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    Uniqlo is a Japanese clothing retailer founded in 1984 with a mission to provide high-quality, affordable fashion. It uses various organizational behavior strategies like planning, organizing, leading, and controlling. For planning, Uniqlo establishes long, short, and operational plans. It organizes departments by process and maintains a centralized, hierarchical structure. Leaders use directive, supportive, participative, and achievement-oriented styles. Uniqlo also motivates employees using McClelland's needs theory and managers fulfill roles like allocating resources and handling disturbances. Finally, Uniqlo controls operations through feedforward, concurrent, and feedback controls to ensure goals are met and problems addressed.

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    Uniqlo is a Japanese clothing retailer founded in 1984 with a mission to provide high-quality, affordable fashion. It uses various organizational behavior strategies like planning, organizing, leading, and controlling. For planning, Uniqlo establishes long, short, and operational plans. It organizes departments by process and maintains a centralized, hierarchical structure. Leaders use directive, supportive, participative, and achievement-oriented styles. Uniqlo also motivates employees using McClelland's needs theory and managers fulfill roles like allocating resources and handling disturbances. Finally, Uniqlo controls operations through feedforward, concurrent, and feedback controls to ensure goals are met and problems addressed.

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    Uniqlo is a Japanese clothing retailer founded in 1984 with a mission to provide high-quality, affordable fashion. It uses various organizational behavior strategies like planning, organizing, leading, and controlling. For planning, Uniqlo establishes long, short, and operational plans. It organizes departments by process and maintains a centralized, hierarchical structure. Leaders use directive, supportive, participative, and achievement-oriented styles. Uniqlo also motivates employees using McClelland's needs theory and managers fulfill roles like allocating resources and handling disturbances. Finally, Uniqlo controls operations through feedforward, concurrent, and feedback controls to ensure goals are met and problems addressed.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    3K views21 pages

    Pom

    Uploaded by

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    Uniqlo is a Japanese clothing retailer founded in 1984 with a mission to provide high-quality, affordable fashion. It uses various organizational behavior strategies like planning, organizing, leading, and controlling. For planning, Uniqlo establishes long, short, and operational plans. It organizes departments by process and maintains a centralized, hierarchical structure. Leaders use directive, supportive, participative, and achievement-oriented styles. Uniqlo also motivates employees using McClelland's needs theory and managers fulfill roles like allocating resources and handling disturbances. Finally, Uniqlo controls operations through feedforward, concurrent, and feedback controls to ensure goals are met and problems addressed.

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    © All Rights Reserved
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    of 21
    At a glance
    Powered by AI
    The key takeaways are that Uniqlo follows a process departmentalization structure and focuses on quality control throughout its planning, organizing, and controlling functions to provide high quality clothing.

    Uniqlo follows a process departmentalization structure with specialized functional areas for planning, production, and sales.

    Uniqlo uses long-term plans, operating plans, specific plans, and standing plans in its planning process.

    Organizational

    Behaviour

    Present by:
    LIANG JUN
    LI PING
    CRYSTAL
    BRYAN
    XILING

    Introduction
    In 1984, Tadashi Yanai, opened
    the first Uniqlo store in Hiroshima,
    Japan.
    Mission: build "a new style
    Japanese firm making good casual
    clothes available for all to
    wear".
    In 1997, Uniqlo established an
    organizational structure which
    encompasses all stages of the
    business- from design and
    production to final sale.
    Their successful business
    model is what enables Uniqlo to
    continue to provide high-quality
    clothing at reasonable prices.

    Planning
    Functions
    Uniqlos long-term plans, operating
    plans, specific plans and standing plans
    have helped it reap substantial amount of
    profits.
    Planning is a process that
    1)defines the organisations goals,
    2)establishes an overall strategy
    3)developing plans for
    organisational work activities.

    Planning
    Functions
    Long-term plans are plans carried out
    in three years or more. Uniqlos long term
    plan is to become Japans top retail
    brand in the apparel industry.

    Operating plans specify how a


    company will use resources. Uniqlo Japan
    Operations believe that Uniqlo has
    potential to increase sales of womens
    clothing. Therefore, they channelled
    resources to respond to womens apparel
    needs and created skinny jeans for
    women.

    Planning
    Functions
    Specific plans are about budget
    allocation and schedule activities. Uniqlo
    opens stores in different types of locations,
    eg urban street sides, suburban shopping
    centers, and roadsides. They chose these
    locations because these areas are the
    fashion capital for casual wear.
    Standing plans are plans that handle
    events which reoccur frequently. Uniqlo
    has Return Policies eg. Product can be
    exchanged or refunded if there is a
    manufacturing defect. Such policies
    ensure employees know how to handle
    events which occur on a regular basis.

    Organizing
    Functions
    1. Work Specification

    in-depth specification

    2. Chain of Command

    clear hierarchy
    narrow span of

    3. Span of Control
    4. Centralization

    control centralized
    highly

    5. Formalization

    high formalization

    6. Departmentalization

    Process departmentalization

    Although it might seem rigid, this


    organizational structure enables
    Uniqlo to supply quality products
    swiftly to all its outlets worldwide.

    Organizing
    Functions
    Process Departmentalization:
    practice of combining related
    activities into specialized
    functional areas.

    1) organized by planning,
    production and sales
    process
    2) Every activity is assigned to
    a particular department
    3) designing is assigned to
    R&D department
    4) quality control is assigned
    to production department

    Organizing
    Functions
    Process Departmentalization:
    practice of combining related
    activities into specialized
    functional areas.

    1) organized by planning,
    production and sales
    process
    2) Every activity is assigned to
    a particular department
    3) designing is assigned to
    R&D department
    4) quality control is assigned
    to production department

    Advantage:

    Disadvantage:

    Specialization

    employees may also feel


    isolated and bored.

    People in the
    department are focused
    on one task and thus
    they can be expert in it.
    This in turn results in
    lower cost and higher

    Uniqlo CEO Ynai once


    said that Uniqlo has an
    inflexible hierarchy.

    This rigid structure may


    make employees feel
    restricted and bored.

    efficiency.

    Recommendation
    A mechanistic organization design
    is recommended for Uniqlo.
    This is because the size of the
    organization is big and is only growing
    bigger.
    Uniqlo use relatively routine
    technologies in manufacturing.
    the environment that Uniqlo is in is
    predictable.
    alight with its mission of creating
    affordable and high quality clothes for
    all

    Leading
    Functions
    Houses Path Goal Theory

    1)Directive: managers will give


    specific instructions to their
    subordinates,
    2)Supportive: managers show
    concern and support to their
    subordinates
    3)Participative: managers will
    involve the employees by getting
    feedback from them and allowing
    them to participate in decision
    making
    4)Achievement-oriented: managers
    set goals to challenge employees
    and to help them reach their fullest
    potential.

    Leading
    Functions
    In Uniqlo, management will give
    instructions to the quality
    establishment committee, who
    will then give instructions for
    improvement to the overseas
    production office
    Under the supportive element,
    it is said that the founder of the
    company, Mr Tadashi Yanai,
    is a very charismatic man
    who successfully created a
    motivating and supportive
    corporate culture and working
    environment for his employees.

    Leading
    Functions
    In the achievement-oriented aspect,
    the staff are monitored to ensure
    quality customer care and they
    are also required to practice
    interacting with shoppers and are
    monitored to the smallest details,
    Under the participative part, the
    management will allow the
    designers free will to design
    whatever they want, and also to
    decorate the store windows as they
    please.
    This shows that they involve the
    employees in decision making

    Types of Power
    1. Reward Power
    2. Expert Power

    ability to control rewards that(eg. Seniority


    system)
    give his employee instructions(Specialised

    3. Coercive Power

    knowledge)
    penalty to team members(cutting pays)

    4. Referent Power
    5. Legitimate Power

    characteristic which employees


    admire(welcome cheer )
    formal recognition of the status(ranking)

    How to Motivate
    McClellands 3-Needs Theory

    Need for power :the need to influence the


    behaviours of others. Managers from Uniqlo can
    encourage junior employees to give feedback to
    senior managers about the way company can
    operate. Bottom-up feedbacks can be given to
    the management level. This allows junior
    employees feel empowered and valued.
    Need for affiliation :need for interpersonal
    relationships. Uniqlos senior employees should
    take the initiative to befriend junior employees
    and promote bonding in team works. This gives
    everyone a sense of belonging.
    Need for Achievements: desire for significant
    success. Leaders should praise and rewards
    subordinates for their success and association of
    achievement with one's own competence and

    Managerial Roles
    Resource Allocator:

    A leader needs
    to set a budget that will not empty the
    organisations resources. A leader will
    also need to know if certain project is
    feasible before approving these projects so
    that the company will not waste precious
    time and resources on projects that does
    not reap enough benefits or profit for the
    organisation.

    Disturbance Handler:

    It is
    important for the leader of a company to
    take on this managerial role nevertheless
    because he is in the legitimate position
    to call for a change. He can also be the
    one that helps calm down a crisis faced by

    Controlling
    Functions
    Although goals maybe set out to
    employees of Uniqlo, there is still no
    assurance that the activities taken are
    going according as planned.
    Controlling is a way for the company to
    ensure that managers know if the
    companys goals are being met.
    And if the goals are not met, the
    company could find the source of the
    problem and take corrective actions
    towards it.

    Controlling
    Functions

    Feedforward control

    expect problems

    that a company might face.


    The key of this control is to take action
    before a problem even occur.
    The Uniqlo Material Development Team only
    procures high-quality cotton
    which can only be harvested from three percent
    of the worlds cotton plants.
    This way, they could prevent producing substandard products like easily winkled or
    breakable clothing.

    Controlling
    Functions

    Concurrent control

    occurs when the


    problem has already taken place.
    Companys would have to quickly source
    out the problems and put a stop to it before
    the situation gets out of hand and becomes
    costly.
    Uniqlo uses direct supervision to solve
    problems like a sudden increase in
    number of orders.
    The supervisors from the Production
    Department, based in the Shanghai office,
    make weekly visits to partner factories to
    check the quality and progress of
    production.

    Controlling
    Functions

    Feedback control

    only occurs when a


    problem had occurred.
    The Uniqlo Customer Center actively
    collects feedback from customers.
    Its HEATTECH products, for example, have
    been refined each year based on customers
    negative feedback
    some comments complaining about the
    fabric, some others complain that the clothing
    does not keep skin warm.
    feedback function helped Uniqlo to effectively
    solve the problems in their products which
    have dissatisfied customers.

    THANK YOU!

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