisfied with their jobs and they don’t have a lot of stress on them. But still there is a need of improvement in strategies of NESTLE to make workforce more productive.

NESTLE asses the employee’s performance on: Leadership. Communication skills. Team work and Co-operation. Problem solving & decision making. Flexibility. Customer focus.

In NESTLE training to the employees is given for the current improvement in the job while developmental program is for improving the skill which will be used in the future. Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs.

Nestle has got the combination of leaders that are both task oriented and leadership oriented. This shows that Nestle have the leaders that perform better in all situations and can manage their teams more effective and efficiently.

The organization properly communicates its strategies to its employees to carry good results efficiently and effectively. The communication between the employees is good and that drives them to do outstanding achievement in work. In Nestle the employees are listened, respected, trusted, and valued that gives them a sense of self worth and belonging.

Nestle is providing clear path for career advancement to its employees, Company gives full support to its employees in this context. At Nestle, employees work in team and they have a team of over 4,500 unique individuals who make it Pakistan’s largest company. Being exposed to best practices and an enabling environment, they are the best minds in the industry today. By working in teams, employees bring their collective skills and knowledge to bear on problems and to develop innovative ideas for the organization.

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RECOMMENDATIONS

To increase goodwill and positive impression of Nestle among employees and customers Company should adopt the following things:

Enhance more promotion opportunities for their employees.

Encourage employees to participate in decision making.

We would suggest that specific job related training should be imparted to employees this would give an additional benefit to employees for improving their skills.

Professional counseling program should also be started to provide employees with the information, regarding future prospects at Nestle and in the mobile industry

Although Nestle is covering whole Pakistan but is rates are high they can lower its rates, with low charges in order to capture a larger market and this way they can capture the customers of low income group.

They should be establishing and maintaining effective communication with each employee, sharing of ideas and employee involvement in decision making process.

The employer should show a greater trust to employees and employees should feel good about their employer.

There should be no artificial barriers between employees and management.

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