This is the Internship report I have prepared as a requirement for the BBA program of Daffodil International University. I was Placed as an intern in the Human Resource department of Unilever Bangladesh Limited (UBL) for 3months and 15days from 15th`August to 30th November 2007.In UBL, I worked under the direct supervision of Ms.Mononita Syed Haq, Communication Manager. Ms Tanzina Hossain was my academic supervisor from Daffodil International University.
During the internship assignment, had the opportunity to develop an exposure to UBL as an organization. Moreover, I worked in the project entitled, “Internal Communication In Unilever Bangladesh Limited”
This report is the outcome of my internship assignment in Unilever Bangladesh Limited.
Objectives of the study:
- To have a sound understanding of the internal communication of Unilever Bangladesh Limited.
- To get an idea about the HR department of UBL.
- To gather some practical knowledge regarding manufacturing company.
- To identify some problems & suggest some recommendations against those problems.
Significance of the study:
I’ve chosen this topic for my internship report because internal communication in UBL plays a vital role in economic development of the country. The importance of the study are-
- It provides information and encourages sharing by driving and supporting the organization’s short-term and long-term goals and objectives.
- It ensures that these initiatives are implemented and followed at a local level.
- It ensures that knowledge-sharing and communication processes are part of the daily workflow across all functions of the business.
- It helps drive ownership and shared engagement.
Methodology includes direct observation, face-to-face discussion with employees of different departments, study of files, circulars, etc. and practical work. In preparing this report both primary and secondary sources of information have been used.
- Primary data:
- Direct communication
- Ø Exposure on different desks of the UBL
- Secondary data:
- Different documents
- Ø File study
Limitation of the study:
The report focuses only the internal communication of UBL. I have been provided with all necessary information at UBL, but due to the exhaustive nature of the study some were incomplete. Some problems may be termed as limitation of the study. They are as follows:
- Relevant papers and documents were not available sufficiently.
- Many procedural matters were written from my own observation, which may also vary from person to person.
- They do not provide all the information for their confidential purpose.
- Although they have tried their best to help me., their nature of job is such that give them little time to discuss.
That is why in-depth analysis was not possible.
ORGANIZATIONAL PART AN OVERVIEW OF UBL
Unilever Bangladesh Limited
Unilever Bangladesh Limited is a subsidiary of Unilever, world’s one of the largest Household and Personnel Care and Foods Manufacturer with an annual turnover of 47 Billion Euro or approximately TK.320000crore.Unilever Bangladesh Limited is the leading Household and Personnel Care product in Bangladesh with brands and a number of sub-brands.UBL is around here in Bangladesh for more than four decades. The company has a huge manufacturing facility in Kalurghat,Chittagong ;it also has 4(four)third party production facilities located in Gazipur.The HQ of UBL is in Gulshan- 1,Dhaka.
In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap – his revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. It was ‘to make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use our products’.
This was long before the phrase ‘Corporate Mission’ had been invented, but these ideas have stayed at the heart of our business.Even if their language – and the notion of only women doing housework – has become outdated.
In a history that now crosses three centuries, Unilever’s success has been influenced by the major events of the day – economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout we’ve created products that help people get more out of life – cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.
Over the last four decades, Unilever Bangladesh has been constantly bringing new and world-class products for the Bangladeshi people to remove the daily drudgery of life. Over 90% of the country’s households use one or more of our products.
When Bangladesh became an independent country in 1971, Lever Brothers Bangladesh Ltd was constituted with Unilever owing 60.75% shares and the Government of Bangladesh owning the remaining 39.25% shares. In 2004, Lever Brothers was renamed, “Unilever Bangladesh Limited” in order to align its corporate identity and logo with that of the global Unilever.
The Logo of UBL
The Icons of UBL:
Their new identity expresses the vitality at the heart of their brands, their people and their values. Each icon within it represents an aspect of their business, showing that they add vitality in everything they do.
Their primary natural resource. All life begins with the sun – the ultimate symbol of vitality. It evokes Unilever’s origins in Port Sunlight and can represent a number of their brands. Flora, Slim·Fast and Omo all use radiance to communicate their benefits.
A symbol of sensitivity, care and need. It represents both skin and touch.
Represents fragrance. When seen with the hand, it represents moisturisers or cream.
Represents creation, pollination, hard work and bio-diversity. Bees symbolise both environmental challenges and opportunities.
The double helix, the genetic blueprint of life and a symbol of bio-science. It is the key to a healthy life. The sun is the biggest ingredient of life, and DNA the smallest
A symbol of beauty and looking good. Placed next to the flower it evokes cleanliness and fragrance; placed near the hand it suggests softness.
A nurtured resource. It produces palm oil as well as many fruits – coconuts and dates – and also symbolises paradise.
Sauces or spreads
Represents mixing or stirring. It suggests blending in flavours and adding taste.
A bowl of delicious-smelling food. It can also represent a ready meal, hot drink or soup.
A symbol of nutrition, tasting and cooking.
Spice & flavours
Represents chilli or fresh ingredients.
Represents food, sea or fresh water.
Clean, healthy and sparkling with energy.
A symbol of freedom. It suggests a relief from daily chores, and getting more out of life.
A plant or an extract of a plant, such as tea. Also a symbol of growing and farming.
Represent beauty, looking good and taste.
A treat, pleasure and enjoyment.
Part of our commitment to sustainability.
A reference to science bubbles and fizz.
The plant is a symbol of freshness, the snowflake represents freezing. A transformational symbol.
Symobilses packaging – a pot of cream associated with personal care.
A symbol of love, care and health.
Represent fresh laundry and looking good.
Symbolises cleanliness, freshness and vigour.
A reference to clean water and purity
Unilever’s mission is to add Vitality to life. UBL meet everyday needs for nutrition; hygiene and personal care with brands that help people look good, feel good and get more out of life.
Unilever’s vision is continuous effort to meet the everyday needs of people everyday.
Objectives of the company
The objectives of UBL are as the bellow:
- To manufactured high-standard product.
- Promoting product to the highest extent.
- Producing large volume to achieve production cost economies.
- Enabling quality products to be sold out at obtainable prices.
- To achieve and continue growth in sales
- To continuously develop human resources
Strategies of the company:
Unilever Bangladesh consistently focuses on growth and risk minimization through product diversification and increasing the market share of existing products by responding to changing customer needs.
The activities are organized around 5(five) different departments. However,
the departments are headed by Directors. The departments are:
- Customer Management Department(Sales & Distribution)
- Brands and Development Department
- Supply Chain Department(both production & distribution logistics)
- Human Resources Department(HR)
- Finance, IT & Legal Department(Finance)
from junior managers to manager grade v. The managers have duel reporting system; they report both to their respective supervisors and to their concerned Directors. The company has non-managerial employees, although they are not many in number. The employees engaged through third-party contractors do not usually belong to formal UBL hierarchy.
The company’s major functions:
The company’s major functions are as bellow-
- Managing Regulations
- Promoting Corporate Social Responsibility
- Driving Corporate Communications
Descriptions of its business:
They aim to give everybody a little something to celebrate about themselves everyday. Over the last four decades, Unilever Bangladesh has been constantly bringing new and world-class products for the Bangladeshi people to remove the daily drudgery of life. Over 90% of the country’s households use one or more of our products.
Type of business:
Unilever is a Fast Moving Consumer Goods company with local manufacturing facilities, reporting to regional business groups for innovation and business results.
Operations-Home and Personal Care, Foods
Constitution-Unilever – 60.75% shares, Government of Bangladesh – 39.25%
Product categories-Household Care, Fabric Cleaning, Skin Cleansing, Skin Care, Oral Care, Hair Care, Personal Grooming, Tea based Beverages.
The brands of UBL
Wheel, Lux, Lifebuoy, Fair & Lovely, Pond’s, Close Up, Sunsilk, Lipton, Lipton Taaza, Pepsodent, All Clear, Vim, Surf Excel, Rexona.
The company has a Soap Manufacturing factory and a Personal Products Factory located in Chittagong. Besides these, there is a tea packaging operation in Chittagong and three manufacturing units in Dhaka, which are owned and run by third parties exclusively dedicated to Unilever Bangladesh.
Unilever Operations in Bangladesh provide employment to over 10,000 people directly and through its dedicated suppliers, distributors and service providers. 99.5% of UBL employees are locals and we have equal number of Bangladeshis working abroad in other Unilever companies as expatriates.
Detailed description of various functional departments
Brands & Development
It’s Create, develop and present the brand so memorably that it stands out against fierce competition in the marketplace. Building the Brand Management is an exciting department where brand managers are responsible for the growth and profitability of the brand. Unilever brand manager builds and presents a brand so memorably that it stands out against fierce competition in the marketplace. Gathering deep consumer insight, Brand Managers identify and define brand personality. On the one hand they look after the brands on a daily basis: planning and organizing activities that boost their image and increase their exposure. The job becomes all the more challenging in maintaining leadership positions in a competitive market, as at Unilever Bangladesh most of their brands are market leaders.
Supply Chain Management
Supply chain management is one of the most advanced, efficient and challenging systems in UBL.
Supply chain is a key strategic driver in a company like UBL which produces over one hundred Stock Keeping Units (SKUs) to meet the everyday needs of people everywhere. Proper planning, improvising Procurement Processes, First Time Right Manufacturing and timely Distribution are crucial strategies that significantly affect the profitability of the company.
Supply Chain is responsible for all the stages from sourcing raw materials to delivering the end product to the end consumer – a process often referred to as Planning, Procurement, Manufacturing and Distribution.
In this department HR Supporting and developing people and teams to deliver outstanding business performance. People involved in human resources are strategic business partners to all functions facilitating, guiding, and helping in implementing the people’s process for growth. They play both a tactical and a strategic role within every aspect of business partners, talent management, recruiting, management development, training, remuneration, communications, employee relations, and welfare. They also act as architects, of the organizations and facilitate and expedite the development of individual potential.
Finance teams are “Partners in Value Creation”. You’ll help UBL to seize opportunities, set aggressive targets and deliver on them. Over time they will acquire tremendous breadth and depth in finance skills and business experience. You’ll gain a thorough grounding in the company, becoming familiar with its processes, operations and risks and helping improve overall performance. From there the opportunities are diverse, ranging from positions in Controlling and Internal Audit to Treasury and Management or Financial Accounting. As well as looking at innovative ways of using and managing information, everyone will explore new ways of taking them to market, improve business processes and use technology to find new ways of working .
Customer Management will challenge everyone’s understanding of both business and consumers of UBL. The Customer Management team makes sure that UBL, as a company, meet the everyday needs of people everywhere through ensuring that their brands are always within the reach of their customers and consumers. To do so, pioneering new channels of distribution, ensuring visibility of their brands through attractive merchandising, and developing their distributors to enhance their penetration and coverage are crucial responsibilities entrusted upon their Customer Management team.
The company’s competitive conditions:
In a highly competitive environment where Unilever decided to reorient its communications work to ensure that communication and advocacy became a key component of all activities, both to raise the profile and also of sustainable development issues in specific.
Unilever Globally has a separate department for Communication, UBL being smaller in size does not have a separate dept, however communication is with the HR dept and much emphasis is given on Communication both internal and external.
- Beauty market in Bangladesh
- Beauty – healthy(dove)
- Toothpaste – whitening- hygiene
- Rural – washing soap – bathing soap
- Bathing soap – shampoo
- Hand wash awareness
The passion of their people is their greatest strength. At Unilever, all work together to the highest standards of professional excellence and integrity to make a difference to people’s everyday lives. People’s lives are changing fast. As the way we all live and work evolves, their needs and tastes change too. At Unilever they aim to help people in their daily lives. So they keep developing new products, improving tried and tested brands and promoting better, more efficient ways of working.
They have a portfolio of brands that are popular across the globe – as well as regional products and local varieties of famous-name goods. This diversity comes from two of our key strengths:
- Strong roots in local markets and first-hand knowledge of the local culture.
- World-class business expertise applied internationally to serve consumers everywhere.
As a business, they consistently rank among the world’s most admired employers and have a reputation for putting people first. That’s because they provide opportunities for all their people to pursue their careers goals, develop professionally and maintain a healthy balance between their professional and personal lives. They’re committed to their people because they recognize that their strength comes from their energy and passion. And they believe that diversity makes them stronger, through individuals working together to deliver outstanding results.
The weakness of UBL is size of operation. Huge market increasing everyday, so in case of UBL it is smaller compared to the market.
The great opportunity of UBL is market size – immense.
- Sachet – shampoo, paste, deodorant, personal product
- New products – dove
- Food business launch – family and norm – nuclear, both parent working – packaged foods
- Healthy foods – Knorr
- Ice cream – igloo – walls
- Competitor: Square Toiletries Ltd. is the premier competitor of UBL. So this can turn out to be great threat for UBL.
- Consumer Behavior: Consumer Behavior is a very important aspect to be considered. If consumers’ get demotivated about UBL’s Product, then this could be a huge threat for UBL.
Strategic, Operational and Legal Issues:
Growth to meet increasing demands
Demand cycle for each brand identified and followed up.
UBL surveyed that the following items are popular among the consumers according to occasions or seasons:
Rexona – summer
Ponds – winter
Closeup – Eid
Unilever subsidiaries are encouraged to promote and defend their legitimate business interests. They co-operate with governments and other organizations, both directly and through trade associations or chambers, in the department of or amendment of rules or regulations, which may affect their legitimate business interests. In the process they neither support political parties nor contribute to the political funds.
Problems facing the company:
Not a problem, rather a challenge to meet the increasing demand with sufficient supply. The company has a tea packaging operation in chittagong and four manufacturing units in Dhaka, which are owned and run by third parties but exclusively dedicated to Unilever Bangladesh. This type of manufacturing arrangement involves huge logistic problems, both upstream and downstream.
Strategies and Tactics used to cope with them:
People involved in human resources are strategic business partners to all functions facilitating, guiding, and helping in implementing the people’s process for growth. They play both a tactical and a strategic role within every aspect of business partners, talent management, recruiting, management development, training, remuneration, communications, employee relations, and welfare. They also act as architects, of the organizations and facilitate and expedite the development of individual potential.
To do this UBL increase their strategies.
An assessment of the company’s current state of operations:
In line with targets set for the year is an assessment of the company’s current state of operation.
In many respects, they think of Unilever Bangladesh as a community, rather than an organization. This community is shaped and led by its people, who operate creatively within a framework of shared values and business goals. Because their people are fundamental to the way they do business, they’re at the centre of everything they do. Their professional fulfillment, their work/life balance, their ability to contribute equally as part of a diverse workforce these is all issues to which we give priority. They grow as a company by growing their people. This insight is behind all their efforts to keep their people fulfilled and committed. It’s also why they stay connected with – and connect together their employees around the world, conducting surveys and ‘pulse checks’ which then feed into the future direction of their business.
LEARNING PARTINTERNAL COMMUNICATION IN UNILEVER BANGLADESH LIMITED
Communication is a key to any business success! Unless potential clients and customers are aware of your business, they will not have the information to contact you or to purchase your products. When they are aware of your business, they must be able to contact it easily. Internal communication is essential for every organization, but very few are able to manage it efficiently,
Internal communication is considered a vital tool for binding an organization, enhancing employee morale, promoting transparency and reducing attrition. Ironically, while everybody understands and talks about the significance of internal communication, very few are able to manage it efficiently. Both the long-term and short-term fallout of ineffective internal communication can be damaging for an organization. It can start from the spread of rumors to disillusionment among employees to a gradual destruction of the company’s brand image. Worse, it may also lead to the slow death of the organization.
Two types of communication are essential – external and internal.
- External Communication
External communication reaches out to the customer to make him or her aware of your product or service and to give the customer a reason to buy. This type of communication includes brochures, various forms of advertising, contact letters, telephone calls, Web sites and anything else that makes the public aware of what you do. Image is extremely important in external communication! Your logo should represent who you are; your letterhead should be a selling tool; your telephone message should reflect your professionalism.
- Internal Communication
Internal communication is essential to attracting and retaining a talented staff. You must provide the direction for the company by consistently communicating that message; you must motivate your staff through various forms of communication, which can include awards, newsletters, meetings, telephone calls and formal and informal discussions. Texts on organizational communications tend to first examine basics concepts such as “communications”, “sender”, “receivers”, “encoders”, etc.
To implement a communications strategy it is necessary to identify the communications tools that will most effectively engage internal and external audiences in satisfying the overall strategy goals. Depending on the size of an organization, a few considerations to make are:
For internal audiences:
- Identifying internal communication needs, such as:
(a) Creating a deeper understanding of other existing projects and how they fit in the overall organization’s objectives;
(b) Identifying common issues and experiences and how they were handled;
(c) Avoiding duplication of work, d) keeping board members and “top management” informed of progress and obstacles in projects;
(d) Identifying areas of internal collaboration; and
(e) Enhancing communication with external audiences.
- Identifying the tools
That would improve internal communications, such as: an internal e-mail system, an intranet system where staff members can upload information on their projects, an internal electronic newsletter, personalized e-mail addresses to use with external audiences, electronic discussion groups for specific project and subject areas, weekly staff meetings reviewing project progress and support needs.
- Building awareness
The importance of using internal and external communication tools for improving the work of the organization.
For external audiences:
- Identifying external communication needs
According to the different audiences and in different contexts. For instance, a project may involve the participation and coordination of various other organizations that need a permanent communication system to work together in organizing events or developing and sharing documents related to the events. Another project may involve posting a survey on the Web site that needs to be simple and straightforward to entice the audience to respond immediately and seek future results. Engaging the board of directors in a more active role in the strategic planning of the organization may also require a special communication set-up that would facilitate sharing documents, receiving feedback and having virtual meetings to finalize decisions.
- Identifying the tools
That would effectively engage external audiences in a two or multi-way communication practice with the organization, as related to a specific project or to an organizational objective. For the first case mentioned above, setting an electronic discussion group for a specific project and setting up a private site to share documents would facilitate the communication and coordination among all the actors involved in it. For the third case, you may want to setup a private site where the board of directors can look at financial statements and strategic plans, send their comments on specific issues to the rest of the board, and coordinate a virtual meeting to discuss critical issues and finalize decisions and recommendations regarding the organization.
- Building awareness of external audiences
In engaging in a two or multi-way communication system that will improve the execution of specific projects or achieve specific goals related to the organization.
Formulating internal communication strategy, the following factors should be taken care of:
- The purpose should be clear.
- The timing and medium are important.
- Language must be used carefully.
- The tools of communication should be effective.
- When people are vulnerable, their tolerance for ambiguity decreases, so they need to be told clearly to feel secure.
- Communication has to be supported by action.
Basic Structures/Policies to Support Effective Internal Communications
This communication can be looked at as communications downward and upward.
- Ensure every employee receives a copy of the strategic plan, which includes the organization’s mission, vision, values statement, strategic goals and strategies about how those goals will be reached.
- Ensure every employee receives an employee handbook that contains all up-to-date personnel policies.
- Develop a basic set of procedures for how routine tasks are conducted and include them in standard operating manual.
- Ensure every employee has a copy of their job description and the organization chart.
- Regularly hold management meetings (at least every two weeks), even if there’s nothing pressing to report. If you hold meetings only when you believe there’s something to report, then communications will occur only when you have something to say — communications will be one way and the organization will suffer. Have meetings anyway, if only to establish and affirm the communication those things are of a status that there are not immediate problems.
- Hold full staff meetings every month to report how the organization is doing, major accomplishments, concerns, announcements about staff, etc.
- Leaders and managers should have face-to-face contact with employees at least once a week. Even if the organization is over 20 employees (large for a non-profit), management should stroll by once in a while.
- Regularly hold meetings to celebrate major accomplishments. This helps employees perceive what’s important, gives them a sense of direction and fulfillment, and let’s them know that leadership is on top of things.
- Ensure all employees receive yearly performance reviews, including their goals for the year, updated job descriptions, accomplishments, needs for improvement, and plan to help the employee accomplish the improvements. If the non-profit has sufficient resources (a realistic concern), develop a career plan with the employee, too.
Ensure all employees give regular status reports to their supervisors. Include a section for what they did last week, will do next week and any actions/issues to address.
1. Ensure all supervisors meet one-on-one at least once a month with their employees to discuss how its’ going, hear any current concerns from the employee, etc. Even if the meeting is chit-chat, it cultivates an important relationship between supervisor and employee.
2. Use management and staff meetings to solicit feedback. Ask how it’s going. Do a round table approach to hear from each person.
3. Act on feedback from others. Write it down. Get back to it — if only to say you can’t do anything about the reported problem or suggestion, etc.
4. Respect the “grapevine.” It’s probably one of the most prevalent and reliable forms of communications. Major “movements” in the organization usually first appear when employees feel it safe to venture their feelings or opinions to peers.
Common Causes of Problems in Internal Communications
- Perhaps the most common communications problem is managements’ (leaders’ and managers’) assumption that because they are aware of some piece of information, than everyone else is, too. Usually staffs aren’t aware unless management makes a deliberate attempt to carefully convey information.
- When organizations are just getting started, their leaders can often prize themselves on not being burdened with what seems as bureaucratic overhead, that is, as extensive written policies and procedures. Writing something down can be seen as a sign of bureaucracy and to be avoided. As the organization grows, it needs more communications and feedback to remain healthy, but this communication isn’t valued. As a result, increasing confusion ensues — unless management matures and realizes the need for increased, reliable communications.
- Another frequent problem is managements’ not really valuing communications or assuming that it just happens. So they’re not aware of what they told to whom — even when they intended for everyone to know the information.
- With today’s increasingly diverse workforce, it’s easy to believe you’ve conveyed information to someone, but you aren’t aware that they interpreted you differently than you intended. Unfortunately, you won’t be aware of this problem until a major problem or issue arises out of the confusion.
- Particularly when personnel are tired or under stress, it’s easy to do what’s urgent rather than what’s important. So people misunderstand others’ points or understand their intentions. This problem usually gets discovered too late, too.
- Lastly, communications problems can arise when inexperienced management interprets its job to be solving problems and if they’re aren’t any problems/crises, then there’s nothing that needs to be communicated.
- As organizations grow, their management tends to focus on matters of efficiency. They often generate systems that produce substantial amount of data raw information that doesn’t seem to really be important.
8. Lastly, communications problems can arise when management simply sees no value whatsoever in communicating with subordinates, believing subordinates should shut up and do their jobs.
Objectives of internal communication:
They fulfill their objective of improving internal communications, widely distributed; and all managers and staff were encouraged to consider and adapt the best practices to their own circumstances. They also recommended that additional projects, such as training and coaching, be considered. They advised that future employee surveys should continue to measure employee satisfaction with internal communications, and they made a commitment to follow up on review.
The tools of internal communication in UBL:
Open communication is part of UBL way of operating. We gain commitment from our employees and employee representatives through ongoing dialogue, employee feedback and participation. Their people have several different channels for expressing their opinions and concerns as well as for driving positive change in their organization, principles and policies.
Tools of internal communication of UBL are as bellow:
- Buzz (Internet, Mass)
- Communication Meeting(Mass) –town hall
- Notice Boards(Mass)
- Pop – Ups (Mass)
- One to one meeting(Supervisor + Subordinates/Individuals)
- Skip Meeting(Individual)
- Telephone(field Sales)
Now let us discuss in briefly the advantages and disadvantages of this tools with the definitions.
Buzz is one of the internal communication tools used by UBL. This is very effective communication tool by which several users can excess the internal data area of UBL through internet. So it can be said that it’s a mass communication tool or system. It reluanged 5`th November2007 with a same format, process. Overall there is same standardized system. And uniform of all UBL is same.
- Collect more information
- Huge link of size
- Link with there brands.
2. Communication Meeting:
Meeting discussions should focus on the agenda, and every attempt should be made to involve each member. Time should be allowed for open, free discussion on the strengths and weaknesses of the program. Meeting atmosphere should be supportive rather than critical. Meetings should lay the groundwork for creating a productive atmosphere in which time is well spent.
- Encourage everyone to participate equally.
- Share ideas freely.
- Provide constructive suggestions rather than negative criticisms.
- Stay on track and on time.
- Be concise.
Disadvantage is that businesses lose personal relations when all they hear is a colleague’s voice. Jokes and remarks can be taken the wrong way or be offending when those involved can not see a caller’s smile of facial expression. Meetings are an important part of the job in Extension. This is because face-to-face (FTF) interaction is the traditional standard on which we base our communication with clientele groups, advisory boards, and Extension colleagues. However, FTF meetings may be an inefficient and costly way to conduct business, particularly when participants must travel a great distance. Over the past few years, travel-related costs (lodging, airfare, meals), have increased at a rate frequently greater than that of inflation.1 Travel budgets, on the other hand, have often remained static or decreased. An alternative meeting format called teleconferencing may be a solution.
Teleconferencing can only facilitate the linking of people-it does not alter the complexity of group communication. Although it may be easier for us to communicate with teleconferencing, it may also be easier for us to miscommunications. Teleconferencing is interactive group communication (three or more people in two or more locations) through an electronic medium.2 In general terms; teleconferencing can bring people together
under one roof even though they’re separated by hundreds of miles.
- Reduce cost of group meeting is the major advantages of teleconferencing; the saving is primarily due to significant reduce in traveling cost.
- Teleconferencing allows people to participate in regional, national or worldwide meetings without actually leaving their local office.
- Greater communication and coordination between branches and worksite, as teleconferencing enables them to get in touch with each other closely.
- Meeting is more flexible as participants can join the conference whenever it’s necessary.
- Conference can be scheduled minutes or hours ahead of time instead days or weeks.
- The occurrence of technical failure when trying to establish a conference or during a conference.
- Difficult for complex interpersonal communication, such as negotiation or bargaining.
- Impersonal, less easy to create an atmosphere of group rapport.
- Lack of participant familiarity with the equipment, the medium itself, and meeting skills.
- Socializing is less than a face-to-face meeting.
3. Notice Board:
Notice boards provide an excellent information point for posters, memos, letters, marketing materials and company newsletters. Notices are methods used to keep the workforce as a whole up to date with what is going on. There are impersonal methods of communication i.e. the same communication is sent to all the workers. Notices may relate to vacant posts, holiday arrangements, union matters or social events and are likely to be displayed on a notice board. Sometimes important notices are included with wage or salary slips. They keep workers informed and attempt to make them feel a part of a large company.
- It can contain diagrams as well as written information.
- A written record of the message is kept.
- They can be created in such a way as to attract attention.
- Employees tend to look at notice boards in their breaks.
- The message isn’t clearly sent across, as not a lot of detail can be included in the notice.
- The notice can easily be taken down to be read by an employee or covered up by another notice.
- It can time to distribute the notices around the organization.
- If they don’t look attractive, people tend not to look at them as they may think from their first impressions that it doesn’t seem very interesting.
It’s an electronic massage transformation process.
- Developing academic discourse
- Collaborative and project work
- Knowledge building
- Maximizing the knowledge and experience of all participants
- Increasing equity of participation
- Cross-cultural participation
- Development of reflective writing skills
- Overcoming social isolation
- Emotional involvement
- Ready access to help and support
- Feedback to and direct student contact with the central academic team
- Active and interactive participation
- Freedom from constraints of time and location
- Learner control
The use of e-mail as an aid in classroom instruction could also lead to some undesirable effects. For one thing, at this stage, e-mail is still a limited symbolic representation system void of oratory and graphic appeals. Primarily textual, it is very demanding on our writing abilities in order to avoid misunderstanding. One learner in the class commented that one really have to “be explicitly clear about humorous comments, jokes”. Also to assume all learners would always prefer writing to speaking is not warranted. Some learners expressed the frustration about lengthy time spent on going through messages and writing to respond to them while orally, the exchanges could be done in just a few minutes. For people who do like to stare at the screen for too long, much more paper is likely to be consumed for downloading files.
Using e-mail as an instructional aid is also limited to certain kinds of learning. For some learning which would be best picked up through demonstration, e-mail of the current phase certainly could not replace such experiential learning event. Moreover, research still needs to be done to find out to what extent the online discussion could achieve the same dynamics as that of buzz groups or the richness and stimulation of a face-to-face encounter. Not unusually, the very technology may form a new dispositional barrier towards participation, namely, computer anxiety or computer phobic. In one course, when the writer proposed using e-mail for journal writing, it was vehemently objected by a number of learners who obviously have not had good experiences with computers. Cost and access are still major barriers as well, especially when computing services in some schools are being transformed into cost-recovery enterprises. Many of the learners at this University in fact have to rely on the school terminals rather than personal computers to access to free e-mail services. Thus, their freedom in choosing the time and place to be online is questioned.
A poster is an informative, often decorative way to attract attention to the information it contains.
Here are some ways to use posters in a literacy program:
- To advertise events or products
- To display information or instructions
- To teach some kinds of information
A poster is a bill or placard usually displayed in a public place. It is often decorated with designs or illustrations.
- exposed to a mass audience
- relatively cheap compared with other media options
- eye-catching because of their size or location
- transit advertising uses smaller posters located in or on taxis, buses, bus shelters and seats
- difficulty in targeting a specific market
- damage due to weather limits life
- only effective in daylight hours
- popular sites may be difficult to acquire
- literacy skills of some consumers may exclude a proportion of the market
- 8. Pop –ups:
. Pop-ups are small windows that appear in the foreground of an Internet browser. Pop-ups are often used to display advertising or unwanted content. They can appear for a variety of reasons including when something on the screen is clicked upon or the mouse is moved over an element of a web page.
Pop ups are often used to display advertising on the screen; however, they can be integrated into some websites for other more practical purposes. Pop ups often annoy users as they can appear without any notice or warning and be previously installed on computers.
There are some advantages and disadvantages concerning pop-ups for the user and the advertiser. From the user’s point-of-view, there are more disadvantages than anything else, but the user is able to look at and use the original webpage and the new page at the same time. Also, if the advertisement is legitimate, than the user may be able to catch deals on merchandise.
On the other hand, pop-ups can cause a lot of distress for the user. Pop-up ads can be part of a phasing scam designed to trick you into revealing sensitive, personal, financial information as you surf the web. If pop-up ads open even if you’re not surfing the web, your computer might be infected with spy ware. Often pop-up advertising can be annoying because they can be a surprise to the user.
8. One to one meeting:
One to one meeting is a internal communication tool in which two individual (supervisor & subordinate) person communicate with each other. It may be happened within the department or different other department.
- Impact is high
- It’s costly
10. Skip meeting:
Skip meeting is a way of internal communication in which one employee skip his or her supervisor to meet the top level management.
- Many problems can be solved
- Find out many important information
It’s an electronic communication process.
- More cost effective than formal meetings.
- Lack formality. Thereby encouraging more open discussions
- More immediate
- Lack authority: a decision may still have to be made by the full committee in a meeting before decisions taken by two people can be implemented.
- Master-slave relationship, without a controlling, balancing chairperson there is always the danger that one person dominates the other in a one to one meting or face to face or on the telephone.
The Fallout of Bad Internal Communication UBL
- Spread of misinformation.
- Erosion of employee trust and confidence.
- Conflicts between employees and management.
- Misinformed employees can make wrong decisions.
- Internal brand image suffers.
- Dissatisfaction among employees leads to higher attrition.
- Lack of coherent and shared vision.
- Low employee morale results in lower productivity.
- Impact on company’s stocks.
- Organization’s external brand value suffers
Key Principles to Effective Internal Organizational Communications in UBL
- Unless management comprehends and fully supports the premise that organizations must have high degrees of communications (like people needing lots of water), the organization will remain stilted. Too often, management learns the need for communication by having to respond to the lack of it.
- Effective internal communications start with effective skills in communications, including basic skills in listening, speaking, questioning and sharing feedback these can developed with some concerted review and practice. Perhaps the most important outcome from these skills is conveying that you value hearing from others and their hearing from you.
- Sound meeting management skills go a long way toward ensuring effective communications, too.
- A key ingredient to developing effective communications in any organization is each person taking responsibility to assert when they don’t understand a communication or to suggest when and how someone could communicate more effectively.
PROBLEMS IDENTIFIED, RECOMMENDATION & CONCLUSION
- UBL follow centralized decision making process, which is not a good strategy for UBL because lots of qualified employees are not getting chance to participate in decision making process.
- Lack of basic understanding of internal communication among the employees for which promptness of internal communication often hampered.
- There is no opportunity for “Workforce Diversity” in UBL. That’s why sometimes it has been seriously observed that the efficiency level of the employees is not satisfactory.
- Sometimes monotony takes place among the employees. Thus lack of participation in the internal meeting occurs.
- Technology of internal communication of UBL is not up to the mark. That’s why sometimes internal communication becomes very complex & meaningless.
UBL should follow decentralized decision making process.
The process of internal communication should be clear & concise to the employees.
There should be a wide opportunity of “Workforce Diversity”. Then employees will be able to work in different fields & will be able to show their efficiency.
Employees should be encouraged highly to participate in the meeting. That will induce the promptness of the internal communication system.
Modern & updated technology should be used as far as UBL’s image is concerned.
Communication is a key to any business success. Unless potential clients and customers are aware of your business, they will not have the information to contact you or to purchase your products. When they are aware of your business, they must be able to contact it easily. Internal communication is essential for every organization, but very few are able to manage it efficiently.
Internal communication is considered a vital tool for binding an organization, enhancing employee morale, promoting transparency and reducing attrition. Ironically, while everybody understands and talks about the significance of internal communication, very few are able to manage it efficiently. In a history that now crosses three centuries, Unilever’s success has been influenced by the major events of the day – economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout we’ve created products that help people get more out of life – cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.
Over the last four decades, Unilever Bangladesh has been constantly bringing new and world-class products for the Bangladeshi people to remove the daily drudgery of life. Over 90% of the country’s households use one or more of their products.
When Bangladesh became an independent country in 1971, Lever Brothers Bangladesh Ltd was constituted with Unilever owing 60.75% shares and the Government of Bangladesh owning the remaining 39.25% shares. In 2004, Lever Brothers was renamed, “Unilever Bangladesh Limited” in order to align its corporate identity and logo with that of the global Unilever.