MIBO Presentation- The Netherlands Ashish- 12 Gopi- 19 Shashank- 23 K. Prasad-26 Niraj-30 Jyoti- 50

Ways to Structure a Business  By function: arranging the business according to what each section or department does  By product or activity: organising according to the different products made  By area: geographical or regional structure  By customer: where different customer groups have different needs  By process: where products have to go through stages as they are made

Ways to Structure a Business Functional structure: ProductionMarketingAccountsPersonnelIT Board of Directors Chief Executive

Ways to Structure a Business By Product or Activity Imaging and Printing Group Personal Systems Group Enterprise Systems Group HP Services HP Financial Services Hewlett Packard

Ways to Structure a Business By Area Americas Houston, Texas Europe, Middle East, Africa Geneva, Switzerland Asia Pacific Hong Kong Hewlett Packard

The Netherlands Population 15.7million Main language - DutchDutch Capital – Amsterdam

Dutch Management Style It has been said that the Netherlands is the only country in which the manager is not the boss

Background To Business in Netherlands  The Netherlands has long been one of the worlds great trading nations  In fact about 50% of all trucks in Europe are Dutch  Early predominance of the Dutch East India Company, accounts in no small measure for the large number of MNCs (Unilever, Shell, Philips etc.) to be found in a country with such a relatively small population of 15.7million.

Background To Business in Netherlands  Therefore, the Netherlands with few natural resources (other than natural gas and some coal) is a value-add economy, which takes in goods and re-exports them at a profit  Dutch have been making something from nothing for many centuries

The Netherlands: Cultural Background  Historical factors have greatly influenced Dutch mentality and produced a society that is on the one hand progressive and modern and on the other hand staunchly conservative in thinking  Change will be implemented when it is necessary and when it has been proved to be necessary  However unless the case is well made, extensively discussed and openly agreed upon, any change could have a disastrous result. (Act in haste and your feet might get wet!)

The Netherlands –Approach to management  This apparent Democratic approach fits very well with Dutch company structures which have traditionally been amongst the flattest in Europe  The idea of imposing a policy from afar with little or no consultation is not one that sits easily with Dutch thinking

The Netherlands - Manager  Rarely takes an authoritarian approach to the team  Prefers to be seen as the colleague who has most influence rather than as the ultimate arbiter on all decisions  Not that the boss is powerless -but the influence and control are subtler than in some other countries.  It may even appear to those from more heirarchical cultures that the boss is shown very little respect  Communication is expected to be fairly open and transparent

The Netherlands - Manager  Communication is expected to be fairly open and transparent  Any unwillingness to share with colleagues could be seen as devious and underhand  A boss expects input from all team members and must show equal respect for all ideas.

The Netherlands- Meetings  Meetings in the Netherlands somewhat frustrating and certainly lengthy  Meetings in the Netherlands are forums for debating issues in a full and frank manner where everybody is expected to contribute and everybody expects to be listened to  The purpose of the meeting is to move towards a commonly agreed approach which can then be implemented  However, reaching this common viewpoint can be a time- consuming business  Everybody in the team has seemingly similar status and to pretend to be somebody special will result in problems with other members of the team

The Netherlands-Communication Style  Business relationships in the Netherlands are informal with first name terms being generally used.  Everybody in the team has seemingly similar status and to pretend to be somebody special will result in problems with other members of the team.  The success is attributed to the team rather than assumed by any of the individuals within the team.  Paradoxically, due to the consensual nature of decision making in the Netherlands it can be sometimes difficult to get a straight 'yes' or 'no'

Dutch Hierarchy and style of management  A productive atmosphere with good business relationships preferred over strictly hierarchical environment  The office hierarchy is not that important, at least not in the sense that a lot of time or effort is put into obvious markers of "who's in charge of who".  The Dutch are more concerned with the teamwork aspect  Everybody is allowed to have his or her own opinion, and in fact, thoroughly thought-through feedback is considered a sign of intelligence, not insubordination.

The Netherlands: Business Structures  Larger companies in the Netherlands (NV or NaamlozeVennootsschap) have a “supervisory board” in addition to a management board and managing director  Supervisory board is made up of members who are not employed by the company and whose job it is to oversee the direction of the company, appoint the management board and finalise the annual accounts  The Supervisory board seems to have many of the powers that might be vested in shareholders in some other countries, which possibly safeguards senior management from excessive shareholder interference. (For example, questions of merger and take-over are determined by the Supervisory board and not by shareholders.)

The Netherlands -Organisation Style By Area Advantages  Serve local needs better  Positive competition  More effective communication between firm and local customers Disadvantages  Conflict between local and central management  Duplication of resources and functions

ABN AMRO ORG STRUCTURE Supervisory Board ABN AMRO is a Dutch bank, currently owned by RFS Holdings B.V., a consortium of Royal Bank of Scotland Group, the Government of the Netherlands, and Banco Santander. Between 1991 and 2007, ABN AMRO was one of the largest banks in Europe and had operations in about 63 countries around the world.

TNT Post Supervisory Board

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