Modelo de Politica de Empresa: "CHIQUITA"

MODELS OF MANAGEMENT ANALYSIS

ADMINISTRATION AND PRODUCTION MODEL

We consider that Chiquita has a Productive model that is opposed to the Traditional Management model, since as is gathered from the guidelines themselves and the corporate letter from the Chairman & CEO, the company is permanently concerned with ongoing improvement and strategic progress, through a “Just in Time” stocks management system and zero tolerance of errors, as well as support and enhancing in performing tasks based fundamentally on its teams, by ensuring that both staff and management receive the message that quality is the responsibility of the entire organisation, from senior management to the most elementary level.

ORGANIZATIONAL STRUCTURE MODEL The organisational model of Chiquita is clearly focused on its parent company, since in our opinion, it operates based on a regional and geographic scope, with a high degree of independent management delegation, and yet great value is attached to processes and operations such as production and distribution.

This is a highly functional style based on processes with a territorial organisation that is established by its markets, as we have already mentioned. It is seen that for example, the sales director of a specific area must not only report to his immediate local superior, but must also report to the sales division director of the parent company itself.

LEADERSHIP AND MANAGEMENT MODEL

Chiquita’s organisation is both hierarchical and horizontal and the delegation of responsibilities by competences is greatly enhanced, based on results, with sufficient management autonomy. However, this autonomy is subordinated to a global corporate policy. It is also a flexible and highly dynamic organisation. Its most obvious advantages are the obtaining of consolidated results based on a global approach, and its ability to maintain a clear professional identification of the different positions in the organisation, although great responsibility on the part of the organisation itself is required, with clear specialisation in the benefits of its products, its well-defined markets and its location.

Nonetheless, this model may lead to certain conflicts of interest between the different lines of authority, and therefore absolute clarity is required in the guidelines and management control exercised by the authority over the teams and subordinates, as otherwise there will be a risk of fragmentation in the management chains and dualities that could cause the company to lose its focus of action and give rise to touchiness, suspicions and double-dealing in day-to-day operations, which could reduce its results in the immediate short term.

Grupo 2.