This report is to address the real-life problem faced by The Body Shop and how the problem can be solved based on the functions of management. According to the information provided by The Body Shop website, The Body Shop has successfully created an image of being a caring company that is in helping to protect the third world workers and indigenous peoples. But behind the cuddly image lies the reality The Body Shop's operations, the Body Shop does not help the dilemma of the workers and indigenous peoples as well as put them on a pedestal in order to exploit people's idealism. Evidence from “What’s wrong with the Body Shop” (1988) stated that The Body Shop claims to be helping some third world workers and indigenous peoples through so-called 'Trade Not Aid' or 'Community Trade' projects. In fact, these are largely a marketing strategy as less than 1% of sales go to 'Community Trade' producers, and it has been shown that some of these products have been sourced from mainstream commercial markets. This is the existing problem faced by The Body Shop. Instead, if the problem of exploiting indigenous peoples cannot be solved, this leads to some impact on the specified environment especially customers and pressure group. Robbins, Bergman, Stagg, and Coulter (2006) have stated that organisations exist to assemble the needs of customers. Customer is the one who absorbs the organisation’s output. Consequently, customers will start to increase the awareness need to think seriously about the products they use and to consume less. Customers will boycott the Body Shop until the problem is settled. The evidence is seen that customers had started to declare their feeling through the internet. For an example, they posted bad command on “The Consumer Trap” (Dawson, 2007). For the pressure groups, they do a lot of activities or campaign to against The Body Shop. For example, The London Greenpeace Group has started to create awareness to the customers to consume less The Body Shop’s products as well as to command the workers organise together to fight for their rights (“What’s wrong with,” 1988); The Body Shop has been ordered by a Brazilian court to pay more than US$ 431,000 (£218,000) to settle labor claims against it by three former employees of its "Fair Trade" project in the Amazon Rainforest (Tolup, 2006); The Body Shop was included in the list of the Daishowa Boycott List (Lubicon Lake Indian Nation, 1995). We can imagine that if by exploiting the indigenous problem still cannot be solved, this may cause a bad image to the Body Shop’s organisation. As a result, a goal to “reduce exploiting third world workers and indigenous peoples by 85% compared with last few year figures by the 2010” must be put in place. In order to accomplish the goal, the functions of management are proposed in the discussion of this report. 2.0 DISCUSSION
There are 4 functions identified with management (Fayol, as cited in Robbins et al., 2006). This report will only discuss 2 function and they are planning and controlling. This is because planning is the primary management function (Jayasheree Pakhare, 2007) to distinguish from (Robbins et al., 2006). Without planning the management of The Body Shop would not know how to be organised. Moreover, planning is the ongoing process of developing the business’ mission and objectives and determining how they will be accomplished (Higgins, 1994). Planning can provide direction to the management of The Body Shop in how they can do in reducing this problem. Meanwhile, control is the final link to management functions and function of monitoring work to check progress against goal and taking corrective action when required (Bennis, 2003). After the plans are established, The Body Shop’s management needs control to see whether their goal or plans were on target and what future actions to take. So, the Body Shop must start their steps by creating plans which are effective and powerful in...
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