PROJECT REPORTOnWALLS UNILEVER PAKISTAN

Prepared bySalman Khaliq Bajwa (17817)Syed Mohammad Faisal Ahsan (14382)Tehreem Qazi (15312)

Project AdvisorLecturer, Mr. Aamir Paracha

College of Business ManagementInstitute of Business ManagementKarachi

DEDICATION

This report is dedicated to

Our Parents,

Whose love, affection and support helped s in bringing our work to this level of accomplishments; we are also thankful to them for educating us for unconditional support and encouragement to pursue our interests, even when the interest went beyond the boundaries of field and scope. Without their support and kindness this work would not have been possible.

ACKNOWLEDEMENT

Praise to Allah the most beneficent and the most merciful.We are using this opportunity to express our gratitude to everyone who supported us throughout the course of this project. We are thankful for their aspiring guidance, invaluably constructive criticism and friendly advice during the project work. We are sincerely grateful to them for sharing their truthful and illuminating views on a number of issues related to the project.

We are also grateful to our Lecturer/Project Advisor Mr. Aamir Paracha, for enlightening us with his precious knowledge and vast experience to benefit us in the future. We are also thankful to the Area Manager WALLS COLD CHAIN, Mr. Kamran Nasir for his efforts. We also like to thank all the other staff members of WALLS who directly or indirectly supported and assisted us.

We would also thank with all gratitude and depth of our hearts to the management of Unilever who helped us but with integrity and supported us in all our hardships. Finally our sincere thanks to our institute IoBM, College of Business Management, for providing us the opportunity to gave us the strength to undertake this project.We pray this effort may prove to be the beginning of new era, an era in which Management Sciences may make great progress in Pakistan and Pakistan may become a part of the developed nations.Thank you.

Table of ContentsCHAPTER 1:7INTRODUCTION71.0-INTRODUCTION81.1-INTRODUCTION8VISION8PUPOSE AND PRINCIPLES8HISTORY OF THE HEARTBRAND8WALL'S PAKISTAN8KEY FACTS ABOUT WALLS PAKISTAN:9PRODUCTS & BRANDS9BRANDS91.2-WALLS COLD CHAIN11ORGANIZATIONAL HIERARCHY11WALLS COLD CHAIN KARACHI12HOW OPERATIONS ARE PERFORMED IN COLD CHAIN121.INVERT GATE PASS AND DOCUMENTATION132.WASHING133.TESTING144.INVENTORY14DURING THE PROCESS14OPERATIONS15COMPLAINT PROCESS15REPAIR & MAINTENANCE PROCESS16PROCESS FLOW16CHAPTER 2:17PROJECT OBJECTIVES172.1-PROJECT OBJECTIVE182.2-AIM182.3-PROBLEM DISCUSSION182.3.1-Common Problems Faced by Cold Chain in terms of P&O Management182.4-METHODOLOGY182.4.1-PHASEI- DEFINING THE OBJECTIVES192.4.2- PHASE II- COLLECTION & SELECTION OF THE INFORMATION192.4.3-PHASE III- REPORT WRITING211.6-IMPLEMENTATION OF POLC FOR THIS ACTIVITY23CHAPTER 3:25ANALYSIS253.0- ANALYSIS263.1-FUNCTIONS OF MANAGEMENT IN WALLS COLD CHAIN273.1.1-PLANNING273.1.2-ORGANIZING293.1.2.1- ORGANIZING293.1.2.1.1-AUTHORITY AT WALLS293.1.2.1.2-SPAN MANAGEMENT AT WALLS293.1.3.1-INFLUENCING AT WALLS303.1.4.1-THE CONTROLLING PROCESS AT WALLS303.1.5.1-DECISION MAKING:303.1.5.1.1-IMPORTANCE OF DECISION MAKING30CHAPTER 4:33GANTT CHART334.0-GANTT CHART34CHAPTER 5:36ECONOMIC ANALYSIS365.0-ECONOMIC ANALYSIS375.1-GRAPHICAL INFORMATION37CHAPTER 6:38CONCLUSION386.0-CONCLUSION39CHAPTER 7:40FUTURE RECOOMENDATIONS407.0-FUTURE RECOMMENDATIONS41

Executive Summary

The main purpose of Production and Operations Management is to understand the importance of productions and operations management these days, its process that how it goes so that one when goes into the market after completing his MBA and occupies a certain managerial position in the organization, he should have knowledge of each and everything related to the productions and operations management so that the organizational goals could be achieved easily.The main reason of this activity is to understand how the production and operations department of the organizations work and understand different processes involved within the organization to achieve its goal effectively and efficiently. Furthermore, understand the issues faced by the Walls Cold Chain department, where repairing and maintenance is done, and propose solutions accordingly..

CHAPTER 1:INTRODUCTION

1.0-INTRODUCTION1.1-INTRODUCTIONWalls is subsidiary of Unilever Pakistan. It is sold in more than 40 countries making it the most widely available ice cream worldwide. Unilever is the global leader of ice cream and frozen desserts manufacturing with almost 18% of the global market share.VISIONWe help people meet needs for nutrition; hygiene and wellbeing, with brands that help people look good, feel good and get more out of life.PUPOSE AND PRINCIPLESOur corporate purpose states that to succeed requires "the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact.HISTORY OF THE HEARTBRANDUnilever has been selling ice cream for decades; however the Heart brand was launched worldwide in 1995. The Heart brand logo is common to every country and has come to be synonymous with quality treats. Walls operates under different names in different markets (Wall's in the UK and most parts of Asia, Algida in Italy, Langnese in Germany, Kibon in Brazil, and Ola in the Netherlands).WALL'S PAKISTANWalls came to Pakistan in 1995 establishing the Walls factory on Multan Road in Lahore. Fully equipped with state of the art machinery, the Walls factory is a standard of hygiene and technology in the region and has become synonymous with quality. Some of the most popular brands loved by the masses are now linked to Walls; making an irresistible combination that few could refuse.

KEY FACTS ABOUT WALLS PAKISTAN: Walls isa leaderin Ice cream andfrozen goods. All Walls products are made with Halal ingredientsin aHalal compliant mannerPRODUCTS & BRANDSWith customers becoming more health conscious, Walls has also taken a conscious step to providing healthier and nutritious products. Walls innovation centre in UK is constantly working on making healthier products by reducing the fat content in the products yet offering the same great taste. Walls is striving to be a healthier choice for kids by lowering sugar content and introducing nutrient rich offerings like Moo which has calcium equal to one glass of milk.BRANDSThe Walls Global brands available in the Pakistani market are: CORNETTO MAGNUM PADDLE POP CARTE DOR CREAMY DELIGHTS LOCAL JEWELS include: Jetsport Choc Bar Feast Donut Badami Stick KK Slice KK Cup Mango Cup

Feast was one of the first Products introduced by Walls in 1995 and to date remains one of the most popular treats that Walls has to offer. Truly a chocolate lovers delight, Feast comprises of 3 layers: a thick chocolate coating with rich chocolate ice cream inside and a smooth chocolate bar in the centre. In 2009, Feast launched the bite for a bike campaign which is widely recognized by consumers as one of the most memorable campaigns of Feast. Donut was launched in 2005 and has quickly become one of the most loved products to date. Donuts unique shape and quirky packaging makes it a favourite with both kids and adults alike.

Boasting a thick chocolate coating with a generous sprinkling of peanuts and a premium vanilla ice cream inside, Donut satisfies the hunger and the ice cream urge alike. Peshawari Crunch is the latest offering from the Heartbrand, and was launched in May 2011. It was launched with a variation on a popular (Pashto) folk tune to reinforce its local roots. Comprised of all new premium packaging to draw out the elements of Pathan culture, Peshawari Crunch offers high quality ice cream with irresistible crunch inside. Jet Sport and Choc Bar two of Walls most popular brands to date.

1.2-WALLS COLD CHAINWALLS COLD CHAIN is system of transporting, storing, repairing and maintaining ice creams cabinets also called fridges. Presently, there are four Cold Chain departments of Walls located in Karachi, Multan, Islamabad and Lahore. All the Cold Chains are managed by National Asset Manager of the Walls and each Cold Chain department is managed by an Area Manager and a Junior Manager. Each Cold Chain has a staff of 140 highly skilled and low skilled workers. ORGANIZATIONAL HIERARCHY

WALLS COLD CHAIN KARACHIOverall, there are 40000 cabinets (fridges) in Pakistan, out of which, 12000 cabinets are only in the Karachi region. The Karachi region is comprised of Karachi, Hyderabad, Sukkur and Quetta. Karachi has 7400 cabinets, whereas Hyderabad has 1800 cabinets, Quetta has 900 cabinets, and Sukkur has 1900 cabinets. There are also 4000 Tri cycles of walls, out of which 1200 are only in Karachi region.National Asset Manager: Mr. Aasghar Nishan MalikArea Manager: Mr. Kamran NasairJunior Manager: Shehzad BhattiWorkers: 140 out of which 25 are field workers.HOW OPERATIONS ARE PERFORMED IN COLD CHAINAll the cabinets (fridges) and tricycles are the assets of Walls and Unilever Pakistan. These cabinets are installed at different stores at different locations. The customers of the company are basically the retailers. If there is any issue in a cabinet, the retailer (customer) calls on the toll free number of the company i.e. 0800-WALLS and registers a complaint. The response time is four hours. The complaint is then forwarded by the Customer Care Representative to the concerned Cold Chain Area Manager and Junior Manager in the form of an email and an SMS. This complaint is then forwarded to the concerned field worker.

Field WorkerThe field worker is a highly trained person and has highly advanced equipments for testing the cabinets. He visits the retailer and performs different testing to check whether it can be repaired or it has to be lifted; lifted means that it would go back to the Cold Chain for further testing. If it is repairable, then it is repaired and if it is not then it is informed to the Cold Chain management by the field worker with the help of an app CRM. The cabinet is then lifted and taken to the Cold Chain. A new chilled cabinet is given to the retailer so that he would not have to face any difficulty if the cabinet is taken to the Cold Chain for further maintenance.

Cold Chain Workshop in LahoreThe cabinet goes through different processes in for repair and maintenance at Cold Chain that are given below;1. INVERT GATE PASS AND DOCUMENTATIONWhen the cabinet is brought at the Cold Chain Karachi, the documentation is done for maintaining the record of the cabinets. Every cabinet has a unique product code which is given in order to identify the product has been installed at which location and given to which retailer. It helps the company to maintain the data and information of the products.2. WASHINGIn the next step, the cabinet is washed in the washing department. The company has made it mandatory for the products that if a product is brought at the Cold Chain for repair and maintenance purpose, it would be washed properly.

Washing at Workshop3. TESTINGAfter washing the cabinet, it is placed on the conveyor belt. It is not an automatic belt as it is being controlled manually due to various reasons. In this step, different tests are performed like Gas Leakage Test, Battery Leakage Test, Thermostat and Condenser Test, etc. The cabinet is tested thoroughly in order to check whether it is repairable or not. If it is not repairable then it is wright off. If it is repairable then it is sent to the concerned department. Like, if there is a gas leakage, it is sent to the gas department. These cabinets cannot be repaired in the open market as these cabinets contain highly inflammable gas called Green Gas.4. INVENTORYOnce the cabinet is repaired, it is sent to the inventory department. It would be installed at any other location where the issue would occur next time.DURING THE PROCESSWhen the product is in-line then quality inspector check it at every stage of process. If these inspectors will sign it for next process then product will go for next process. If they do not sign it then the work will stop. Then for the accepted and rejected production, the quality inspector will give report. This report has also included the sign of supervisor of process area. Therefore, analyzing the rejection and acceptance percentage for next rectification and improvement then report will be passed to the Area Managers so, on this base they can make the weekly and monthly report. And it will pass to the top management. In this inspection is done at every stage and will pass towards the top management. We can say that the chances of rejection will be controlled. In this way the quality level is much improved and it reduces the customer complaints. Monthly charts are also made and management also takes correction actions.OPERATIONSCOMPLAINT PROCESS

REPAIR & MAINTENANCE PROCESS

PROCESS FLOW

CHAPTER 2:PROJECT OBJECTIVES

2.1-PROJECT OBJECTIVEThe objective of this project is to understand the production and operations management, basic principles and how an organization tries to carry out the main functions of production and operations management namely product and service design, forecasting, capacity planning, JIT and Lean operations, supply chain management, project management, etc. to achieve its goal effectively and efficiently.2.2-AIMThe aim of our project is to see how WALLS COLD CHAIN carries out its basic operations in terms of repair and maintenance, response time, quality, and customer services.2.3-PROBLEM DISCUSSIONSometime, Managers or the Organizations fail to achieve their targets/goals due to different reasons. The reason of this activity is to understand the problems faced by Organizations or Managers in terms of Productions and Operations Management. Presently, Walls Cold Chain department is facing different issues due to which the company is unable to perform well and respond as quickly as expected.2.3.1-Common Problems Faced by Cold Chain in terms of P&O Management Higher Response Time Centralized Organizational Structure Unavailability of KAIZAN Training of the staff Capacity issue Overall Environment in terms of health and safety2.4-METHODOLOGYWe have divided this project into following major phases: Phase I-Defining the Objectives Phase II-Collection and Selection of the Information by visiting WALLS. Phase III- Report Writing2.4.1-PHASEI- DEFINING THE OBJECTIVESThe objective design phase included mainly the determination of the purpose of this activity. The first step in this phase was the identification of aim and objectives. It actually gives the direction what our tasks was and in which direction we had to move.2.4.2- PHASE II- COLLECTION & SELECTION OF THE INFORMATIONOnce our objectives were properly defined, we decided to collect the information by visiting the Production and Operations department of WALLS located in Korangi Industrial Area. We visited WALLS on 24th of April, 2015, met the P&O Head, Mr. Kamran Nasir and had a very informative session with him. We also did some literature review and research for the proper understanding of the whole activity by going through different case studies and visiting websites. When all the information was collected, the main task was to analyze and compile the data for report writing.VisitWe were not allowed to take picture due to the strict policy of the company, however we were able to take few.

2.4.3-PHASE III- REPORT WRITINGOnce all the information and data was collected and compiled, the most important task was to write the report. Different tasks were assigned to every member of the group so that everyone would be the part of this activity. Different sample reports were also reviewed so that there should not be something missing.

Phase IDefining Objectives

Phase IICollection/Selection of data

Phase IIIReport Writing

Figure-1.0-Methadology

1.6-IMPLEMENTATION OF POLC FOR THIS ACTIVITYWe have also decided to use and implement the four functions of Management namely Planning, Organizing, Leading and Controlling in this activity. Our goal is to understand the principles and functions of management in this activity and write a report on it.

1. PLANNINGPlanning is basically forming a strategy to reach your goal. In this section, we defined our objectives and planned how to reach them. We also have set timelines for different tasks so that we would not have to face any difficulty at the time of report submission.2. ORGANIZINGIn this section, we have divided the whole activity into different segments so that everyone would be the part of this project. Mr. Salman was made the manager of the project whose responsibility was to manage all the group members and assign them different tasks and keep them engage in this whole activity. Structure of our organization is given below;

Mr. SalmanManager/Leader

Ms TehreemInformation HeadMr. FaisalInformation Analyst

Figure-1.1- Group Structure3. INFLUENCINGInfluencing requires managers to motivate employees/workers to achieve business objectives and goals. It requires the use of authority to achieve those ends as well as the ability to communicate effectively. Mr. Salman was the manager so he kept motivating the group members by using the Henry Gantts Reward Theory by inviting all the members for dinner.

4. CONTROLLINGControlling is a function of management that involves measuring achievement against established objectives and goals. It also requires managers to be able to identify sources of deviation from successful accomplishment and to provide a corrective course of action. Mr. Salman, being the manger of the group was responsible for controlling the cost of this whole activity because it was a self financed activity. He was also responsible for taking decisions.

Output(Report)Input (Resources)Process(Activities)

Figure-1.2-Inputr/Output Process

InfluencingOrganizing

Planning

Controlling

Figure-1.3- Functions of Management

CHAPTER 3:ANALYSIS

3.0- ANALYSISAfter spending whole day at Walls Cold Chain, we observed the following main issues faced by Walls Cold Chain; Higher Response Time Centralized Organizational Structure Unavailability of KAIZAN Training of the staff Overall Environment in terms of health and safety

The most important issue that the company is facing is the high response time. The response time between the complaint and visit of the field worker is 4 hours approximately which is quite high. The reason of high response time is that there are only 20 field workers in the Karachi region. The Karachi region consists of Sukkur, Hyderabad, Karachi and Quetta. It becomes difficult for the company to manage such a large region with only few field workers. The company also follows a centralized organizational structure at Walls Cold Chain. In a centralized structure, the decision making power and authority lie with the top management of the company. In case of any large issue, replacement and wright off, the staff has to consult with the Area Manager or the National Asset Manager due to which the decision-making process becomes slow. The centralized structure also demotivates the staff as they do not have any authority and power; therefore, they feel helpless sometimes in different situation when there is high need of on spot decisions. Training of staff plays a very important role in the success of the company. At Walls Cold Chain, it was observed that most of the staff is not properly trained due to which the staff is facing serious issues in terms of health and safety. The overall environment of the Cold Chain is also not good. Floor is not clean and there is a lot of garbage. The lack of training and unhealthy environment decrease the overall productivity and efficiency of the staff. Presently, the company has the capacity to maintain and repair 40 cabinets per day. The company faces starts facing issues in the summer season especially during EID when the required capacity is 200 cabinets per day. In order to tackle that, the company hires seasonal workers which increases the cost as well as decreases the overall efficiency of the workers. The company also faces communication gap between the permanent workers as well as the seasonal workers. Their level of expertise is not same, therefore, causes in delaying the maintenance process.

3.1-FUNCTIONS OF MANAGEMENT IN WALLS COLD CHAINThe basic principles and functions that are being followed and implemented at Cold Chain are discussed below;3.1.1-PLANNINGPlanning is basically the strategy formed so that the organization can reach where it wants to and accomplish its objectives. Planning involves deciding where to take a company and selecting steps to get there. 3.1.1.2-PLANNING WALLS COLD CHAINPlanning in Walls is mostly done by the top levels of mangers. Top Level ManagersTop Managers are basically CEOs, Presidents, National level Managers, etc. They are basically responsible for making organization wide decision and establishing goals and plans that affect the whole organization. At Walls, Top Level Managers especially National Asset Managers are mostly responsible for planning and setting Long Term and Intermediate Term Objectives. Mid Level ManagersThey are also called Middle Managers. They are Head of Departments, Regional Managers, Project Leaders, and Plant Managers etc. They are acting as a Bridge between the Top Level and Low Level Management.At Walls, Mid Level Managers are mostly responsible for Short Term and Intermediate Term planning process.Low Level ManagersLow Level Managers are Supervisors, Junior Managers etc. At Walls, they are sometime also the part of planning process but their plans cannot be put into action because they are not seeing the organization as a whole. They are only responsible for Short Term Planning because their plans can affect them individually but cannot affect the whole organization mostly.

Top Level ManagersMid Level ManagersLow Level Managers Managers Planning Process

Long Term & Intermediate Term Planning/ Implement Plans/Set goalsIntermediate PlanningShort Term Planning

Figure-1.5-Planning Process at Walls3.1.2-ORGANIZINGOrganizing comes after Planning. When you have defined your objective and set the goals, then next most important step is to organize all your resources (Human, Monetary and Capital). It basically creates a mechanism to put plans into action. Managers organize by bringing together physical, human and financial resources to achieve objectives. They identify activities to be accomplished, classify activities, assign activities to groups or individuals, create responsibility and delegate authority. They then coordinate the relationships of responsibility and authority.

3.1.2.1- ORGANIZINGThe organizing function is very important part of the function of Management because it is the primary mechanism Managers uses it to put plans into action. At Walls, only top level managers are involved in organizing the organizational resources due to centralized structure including, Human, Monetary, Capital and Raw Material to reach the goals more effectively and effectively. For example National Asset Managers are given the task to organize the Middle Level and Low Level workers like Regional Managers, Assistant Managers, Junior Managers, Supervisors and look after all the matters and affairs of all the Cold Chains. 3.1.2.1.1-AUTHORITY AT WALLSAuthority at Walls Cold Chain lies only with the Top level and mid level managers i.e. National Asset Managers and Regional Managers. Junior Managers and Staff do not have any kind of authority. They are only responsible for implementing the decisions of the top management and carrying out on going processes.3.1.2.1.2-SPAN MANAGEMENT AT WALLSThere is a tall span of Management at Walls Cold Chains which means the top level managers and the low level managers have fewer subordinates to organize and control. But at Lower Level of Management, the span of Management is Flat, which means that they have to organize and control maximum subordinates. For example; a junior manager has to take care of 140 staff members.3.1.3.1-INFLUENCING AT WALLSAs a corporate organization, Walls believes in leading, directing and motivating the employees so that every employee may give his performance more than beyond. Only top and mid level managers are responsible to lead and motivate their workers and build the professional work environment to let everyone work. The Top Level and Mid Level Mangers are expected to be creative and innovators. 3.1.4.1-THE CONTROLLING PROCESS AT WALLSThe Controlling Process is also one of the important functions of the Function of Management.. The Top Level Management is only responsible for taking necessary decisions on the available information. The Mid level Management is also responsible for taking necessary decisions but they are also responsible for controlling process, measuring performance etc. The Lower Level Management is responsible for measuring the performance and forwarding it to the Top and Mid Level Management.3.1.5.1-DECISION MAKING:Types of Decisions1. Programmed: Routine, Repetitive Decisions2. Unprogrammed: One shot, ill structured.3.1.5.1.1-IMPORTANCE OF DECISION MAKINGManagers have to take different types of decisions within the organization in the interest of the individuals as well as the organization at different levels.For Example: To wright off a product, the National Asset Managers and Area Managers are involved and responsible. The process of decision making is based on two factors; the scope the decision and the levels of management. The scope of the decision is the proportion of the total management system that the decision will affect.

Figure-1.9-Level of Management Vs Scope of Decision

Managers Decision Scope

Top Level ManagersMid Level ManagersLow Level Managers

Long Term Objectives/ Broad Decision ScopeIntermediate Scope/Long Term, Short Term ObjectivesNarrow Scope/Short Term Objectives

Figure-2.0- Mangers Vs Decision Scope

CHAPTER 4:GANTT CHART

4.0-GANTT CHARTGantt Chart is a scheduling tool used today and it was given by Henry Gantt. The purpose of using Gantt Chart was to use Full:

Resources

CHAPTER 5:ECONOMIC ANALYSIS

5.0-ECONOMIC ANALYSISWalls is subsidiary of Unilever Pakistan. It is sold in more than 40 countries making it the most widely available ice cream worldwide. Unilever is the global leader of ice cream and frozen desserts manufacturing with almost 18% of the global market share. Walls came to Pakistan in 1995 establishing the Walls factory on Multan Road in Lahore. Fully equipped with state of the art machinery, the Walls factory is a standard of hygiene and technology in the region and has become synonymous with quality. Some of the most popular brands loved by the masses are now linked to Walls; making an irresistible combination that few could refuse.5.1-GRAPHICAL INFORMATION

CHAPTER 6:CONCLUSION

6.0-CONCLUSIONWe started off the project with aim to accomplish the simple looking task of establishing a report on Walls. But with time and experiences it was learnt that this was not at all an easy task, especially collecting the information and then analyzing the economical information as compare to other organizations in the production and operations sector.Though we are able to achieve all the goals of our project but still we think that lots of advancement can be done on this project. We have provided the platform and the platform is ready for everyone to work on it. For advancements, we need more time, money and hard work to understand the principles of productions and operations management, skills of management, functions of management of Walls Cold Chain.

CHAPTER 7:FUTURE RECOOMENDATIONS

7.0-FUTURE RECOMMENDATIONSAfter briefly observing and detailing the project, still it has many future advancement possibilities of which are stated as below:1. If the company hires more field staff, then the company would be able to decrease high response time. Presently, the response time of the company is 4 hours with 20 field workers. If the company doubles the field staff, the response time can be decreased to two hours, which would give the company to achieve competitive advantage over its competitors.2. The company should work on increasing its capacity from 40 to 100 in order to resolve the issue of capacity especially in summers and EID days. Presently, the capacity of the company is to repair and maintain 40 cabinets per day which becomes low in Summers.3. The management of Walls should focus on training and development of the staff. It would not only increase the skills and efficiency of the workers but it would also help the company to decrease the high turnover rate as well as the increase the loyalty towards the company. The management should also focus on implementing KAIZAN chart that would involve the staff members to take responsibility of the organization and resolve the disputes their selves.4. The company should also focus on improving the overall environment of the company as there was a lot of garbage when we visited the company. Since, Walls is an international brand; therefore, this gives the negative image of the company over its visitors. The healthy environment also plays an important role in increasing the efficiency and productivity of the employees.5. Lower Level Management especially Junior Managers are not involved when planning Long Term Objectives and decision-making process. They should also be involved so that their scope would be broader so that they would also start taking organization as whole which would not only affect them but the whole organization. The efficiency and productivity of the lower staff can be increased by using a decentralized structure that would give decision making power and authority to them.

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