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The exam of Organisational Business subject
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Preliminary Examination Registration FormName Trang
Login code 487138 Class
At the end of the preliminary examination you are obliged to hand in all papers (preliminary
examination paper/answers/scrap paper)
Write your name, class, login code and version of the preliminary examination (if relevant) on ev
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School: IBS Exam code: T.50176
Form ☒ On paper Print in: ☐ Kleur
☒ Zwart wit
☐ Print&Scan (ABCD)
☐ Digital
☐ On paper + Digital
Name preliminary Management and Organisation 2 retake
examination:
Name teacher(s): Birdane Seckin, Bernard vd Berg, Edzo Jansen, Henrik Jan Jager,
Magdalena Sztych-de Vries
Intended for group(s): IB First year
Exam date: 05-07-2021
Start time: 9.00 End time: 10.30
Number of assignments 7 questions divided Number of pages (this form 6
/ questions: into multiple sub- included):
questions
Extra aid(s) allowed If so: which aid(s)?
(except from
calculators):
None
Yes No
Remarks lecturer /
For instructions see Blackboard.
Assessment criteria
, In 1978, two guys named Ben Cohen
and Jerry Greenfield forked over $5 to
take a Penn State correspondence
course on ice cream making. They
then went on to invest $12,000, $4,000
of it borrowed, to open their first ice
cream shop in a former gas station located in Burlington, Vt. Now, 43 years later, there are
577 Ben & Jerry’s Scoop Shops worldwide. And the company’s three U.S. factories churn
out pints, in total, at a rate of 400 per minute. The pints are delivered to 38 countries in 50 to
75 available flavors at any given time. Although their initial focus was on creating a
successful business, Cohen and Greenfield added to that mission along the way. In 1979,
after their first year in business, they celebrated with their first Free Cone Day (now
celebrated every year), giving away ice cream to the community that supported them. That’s
when Cohen determined that “business has the responsibility to give back to the
community.” In 1988, the partners codified the threepart mission statement that still guides
Ben & Jerry’s operations today: to make the best products, to be financially successful and
to stand up for social causes.
Ben & Jerry’s worked with sustainable, Fair Trade certified and organic suppliers; used
environmentally friendly packaging; paid premium prices to dairy farmers from Vermont who
did not give their cows growth hormones; and created business opportunities for depressed
areas and disadvantaged people. Giving 7.5 percent of their pretax revenues to charity,
publicly traded Ben & Jerry’s could not be accused of corporate greed.
Ben & Jerry’s officially entered the world of big food when British conglomerate Unilever
acquired the Burlington-based company in 2001. At the time of the acquisition, however, the
Ben & Jerry’s alternative management style lacked the fiscal and managerial discipline
market analysts and investors demanded. The company’s stock had fallen from almost $34
in 1993 to $17 in 1999.
Unilever’s appointed Yves Couette as he CEO of its new oddball acquisition. As a longtime
corporate Unilever executive, the French-born Couette had spent several years running
businesses in Mexico and India. Couette needed to thread the proverbial needle as the
CEO, to understand this alternative American organization enough to preserve the intangible
assets of Unilever’s new acquisition while at the same time introducing some parent-
company fiscal and managerial controls.
However, Couette knew that some things needed to change at Ben & Jerry’s to deliver a
financial return to Unilever. In a very un–Ben & Jerry’s act, he downsized the company–
eliminating jobs and closing plants. He provided structure and introduced some basic
organizational practices, and opened Ben & Jerry’s positions to Unilever’s global talent pool.
Knowing that these moves would be unpopular with the employees, he justified them by
saying that “the best way to spread Ben & Jerry’s enlightened ethic throughout the business
world was to make the company successful.”
Within his first few months as, Couette demonstrated his true cultural agility by adapting
some–but not all–of his leadership style and business practices.
He began with symbolic gestures. He came to work dressed casually, and volunteered to
mix mulch at a company-sponsored gardening project in the local community. These initial
gestures helped build rapport and ease employees’ concern that Couette was sent by
Unilever to dissolve Ben & Jerry’s small-town American (and anticorporate) culture. On a
more tangible level, Couette also continued the corporate social responsibility approach of
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