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Management involves the four-fold process of controlling, leading, organizing, and planning. Since this scenario involves a person who has poor financial skills, little net worth, weak management skills, and inadequate manufacturing knowledge -- apparently, his only resource being his invention - his best bet in optimally marketing and producing his inventions lies in outsourcing the entire manufacturing operation to an offshore company. This is because, here, another company will produce the entire work for him in all its involved four categories: controlling, leading, organizing, and planning, whilst his financial input (although not necessarily) may be smaller. There are disadvantages, however, too, primarily in that his objectives may not be met and output of work may be shoddy. Choosing outsourcing, the inventor's duties would be confined to being in touch with the organization to ensure that his objectives are met whilst helping company plan project mission and objectives and how to…
e., planning, organizing and controlling); b) behavioural approach (focuses on the role of the individual, his needs and desires; every individual is different, hence they should be approached appropriately); c) management science (the efficient, sometimes mathematical approach, solving problems); d) systems approach (designing a precise system made up of the most important management components that precisely fit the specific sports genre); and e) contingency approach (this works on the assumption that "there is no single beat way to manage"; the manager is flexible and is able to adjust where there are variances in the organization) (Watt, 116-117).
In conclusion, the literature clearly shows -- through myriad examples and formats -- that managing in the sports or exercise genre employs the same strategies and disciplines as those used in the business world. Whether in the UK or the U.S., the four components of management remain the same, and indeed the organizing…
Allen, Paul. 2011. Artist Management for the Music Business. Focal Press, Waltham, MA.
Gill, Diane, and Williams, Lavon. 2008. Psychological Dynamics of Sport and Exercise. Human Kinetics: Champaign, ILL, 2008.
Lussier, Robert N. 2008. Management Fundamentals: Concepts, Applications, Skill Development. Cengage Learning: Independence Kentucky.
MBA Tutorials. 2009. '4 Functions of Management', retrieved March 12, 2012, from http://www.mba-tutorials.com/management/287-4-functions-of-management.html .
With these different departments having their own functions and responsibilities, the Company can be organized and run accordingly to the achievement of its objectives.
Each employee in the organization has their individual roles and responsibilities. To properly execute and illustrate the four functions, we will look it in micro-level. For detailed application of these functions, let us pick Audit Department as a diagram.
PLANNING and OGANIZING Audit Department has an aim to ensure other departments are in compliance with Company policies, internal office memo, acceptable standards, and other legal provisions. With a goal in mind, it is easier for the department to set up a procedure to attain such. However, prior the accomplishment of goal, the people behind it, composing of Audit Managers and Associate Auditors, should be aware of their roles and responsibilities: Audit Managers are to assist and review work of associate auditors. They are also the ones…
Planning in Organizations. (2007). Retrieved July 28. 2007, at http://www.managementhelp.org/plan_dec/plan_dec.htm
Management Reading. (2006). Retrieved July 28, 2007 from http://facstaff.uww.edu/matthewm/artsman/module2/reading.html
Functions of Management
The four functions of management are planning, organizing, directing and controlling. Planning is the process of anticipating future events of action for achieving organizational goals. An effective plan aids in the crystallization of an organization's vision, works to avoid costly mistakes, and allows companies to seize opportunities. Effective planning requires an evaluation of the business environment and a well designed strategic plan of actions that are needed to move a firm forward. Planning should be flexible and responsive as well as involve managers from all levels of the organization. As global competition intensifies, technology expands and the speed at which firms bring new innovations to market increases, planning for the future becomes even more critical.
Organizing is the blending of human and material resources through a formal structure of tasks and authority to realize those goals. This includes classifying and dividing work into manageable units by determining…
Kurtz, David L. (2010). Contemporary business. 13th ed. Hoboken, NJ: John Wiley and Sons.
Khawaja, J. (2002, March). The future of management. Retrieved October 25, 2011, from http://www.khawaja.us/Jamal/article_future_manage.htm
They doubted that enough Cs would be sold to make MS-DOS successful. Bill Gates begged to differ, bought out the rights to MS-DOS, which he had originally written for IBM, and Microsoft was born. Mr. Gates has tremendous passion for his visions and that passion is contagious, and that is a critical skill for any manager to make planning work as part of their management style.
lanning as a management discipline varies by level of management. First, the planning horizons of the first-line manager, middle manager and top manager all vary significantly, with the latter being the longest in scope, and the former being the shortest in terms of time to react (Martin, Osberg, 2007). The skills that a front-line manager needs to have are completely different compared to those from top management. The front-line management often has a completely different perception of time itself compared to top management (Westover,…
Planning as a management discipline varies by level of management. First, the planning horizons of the first-line manager, middle manager and top manager all vary significantly, with the latter being the longest in scope, and the former being the shortest in terms of time to react (Martin, Osberg, 2007). The skills that a front-line manager needs to have are completely different compared to those from top management. The front-line management often has a completely different perception of time itself compared to top management (Westover, Taylor, 2010). Front-line management therefore requires a planning skill set that concentrates on the immediate tasks and prioritization of resources. Middle management requires a skill set that concentrates on collaboration and building shared task ownership (Martin, Osberg, 2007). Top management requires an entirely different skill set, where the priority is on creating organizational strengths and weaknesses to cope with turbulent, uncertain environments (Westover, Taylor, 2010).
The greatest leaders in the history of business and the military share a common trait of being excellent at organizing resources, systems, people and entire divisions of companies to attain challenging, even impossible-looking objectives at the time. Organizing also involves the ability to create cross-functional teams and have them be highly effective in executing towards common goals as well. This aspect of management calls upon all the skills of transformational leaders (Arnold, Loughlin, 2010). The greatest transformational leaders have exceptional skills at creating trust with their subordinates by being authentic, real, and worthy of trust. These managers are also known for making major sacrifices for their teams and showing their complete commitment to the goals they are trying to accomplish (Morgeson, DeRue, Karam, 2010). These are the core skills of an excellent manager and leader. One of the best managers at organizing in recent history is the creation of Google and its many business models. Sergey Brin and Larry Page, two Ph.D. students at Stanford, spent years working with the investment community just outside Stanford University on Page Mill Road where all the venture capitalists are located. This intensive organization effort led to the development of a corporate culture that valued innovation above all else, which led to 65% of products generating revenue
The best leaders inspire exceptionally high levels of performance by focusing on being authentic, transparent and focused on making sacrifices on behalf of the team's attainment of objectives over the long-term. These are the traits of a transformational leader as well. For any leader to truly be effective in this area of management, they must be transformational focused and concentrate on how best to grow the strengths of their team in response to the challenges of attaining goals and objectives over time (Mamman, Baydoun, 2009). Another aspect of leading is how effective a manager is in supporting his teams and tailoring individual development goals on their behalf. Being able to create development profiles for each team member and working to provide them with development opportunities over time is crucial for their success. The need for defining how the development of subordinates aligns with the current and future needs of an…
Bernhut, S.. 2009. An INTERVIEW WITH JIM COLLINS. Ivey Business Journal Online (July 1):
Christof Ebert. 2007. The impacts of software product management. The Journal of Systems and Software 80, no. 6, (June 1): 850.
Geraldi, J., J. Turner, H. Maylor, a. Soderholm, M. Hobday, and T. Brady. 2008. Innovation in project management: Voices of researchers. International Journal of Project Management 26, no. 5, (July 1): 586.
Mamman, a., and N. Baydoun. 2009. Managerial perspective on the impact of globalization in an African commercial bank: Implications for strategy implementation. International Journal of Organizational Analysis 17, no. 3, (July 1): 184-201.
From the example of the retailer worked for, organizing is essential for a retail store to operate. From the store schedules to the shelves' organization this was the most visible management activity in the store.
Defining the sequence of steps, the relationships necessary for the steps to be as impactful and successful as possible, and getting employees to identify with and support strategies are all aspects of this function of management. There are theorists who say that leadership and management are two different skill sets, yet to be effective a leader must have both (McCartney, Campbell, 192). This is certainly the case as leadership in cynical times (Kouzes, Posner, et.al.) shows that trust is very difficult to attain in leadership yet so critical for successful outcomes to occur. In the retail store I worked in this was very true. egional managers often focused only on benchmarks while store managers…
James M. Kouzes and Barry Z. Posner. "Leading in Cynical Times. " Journal of Management Inquiry 14.4 (2005): 357-364.
William W. McCartney, and Constance R. Campbell. "Leadership, management, and derailment: A model of individual success and failure. " Leadership & Organization Development Journal 27.3 (2006): 19 -- 202.
For any oil or gas company or organization to attain its strategic plans and objectives, it is critical that leaders strive for transparency and honesty in all their work, including the development of reporting and organizational structures as well. For leadership to attain its greatest potential there needs to be a strong shared vision across an entire organization, with each member of the organization seeing their part of the total vision being accomplished through their efforts. This ability of leaders to create a high level of ownership of the vision of their organizations is critical if lasting change is ever to be accomplished in many oil and gas companies. This ability to create a high level of internalized support for a vision, then managing its fruition and development over time, is critical for a leader to be successful in accomplishing strategic goals and objectives. Further, leaders must focus on how…
Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on February 24, 2008:
Raymond E. Miles (2007). Innovation and Leadership Values. California Management Review, 50(1), 192-201. Retrieved February 23, 2008, from ABI/INFORM Global database. (Document ID: 1392087651).
Jafar Razmi, Fariborz Jolai, Behzad Hezarkhani. (2008). Designing collaborative roles and responsibilities in supply chain. International Journal of Management Practice, 3(1), 96. Retrieved February 24, 2008, from ABI/INFORM Global database. (Document ID: 1401559971).
Second of all, the supervisor defines means by which the tactical objectives are implemented at departmental level.
The organizing function is represented at departmental level, first of all, by the organization of human resource working there. This refers to regulating employee's time off and to setting the schedules during which employees have to work. Second of all, there is the organization of activities that needs to be considered. This may refer to allocating the correct information to students and doing the course revisions in a timely manner.
Directing includes key actions such as delegating responsibilities and, most of all, deciding who has to do what in the department. s a middle route between the upper management and the employees, the supervisor needs to ensure that the staff understands and applies the directions received from the upper management.
The control function includes the feedback I have mentioned, at a lower level…
As for the controlling function, at an individual, positional level this refers to a constant feedback at this level, checking that the planned schedule is respected and that the work is being performed efficiently and correctly.
Erven, Bernard L. Planning. On the Internet at http://www.ag.ohio-state.edu/~mgtexcel/Planning.html
Erven, Bernard L. Organizing. On the Internet at http://www.ag.ohio-state.edu/~mgtexcel/Organize.html
Functions of management are usually defined as planning, organizing, staffing, directing, and controlling the various resources of the organization. A service-based organization such as the Starbucks Corporation must give particularly careful attention to the organizing function of management regarding its use of human resources, given that the public face it presents to the world is an integral part of the product's reputation (Allison 2010). Starbucks must also devote care and attention in creating its high-quality product, given that consumers will not return to the store if they are dissatisfied with the drinks and foods they buy at their local Starbucks.
High-quality employee training became a critical part of Starbucks' branding, when it evolved into a publically-traded company. Unlike other fast food establishments, from its inception Starbucks' training program "included classes on coffee history, drink preparation, coffee knowledge (four hours), customer service (four hours), and retail skills, plus a…
Allison, Melissa. (2008). Starbucks retraining goes down smoothly. The Seattle Times.
Retrieved January 29, 2011 at http://seattletimes.nwsource.com/html/businesstechnology/2004245181_webstarbuckstrain27.html
Thompson & Strickland. (2009). Starbucks Case Study. Strategic management. McGraw Hill.
Retrieved January 29, 2011 at http://www.mhhe.com/business/management/thompson/11e/case/starbucks-2.html
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" (arnett, 2007) There are three steps involved in controlling including: (1) establishing performance standards; (2) comparing actual performance against standards; and (3) taking corrective action when necessary. (arnett, 2007) Standards of performance are often referred to within the organization by terms including 'revenue', 'costs', or 'profits' as well as other terms such as 'units produced', 'number of defective products', or 'levels of customer service'. (arnett, 2007) Performance management can be accomplished through "financial statements, sales reports, production results, customer satisfaction and formal performance appraisals." (arnett, 2007) This is a process that generally involves all levels of management. This process is one in which the manager takes the actions required to make sure that workers activities "are consistent with and contributing toward the accomplishment of organizational and departmental objectives." (arnett, 2007)
This work has reviewed the eight aspects of management in the organization which have included:: (1) planning; (2)…
Evren, Bernard L. (nd) the Five Functions of Management: Creative Problem Solving. The Foundation of Management Excel. Online available at http://extension.osu.edu/~mgtexcel/Function.html
Barnett, Tim (2007) Management Functions. Encyclopedia of Management. 2007
Panigrahi, Anupam and Shukla, Seema, "Is Opportunity a Suitable Substitute for Problem, When Problem is Not There?." SRM Management Digest, 2006 Available at SSRN: http://ssrn.com/abstract=1032793
Fayol, Henri. General and Industrial Administration. London: Sir Issac Pitman & Sons, Ltd., 1949.
Finally and one research says most significant, a transformational leader is willing to sacrifice on behalf of both the goals they are accomplishing and their teams (Arnold, Loughlin, 2010). Self-sacrifice is a major component to trust in a leader and matters more than any title, position of legitimate power or status (Johannessen, Olsen, 2010). This specific role in management is often performed across a very wide spectrum of quality and accuracy, and it is common in larger organizations to see two or more organizational structures emerge. The formal organization chart is often devised to communicate reporting relationships. Yet the more often used organizational structure is that mapped by the areas of control transformational leaders have over specific projects and departments. Leadership emerges from this more informal yet vastly more effective organizational structure because the relationships are predicated on trust (Arnold, Loughlin, 2010). The leading function of management encompasses all of…
Kara a. Arnold, and Catherine Loughlin. 2010. Individually considerate transformational leadership behaviour and self-sacrifice. Leadership & Organization Development Journal 31, no. 8, (November 20): 670-686.
Johannessen, J., and B. Olsen. 2010. The future of value creation and innovations: Aspects of a theory of value creation and innovation in a global knowledge economy. International Journal of Information Management 30, no. 6,
(December 1): 502.
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2) Because most organizations have finite resources, a CEO may be faced with two mutually exclusive investments, one with a good short-term payoff but no longer term value; the other with a good long-term payoff but no short run value. If the firm's results are shaping up to be disappointing over the next few quarters, significant conflict may arise for the CEO in trying to decide which alternative is best. Further, short-term orientation may directly benefit the CEO, who may have his/her compensation tied more to short-term performance.
There may be, however, some long-term benefits to satisfying the Street in the short-run. One potential benefit is with regards to the ability to raise capital. If the firm is experiencing strong short-term performance, their stock price should be higher, allowing them to raise more capital than they otherwise would. Moreover, if the short-term performance improvements flow through to the balance sheet,…
Functions of Management at Shell Oil
How External Factors Affect the Four Functions of Management at Shell Oil
There are many external factors influencing or affecting the four functions of management at Shell Oil. The intent of this analysis is to evaluate each of the four functions of management, explaining what external factors most influence their operations and performance. As Shell Oil is a process goods producer that transforms raw materials into finished goods, the factors most affecting the four functions of management are supply chain focused.
Shell Oil relies heavily on the Supply Chain Operations eference (SCO) model as a means to mitigate sourcing oil, gas and raw materials needed for creating their finished goods (azmi, Jolai, Hezarkhani, 2008). Strategic planning at Shell is highly dependent on how well integrated the company is with suppliers in the areas of exploration, mining or extraction, processing and refining oil- and…
Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY.
Raymond E. Miles (2007). Innovation and Leadership Values. California Management Review, 50(1), 192-201.
Jafar Razmi, Fariborz Jolai, Behzad Hezarkhani. (2008). Designing collaborative roles and responsibilities in supply chain. International Journal of Management Practice, 3(1), 96.
Functions of Management:
While there are additional functions of management that are identified in some cases, the four most common functions uniquely explain the jobs of managers. This is because they differentiate the process of management from that of marketing, accounting, finance and other functions of business. Since the most basic management is founded on a functional framework, these four functions provide a helpful way of categorizing information regarding management. These management functions also allow organizations to deal with the planned, tactical and established decisions with their main aim being to have a controlled strategy over the protective measure. The four major functions of management are
This is considered as the base or foundational function of management upon which all the other functions are established. It basically involves setting goals and determining a course of action for the realization of these set goals. In addition to requiring managers to…
Barnett, T. (n.d.). Management Functions. Retrieved April 24, 2011, from http://www.referenceforbusiness.com/management/Log-Mar/Management-Functions.html
Pakhare, J. (n.d.). Management Concepts -- The Four Functions of Management. Retrieved April
24, 2011, from http://www.buzzle.com/articles/management-concepts-the-four-functions-of-management.html
Functions of Management
Management is defined as the process of getting work done through others in a manner that succeeds in achieving organizational and business goals. This simple definition has led to the outline of four broad management functions: planning, organizing, leading and controlling (Harris, 1993, p. 372). It is also important to note that the management process involves taking into consideration a firm's resources. As such, this implies that managers at all levels in an organization must execute the four functions of planning, organizing, leading and controlling since they are responsible for the people and factors of production that are under their charge (Faille & O'Connor, 2000, p. 203). It is the objective of this paper to describe the four functions of management and their importance to an organization.
The planning function involves the defining of goals as well as development of strategies or plans that are designed to…
Faille, C., & O'Connor, D.E. (2000). Basic Economic Principles: A Guide for Students. Westport, CT: Greenwood Press.
Harris, T.E. (1993). Applied Organizational Communication: Perspectives,
Principles, and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.
McNamara, C. (1999). Basic Definitions (and Misconceptions) About Management.
he human resources of a company require an deserve different treatment and consideration than the company's other resources, of course, and this is where the leadership function of management comes into play. Inspiring, encouraging, and simply communicating with employees in way that motivates them to further the company's goals in the most valuable and efficient way possible is the aim of good leadership, and will lead to a maximized return from the company's other resources, as well (Bateman-Snell 2009). In the tourism industry, this can also require becoming a community leader, ensuring others that their lives will not be adversely impacted from tourism increases and generally engaging the community and culture in the endeavor as much as possible (Law & hyne 2004).
he first three functions of management -- planning, organizing, and leading -- require the fourth function of management -- controlling -- to ensure that they are…
The first three functions of management -- planning, organizing, and leading -- require the fourth function of management -- controlling -- to ensure that they are being practiced in the manners and with the intents with which they were conceived (Bateman-Snell 2009). Controlling essentially refers to the monitoring of both the processes and the end results of a company's efforts, and in this manner also serves as something of the final arbiter in management when it comes to the other three functions. In the hospitality industry, control requires constant attention to detail, and the thorough checking and rechecking of ll aspects of the consumer's experience with the company and its services. Without the function of control, there is no way for any company, including -- perhaps especially -- those that operate in the hospitality industry, to know if they are living up to their potential and goals.
All four functions of management are vital in the hospitality industry, as they are in all business ventures. Without proper planning, organizing, leading, and controlling, the hospitality industry would not be able to offer a consistent quality of service, or even consistent services. By utilizing these four functions of management in a conscious, intelligent, and responsible way, on the other hand, companies operating in the hospitality and tourism industry can maximize their profitability and their sustainability in a way that is beneficial not only to the companies themselves, but to the environment and the communities in which they operate.
However, often those steps are performed well and the failure results as a failure of leadership.
Leadership was a major issue at erox. When the company was collapsing, the managers responsible for leading the company were putting out fires instead of inspiring their workers to great heights. When Mulcahy arrived, the leadership style at erox underwent a dramatic change. One of the leader's key activities is to instill vision. erox had no vision in the early part of this decade, but Mulcahy's team created one. The workers all had goals, but with no vision they had lost sight of those goals. What Mulcahy did was restore that vision, so that she could successfully lead the employees towards the goals she was setting (MIT Sloan, 2009).
The final role of management is controlling. This refers to tracking the progress of the plans that have been made, to ensure that they remain…
Xerox Corporation 2007 Annual Report. (2008). Xerox Corporation Retrieved February 9, 2009 at http://www.xerox.com/Static_HTML/annualreport/2007/index.html?&Xcntry=USA&Xlang=en_US
Ackerman, Ruthie. (2008). Xerox's Nifty Turnaround. Forbes Retrieved February 6, 2009 at http://www.forbes.com/2008/01/24/xerox-office-closer-markets-equity-cx-ra-0124markets30.html
No author. (2009). Behind the Scenes of a Great Turnaround. MIT Sloan. Retrieved February 6, 2009 at http://mitsloan.mit.edu/newsroom/2006-mulcahy.php
At Johnson and Johnson, most of the traditional means of control are used. The most important form is the direct control. This means that regional managers, in charge of a certain geographic area, visit the company centers regularly in order to check the commercial and financial performance, to see how the respective plant is evolving in the competitive environment, etc.
The indirect control is realized at Johnson and Johnson by indirect communication, in the form of reports, evaluations from the staff in the field, etc. These are generally sent once month to the regional headquarters and decisions are made based upon them. At times, the central headquarters of the company are involved when significant decisions are to be made.
The third type of control used at Johnson and Johnson is the preventive control. In the fast paced business environment we live in nowadays, it is most important to be able…
(iii) he mounting significance of the role of the corporate and public affairs function in companies (iv) the transforming roles of the HRM function in corporate and especially the significance of strategic HRM. he narrow role of HRM in corporate social responsibility has relevantly unfavorable connotations for HR profession itself as corporate social responsibility has attained spheres of more strategic relevance in case of companies. (Corporate Citizenship & Human Resource Management: A new tool or a missed opportunity?)
Building Level Administrators" Retrieved at http://www.doe.state.in.us/dps/standards/BuildingLevelAdminContStds.html. Accessed on 5 August, 2005
Ethics, Excellence and the Los Angeles Unified District School" Retrieved at http://www.josephsoninstitute.org/lausd.htm. Accessed on 5 August, 2005
he Functions of School Management" Retrieved from http://library.unesco- iicba.org/English/Better_Schools/Better%20Schools/MODULE2/module2_unit3.htm http://library.unesco- iicba.org/English/Better_Schools/Better%20Schools/MODULE2/module2_unit3.htm Accessed on 5 August, 2005
Zappala, Gianni. (February, 2004) "Corporate Citizenship & Human Resource Management:
new tool or a missed opportunity?" Retrieved at http://www.acirrt.com/pubs/WP89.pdf. Accessed on 5 August, 2005
The Functions of School Management" Retrieved from http://library.unesco- iicba.org/English/Better_Schools/Better%20Schools/MODULE2/module2_unit3.htm http://library.unesco- iicba.org/English/Better_Schools/Better%20Schools/MODULE2/module2_unit3.htm Accessed on 5 August, 2005
Zappala, Gianni. (February, 2004) "Corporate Citizenship & Human Resource Management:
new tool or a missed opportunity?" Retrieved at http://www.acirrt.com/pubs/WP89.pdf. Accessed on 5 August, 2005
Further, it is the role of Human esources in such organizations, to treat employees as "ends in themselves, with dignity and respect" and with treatment that encourages "physical, psychological, emotional and spiritual health" (Greenberg, 2003, p. 54). To achieve the best possible environment, one that promotes efficient operations and reduces conflict and ambiguity in the workplace, a human resources representative or leader must focus on "preventive management," which includes evaluating human nature within the organizational context to predict possible stressors and then forming cooperative agreements with institutions including the National Institute for Occupational Safety and Health (NIOSH) to ensure workers needs, concerns and potential stressors are addressed (Greenberg, 2003, p. 54). This in turn prevents problems before they arise and promotes cohesiveness in the workplace and among work units.
Milwaukee's commitment to technology and state-of-the-art technologies is evident in their policies, place in the market and procedures, adhering to the…
Greenburg, J. (2003). Organizational behavior: The state of science. Mahwah: Lawrence
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Asking a local organization to donate their services in terms of website design might be one way to improve the appearance of the website.
Another under-use of human capital at the Night Ministry is the emphasis on food and clothing drives from student-run and charity-affiliated organization. Soliciting different forms of financial charity from businesses that can afford to donate funds and resources to the organization, when funds are scarce from individuals and government would enable the organization to more easily meet its financial goals. Traditional sources of Ministry funding, including people, state and local authorities, and charities are cash-strapped due to the dip in funding in the wake of the lagging economy. All donations to the Ministry are tax-deductible, and a business could also improve its public image by stressing how it gives back to community organizations.
Given the stress put on volunteerism today by prominent national leaders like President…
Financials. (2008). The Night Ministry. Retrieved February 3, 2010 at http://www.thenightministry.org/004_about/040_financials/
Volunteer. (2010). The Night Ministry. Retrieved February 3, 2010 at http://www.thenightministry.org/002_volunteer/
While the managers at Microsoft certainly have the authority to provide immediate rewards for excellent performance, there is seldom a transaction-based leadership mindset used for control of groups. Instead, as managers and many senior technical staff members have stock options and vested stock grants the transformational leadership approach of seeing how their specific project can help to keep the company has proven to be far more effective.
The managing of knowledge and technology isn't completely optimized in Microsoft yet it has significant gains over competitors. First, the smaller teams and groups the high level of accountability serves as an effective means of control of knowledge transfer and technology use. Smaller teams also make for a higher tolerance for change and help organizations overcome resistance to change (Aguirre, Calderone, Jones, 2004). As a result, Microsoft has been able to stay agile and focused on market requirements as a result. The control…
Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY.
Alan Melkman. (2000). The 12 Simple Secrets of Microsoft Management: How to Think and Act Like a Microsoft Manager and Take Your Company to the Top. Long-Range Planning, 33(2), 275-276.
Raymond E. Miles (2007). Innovation and Leadership Values. California Management Review, 50(1), 192-201.
When employees have a high level of ownership regarding an initiative, product or strategy they feel a higher level of control, and commit themselves at a more personal level to its success (Spector 1986). Microsoft's it department, in striving to be a responsive resource to the rest of the company, often relies on these internal reviews of new applications from the company to find new approaches to delivering higher levels of effectiveness throughout the organization. It learns from software development what could potentially assist internal departments to be more effective in their use of systems, software and processes, becoming a more efficient and responsive internal resource in the process.
Microsoft's unique culture is based on the need to be continually innovating new software applications and solutions to an increasingly wide breadth of markets globally. For Microsoft to continually be competitive in both their Human esources and it organizations, the…
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Besides, the customer can get a single bill for his Verizon local and Verizon Wireless services by removing headaches and piles of bills. (Wireless)
We shall now discuss the organization function of management as it relates to knowledge. Verizon's presence in the knowledge domain is equally superior. As per a latest report, Southern Illinois University Carbondale will expand its endeavor to bring students, faculty and the community up to speed in the world of e-commerce. Verizon has been funding this venture. Executives representing Verizon and the University declared the $75,000 grant at the SIUC's student Centre. The SIUC's College of Business and Administration will utilize the money to grow the endeavor that started during 1999 with a $50,000 grant from GTE, Verizon's predecessor. The funding for the second phase has been given by the Verizon Foundation that is the philanthropic wing of the company. This fresh grant will back the…
Entertainment: TV With real power" Retrieved 8 March, 2007 at http://www22.verizon.com/Residential/Entertainment/
HDTV" Retrieved 8 March, 2007 at http://www22.verizon.com/content/fiostv/hdtv/hdtv.htm
Home Media DVR" Retrieved 8 March, 2007 at http://www22.verizon.com/content/fiostv/dvr/home+media+dvr.htm
On Demand & PPV" Retrieved 8 March, 2007 at http://www22.verizon.com/content/fiostv/on+demand+and+ppv/on+demand+and+ppv.htm
Organizing Function of Management
Legend Group Ltd. Of China
Legend Group Ltd. is a Chinese giant company in China that started its business in 1984. Through its years in the computer industry business, Legend enjoys continuous profits despite of the existence of big international companies competing in the Chinese market such as Dell, HP, and IM. Until recently, Legend faces financial growth problem as other companies in the PC market face. In its last fiscal year report, the company accounted a 2% drop in profits and a 5% increase in revenues .
To overcome the slow growth Legend experiences in its PC industry, the company embarks new products such as mobile phones, notebook computers, digital cameras, MP3 players, and servers. It also plans to get in the market of providing IT services. And among the major steps the company prepares for and looks forward is entering the international market and…
Buckman, Rebecca, et. al. (2003). Legend Goes for the Big League.
Far Eastern Economic Review, 32-35.
1] Buckman, Rebecca, et. al.
2] Buckman, Rebecca, et. al.
The Large Cargo Freighter (Dreamlifter) delivered major assemblies in the first half of 2007, and the company expects final assembly of the first 787 later in the second quarter of 2007. Boeing also expects to fly 787 engines on an airplane test bed sometime in the first quarter of 2007.
In summary, the three dominant factors of commercial aircraft demand, business jet demand, and supply chain planning, forecasting, and manufacturing fulfillment are central to Boeings' strategic and contingency planning. In addition to all of these significant new opportunities, the role of the Internal Governance Officer to provide a higher level of oversight and ethical guidance is making the audits from the Justice Department less intrusive on daily work in the company. The governance office now has 90 employees full-time working on ethics programs and preventative action plans to keep the company out of the ethical problems faced in the past,…
Ameet Sachdev (2006). Making Boeing fly right: Bonnie Soodik, who leads the internal governance office at the aircraft maker, oversees compliance with all ethics rules. May 20, 2006. Knight Ridder Tribune Business News, 1. Retrieved October 12, 2007, from ABI/INFORM Dateline database. (Document ID: 1039557211).
Atkins (2006) - Boeing and Toyota Beef Up Training in Response to Recent Scandals. August 4, 2006. Shanti Atkins. Accessed from the Internet on October 12, 2007 from location:
Boeing Market Forecasts (2006) - Based on Boeing Internal Market Research. Accessed from the Internet on October 12, 2007 at http://blog.nam.org/Boeing%20Export%2006j.pdf
It is the totality of a company's identity: the quality of its people, the value of its brand, its standing in the community and its performance in the marketplace. Building reputation, in this broad sense of the term, is what great companies are all about" ("Message from Verizon's Chairman and CEO," 2006, About Verizon).
Notice how this rhetoric makes every employee at the company feel involved in a commitment to quality, yet also stresses Verizon's mission of putting the customer first. It is not just the CEO who leads, however, rather every manager must ensure that the functions and employees he or she oversee fulfill their necessary functions, and also want to do so. Leadership, in other words, is more than telling people what they must do; it is making people feel motivated to do so and to do their best, and to understand how they fit into the 'big…
Four Functions of Management." (2006). Slide 8. McGraw-Hill. Retrieved 18 Feb 2007 at http://www.csupomona.edu/~wcweber/301/301slide/ch01301/sld008.htm
Message from Verizon's Chairman and CEO." (2006). About Verizon. Retrieved 18 Feb 2007 at http://multimedia.verizon.com/responsibility/messageceo/index.aspx
McNamara, Carter. (1997). "Basics -- Definitions (and Misconceptions)
About Management." Management Help Retrieved 18 Feb 2007 at t http://www.managementhelp.org/mgmnt/defntion.htm#anchor654851
"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm).
The observation of the way in which people within an organization behave is of extreme importance. ut leaders and managers obtain feedback not just from observations, but directly from people. This provides them with a better understanding of the relation between the actions performed by the individuals and the beliefs which guide their behaviour. An efficacious control upon these factors implies the contribution to the creation and maintenance of a healthy organizational culture.
There are various strategies that an organization can choose to implement in order to make sure it preserves a healthy organizational culture. Among them we can mention the adoption of various principles, such as the following: a…
Baker, Kathryn (2002), Organizational Culture, 19 May, 2007, <
Four Management Functions, 19 May, 2007, http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm
Schein, Edgar, H (1992), Organizational Culture and Leadership, San Francisco: Jossey -Bass Publishers
Indeed, the control function will create a feedback mechanism that will allow the leader or manager (at all levels of the organization) to be constantly informed as to the way that benchmarks are reached, as well as to any potential problems that might appear along the way. This means that the control function is the first phase in actually correcting the potential errors that might appear in the organization.
In Jack Welch's case, the control function as he applied it allowed him to monitor his group of human resources so as to emphasize the most important and most productive 20% and the underperforming 10%. y monitoring and controlling this benchmark, he was able to induce and maintain an organizational culture based on performance as one of the fundamental and defining goals.
5) One of the strategies by which a healthy organizational culture can be maintained proposes to support a close…
1. Welch, Jack. 2005. Straight from the Gut. Warner Books.
2. Welch, Jack. 2005. Winning. Collins
He wished to build the happiest place on the planet and this message continues to be handed over to the new recruits who join the organization presently also. Disney exists to give a guarantee to the Americans that are there for real. Disneyland is not just unreal, rather it is hyper-real. As a result it is possible to express of the corporate culture of Disney as being created. ("eading Organizations from behavior and experience to representation and experience," n. d.)
4) Explain how the four functions of management support the creation and maintenance of a healthy organizational culture
The four functions of management support the creation and maintenance of a healthy organizational culture as it leads to planning, organizing, leading and coordinating of resources and it is these 4 activities which recur across the institution and are extremely unified. Present features relating to management cover claims leading are distinct from…
Arnold, Paul. V. (2002) "Fixing manufacturing" MRO Today Magazine, Retrieved at http://www.progressivedistributor.com/mro/archives/mro%20coach/Lynch/FixingJJ02.htm
Bryman, Alan. (1995) "Disney and His World"
N.A. (2007) "Disney Institute Homepage" Retrieved at http://www.disneyinstitute.com/index.cfm
The document states the plan of an organization in different phases. For each phase there will be a different management strategy. The document has described the management strategy and the effects that they will have on the performance of the business and why that particular management strategy has been chosen.
Management structure needs to be examined carefully when a new business venture is setup. In order to develop and build on the business plan a compact management structure is necessary. The managers are the people who are responsible for steering an organization towards achieving the business objectives. In the second phase the business plan will be implemented on the basis of geographical region and the management structure will be based accordingly.
The four key functions of management are planning, organizing, leading and controlling the business. The type of managers which are selected for the business venture must be…
Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill. pp. 19.
Kleiman, Lawrence S. (2010). " Management and Executive Development" Reference for Business: Encyclopedia of Business
Manfred F.R. Kets de Vries (2003). The Dark Side of Leadership - Business Strategy Review 14(3), Autumn Page 26
Richard Barrett (2003). Vocational Business: Training, Developing and Motivating People, - Business & Economics - 2003. - Page 51
A cheap product will not be able to survive in this rapidly changing business environment. Organization is another extremely important aspect of the necessary managerial skills for any manager desiring guaranteed success at their individual Verizon location. Organization can be as simple as instituting training at work in a pattern that overlooks no single employee. A good manager cannot expect employees to train themselves or improve their work manners without additional help. A strong organized training program is sure to enhance even the most successful company.
A strong leadership team is another necessary important aspect for businesses engaged in the phone industry. Verizon's leadership team must be instituted and adopted without fear at the workplace, because employees who fear their supervisors simply cannot evolve into successful employees interested in the growth of the company. A strong leadership team will effectively manage the business with the overall objective of accomplishing the…
Bass, B.M. (1996). A new paradigm of leadership: An inquiry into transformational leadership. Alexandria: U.S. Army Research Institute for the Behavioral and Social Sciences.
Oak, C. & Schoeffler, B. (2002). Management for the 21st Century. Retrieved March 13, 2007, from Insurance Journal Web site: http://www.insurancejournal.com/magzines/southcentral/2002/03/11/mindyourbiz/18984 .
Verizon. (2007). Verizon. Retrieved March 17, 2007, at http://www.verizon.com .
The two basics to keep in mind is that managerial accounting should be used early and often and not just internal stakeholders should be heeded and listened to (Tutor2U.net, 2013).
In conclusion, Thai Airlines would benefit greatly from an entrenched and well-managed managerial accounting framework. It should supplement and complement both the financial accounting mechanisms of Thai Airlines as well as general process management, general product management, marketing, other accounting matters and general business decision making for Thai Airlines. Part and parcel of all of that is integrating stakeholder's expectations and conversely managing the expectations and perceptions of those same stakeholders is also vital on a number of levels. However, if all of the above is managed and managed well, then the outcomes for firms like Thai Airlines that use managerial accounting effectively will tend to be very good.
Holtzman, M. (2013, May 12). Managerial Accounting for Dummies…
Holtzman, M. (2013, May 12). Managerial Accounting for Dummies Cheat Sheet - for Dummies . How-to Help and Videos - for Dummies. Retrieved May 12, 2013, from http://www.dummies.com/how-to/content/managerial-accounting-for-dummies-cheat-sheet.html
Money-Zine.com. (2013, May 12). Financial vs. Managerial Accounting. Money-zine.com Home Page. Retrieved May 12, 2013, from http://www.money-zine.com/investing/investing/financial-versus-managerial-accounting/
Singha Beer International. (2013, May 14). Singha Beer International. Singha Beer International. Retrieved May 14, 2013, from http://www.singhabeer.com/
Tutor2u.net. (2013, May 12). Accounting - Introduction to Stakeholders. tutor2u | Economics | Business Studies | Politics | Sociology | History | Law | Marketing | Accounting | Business Strategy. Retrieved May 12, 2013, from http://www.tutor2u.net/business/accounts/stakeholder_theory.htm
Another trait of leadership Zinni and Klotz (2009) explore is the ability of a leader to communicate clearly and articulately with the organization and the public. He can no longer afford to be the faceless top of a chain of command. It behooves the modern leader to develop a variety of decision making skills, such as honing his intuition, learning to quickly recognize developing patterns and trends, and quickly communicating his directions and intentions. This also means that today's leader must be able to show the way through times of crisis and change. A leader's ability to calmly steer a course in times of turmoil is crucial to the survival of any enterprise. Finally, a modern leader needs to think and act strategically. He must plan out the future course of action and guide the organization toward achieving the vision he has articulated. He must be able to hold fast…
Cooper, I.D., (2007, May/June). The impotence of importance -- reflections on leadership. Annals of family medicine, 5:261-262. Retrieved June 28, 2010, from www.annfammed.org (25)
Li, C., (2010). Open Leadership: How social technology can transform the way you lead. San Fransico, CA: Jossey-Bass Wiley.
Shulstad, R.A., (2009, summer). Perspectives on leadership and management. Air & space power journal, 11-17. Superintendent of Documents. Retrived June 28,2010, from http://www.airpower.au.af.mil (24)
Spurgeon, P., & Cragg, R., (2007). Is it leadership or management? Clinician in management. 15: 123-125. In R. Chambers, K. Mohanna, P. Spurgeon, & D. Wall, (Eds.). How to succeed as a leader. Oxford, U.K.: Radcliffe Publishing. (21)
Whereas the other functions of management focus on methods, and operations, and policies, and organizational structure, leadership pertains exclusively to people. Management also includes various functions that relate to personnel, such as the establishment of hierarchical structure, and supervisory policies and practices. However, even in these personnel-oriented functions, management and leadership are substantially different.
Leadership includes the use of specific styles (such as transactional, charismatic, transformational, and servant leadership). On one hand, certain leadership styles have proven to be more appropriate or likely to be successful in specific types of organizations and industries; on the other hand, leadership style is ultimately a matter of choice and any leadership style could (at least in principle) be used in any organization. However, management functions are largely determined by the nature of the industry and the processes required for organizations to function properly in given industries. Therefore, unlike leadership style, approaches to business…
This concept originated with the principles of Total Quality Management (TQM).
The notion that only managers play a role in controlling work activities is based on two false ideas. One is the antiquated notion of totalitarian management. Modern management does not follow this style, as it is often not consistent with organizational objectives. The second false idea is that the manager can control the employee at all times. In practice, managers merely provide instruction and guidance with respect to work activities. Employees often devise their own ways of performing different tasks, and it would be near impossible for management to control this. Thus, employees do exert some control over work activities.
Q3. Operations management can be applied to any managerial function.
Operations management techniques are based around analysis of processes. Control is merely one aspect of the role, even within the operations setting. In fact, operations management also consists of…
This is also favorable for organizations as a whole, as enhanced leadership skills within employees, means better performance within the company. This is historically proven by the many companies who have implemented the program.
2. Workout can certainly be adapted to any type of organization. It is however emphasized that the program is fairly expensive to implement in terms of outside facilitators and training venues, which might present a challenge to not-for-profit organizations. However, this depends upon the specific resources and needs of an organization.
A not-for-profit organization might for example need only one outside facilitator to train facilitators within the company itself. Existing company facilities could be used for this, as initial training sessions will be small. If there is a need for more funding resources, sponsors can be contacted in this regard. In this it is important that the involved sponsors be aware of the benefits of Workout.…
As organizations become larger in both scope and scale, the need for both management and leadership compounds. Many organization problems today, correlate heavily to a lack of true management. Aspects such as fraud, high employee turnover, product recalls, and strikes, all have origins with management. To better combat many of these negative influences, companies must hire, attract and retain talented management. In order to do so, many companies use the administrative management theory of management. This theory emphasizes the use of planned procedures, job specialization, and merit pay to help facilitate business objectives. I believe this theory to be the most useful in regards to managing an organization. For one, specialization of labor helps increase operational efficiencies with a business. In addition, planned procedures allow both employees and management to have clearly defined goals and job expectations. Finally pay based on merit provides incentive for employee and management to…
1) Manfred F.R. Kets de Vries The Dark Side of Leadership - Business Strategy Review 14(3), Autumn Page 26 (2003).
2) Stroh, L.K., Northcraft, G.B., & Neale, M.A. (2002). Organizational behavior: A management challenge. Mahwah, NJ: Lawrence Erlbaum.
3) Paul C. Dinsmore et al. (2005) The right projects done right! John Wiley and Sons, 2005. ISBN 0-7879-7113-8. p.35-42
4) Lewis R. Ireland (2006) Project Management. McGraw-Hill Professional, 2006. ISBN 0-07-147160-X p.110- 116
Undercover Boss is a great show for illustrating core management concepts. A season five episode features the CEO of the Larry H. Miller Company, owner of the Utah Jazz along with eighty other concerns. This episode features issues related to occupational health and safety, customer service and marketing. In the episode about Modell's Sporting Goods, a family-owned business that has been around since 1889, issues related to logistics, wages, and social justice come to the fore. In the first season episode featuring the CEO and president of 7-11, issues related to management and corporate structure, customer service, and quality assurance are brought to light. These three episodes can all be used to better understand textbook concepts, from the particular skills managers need to succeed to ethics and social responsibility. Of these three episodes, the most engaging was the one about Modell's because of the way the owner came to…
Schermerhorn, J.R. (2012). Exploring Management. 3rd edition.
Undercover Boss Utah Jazz: https://www.youtube.com/watch?v=f_Tc3qCOj68&feature=youtu.be
Undercover Boss Modell's: https://www.youtube.com/watch?v=8jadl9usH3s&feature=youtu.be
Undercover Boss 7-11:
The purpose of this report is to analyze the leadership and planning systems at Apple Inc. Apple has been one of the success stories of the past decade. Leadership has played a strong role in Apple's success, with the company generally thriving under Steve Jobs and struggling under other leaders. ith Jobs' passing, the company faces a challenge of adapting its leadership and planning systems, both of which were centered around Jobs' charismatic leadership.
The study focuses on two sources of information. There is little academic literature on Apple, in part because of the company's famous secrecy. The business press, however, has analyzed the company's leadership and planning processes and was used as a source of information. In addition, literature focusing on the leadership and planning theories was used to develop the frameworks for analysis.
The findings of this report are that Apple's success in the past has…
Arora, N. (2011). Tim Cook's leadership determines whether Apple hits $100 or $1,000 next. Forbes. Retrieved November 3, 2011 from http://www.forbes.com/sites/greatspeculations/2011/10/12/tim-cooks-leadership-determines-whether-apple-hits-100-or-1000-next/
ChangingMinds.org. (2011). Charismatic leadership. Changing Minds.org. Retrieved November 2, 2011 from http://changingminds.org/disciplines/leadership/styles/charismatic_leadership.htm
Funding Universe. (2011). Apple Computer Inc. Funding Universe. Retrieved November 2, 2011 from http://www.fundinguniverse.com/company-histories/Apple-Computer-Inc.-Company-History.html
Helft, M. & Miller, C. (2011). A deep bench of leadership at Apple. New York Times. Retrieved November 3, 2011 from http://www.nytimes.com/2011/01/18/technology/18cook.html
The Manager's Basic esponsibility
It has been said that the manager's most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes. Is this a true statement? Certainly, it describes part of the manager's role and that part of the manager's role is a significant one. However, focusing people towards the performance of work activities is only part of the manager's role and may not be the most crucial part. A manager might have other responsibilities that are more basic and more essential to their role. At the same time, this description of the manager's role may actually undermine the manager's ability to perform their job effectively. These issues will now be considered further.
Management is defined as "the attainment of organisational goals in an effective and efficient manner through planning, organising, leading, and controlling organisational resources" (Daft 1997, p. 8). This definition includes…
Bruch, H & Ghoshal, S 2002, 'Beware the busy manager', Harvard Business Review, vol. 80, no. 2, pp. 62-69.
Daft, R 1997, Management, The Dryden Press, Sydney.
Furedi, F 2005, 'Treat employees like adults', Harvard Business Review, vol. 83, no. 5, pp. 22-23.
Mintzberg, N 1975, 'The manager's job: Folklore and fact', Harvard Business Review, vol. 53, no. 4, pp. 49-61.
Most audit managers assign supervisory tasks to senior auditors and, in general, consistently encourage more senior auditors to fulfill a mentor role within the audit team.
The dual benefit of this practice is that it fosters greater team unity and a healthier organizational culture, in addition to enabling junior auditors to learn technical skills from their more senior associates. Very often, the types of relationships maintained by senior auditors within their audit teams is one of the most important criteria considered in conjunction with possible recommendations for future promotion of senior (GS-13) auditors to management at the GS-14 level. By the time auditors reach the GS-13 level, they are not readily distinguishable from one another in technical skill (or they would not have risen above the GS-12 level).
Therefore, it is precisely their performance in the unofficial role of "supervisory" auditor that is most often considered the difference between auditors…
Kinicki, a., Williams, B. (2005) Management: A Practical Approach. New York: McGraw-Hill.
Nowalinski, G. (2001) a Brief History of the HHS Office of Inspector General USDHHS Office of Inspections and Evaluations. Washington, DC: GAO
U.S. Health and Human Services Office of Inspector General Public Website, Retrieved March 24, 2008, at http://oig.hhs.gov/organization/OAS/index.html
Therefore the pubic relations specialist has to be conscious and fully aware of his or her role as intermediary between the organization and the public. This is particularly true of P specialists who work for government and organizations affecting health and the environment.
An example of social responsible P marketing is marketing that;
Identifies areas where the firm can make a positive difference.
Makes sure local media are aware.
Informs and involve employees.
Invests in advertising and public relations to highlight the firm's efforts.
Public elations, egulations and Sponsorship Programs)
In terms of the external responsibilities and functions of the P officer in an organization, media relations often take priority. The P specialist is trained to communicate and to enable the media to write and present the organization in a light that is conducive to the good image of the company.
In order to achieve these functions the public relations…
Public Relations Specialists. Retrieved 18 February, 2007, at http://www.bls.gov/oco/ocos086.htm
Public Relations, Regulations and Sponsorship Programs. Retrieved 18 February, 2007, at http://18.104.22.168/search?q=cache:eLqM0aWlAxgJ:www.cob.sjsu.edu/vitale_r/clowch13Selected.ppt+social+function+of+Public+relations&hl=en&ct=clnk&cd=35&gl=za
Virtual Communities - Social Implications of Public Relations. Retrieved 18 February, 2007, at http://wiki.media-culture.org.au/index.php/Virtual_Communities_in_Public_Relations_-_Social_Implications
By "spreading these large expenses over decades rather than years," WorldCom's appeared to do the impossible: "cut annual expenses, acknowledge all MCI revenue, and boost profits from the acquisition" (Moberg & omar 2008).
Who wouldn't want to invest in such a profitable company? Investors, mislead by such accounting data, flocked to buy the stock, Based upon analysts' recommendations, many people used the stock to bolster investment portfolios designated for retirement and college savings. While it is acknowledged that buying stocks always entails some risk, WorldCom's inaccurate financial reporting made an objective evaluation of its policy impossible. Upon acquiring companies, WorldCom management chose also chose to ignore credit department lists of customers who had not paid their bills for a long time, thus discounting the financial drain of non-collectable bills.
Management planning: Contingency planning and corporate social responsibility
The complete lack of contingency planning on the part of WorldCom management was…
Moberg, Dennis & Edward Romar. (2008). WorldCom. Mark Kula Center of Applied Ethics.
Santa Clara University. Retrieved January 3, 2010 at http://www.scu.edu/ethics/dialogue/candc/cases/worldcom.html
Planning function. (2009). Management study guide. Retrieved January 3, 2010 at http://www.managementstudyguide.com/planning_function.htm
Process redesign is central to cost control. The notion of focus groups as a means to reduce costs and enhance process control is notable for its two-pronged approach.
Focus groups (Bannon, 2001) also enable manufacturers to identify early in the process whether a product will be a hit among the consumer base or if it is expected to flop. The earlier the product is identified to flop, the better the savings for the company and potential for greater profits through the pipeline of alternative toys used in the focus group process.
Other measures pertinent to the cost control process include securing an earlier production schedule (Bannon, 2001) and utilizing a smaller number of molds or casts necessary to manufacture the facsimile toy product. "The difference is important, since molds can cost as much as $100,000 each. Says Mr. Bousquette. "For 30 years, the company has been talking about doing this,"…
Bannon L. New Playbook: Taking Cues from GE, Mattel's CEO Wants Toy Maker to Grow Up - the Former Cheese Whiz Puts Financial Discipline Ahead of Marketing Flash - but is Barbie Unpredictable? Wall Street Journal. (Eastern Edition). New York, NY.: Nov 14, 2001. Pg a.1
HEYMAN, S. (1975). Expense control for retail companies. Retail Business Review, 44(2), 2. Retrieved fromhttp://search.proquest.com/docview/211124929?accountid=13044
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Trozzi, M. (1974). Managing the Cost Reduction Process. Retail Business Review 42.9 (Jun/Jul) 14. Retrieved fromhttp://search.proquest.com.rlib.pace.edu/abiglobal/docview/211124576/12DAF4D15AB6D9CC697/12?accountid=13044
discuss some of your work experiences that relate to planning and organizing, as well as some facts about the companies we study
During my service as a manager, my main role was to plan and organize several activities of the organization. In view of planning, I had to set targets that are crucial for offering directions to the activities within the organizations. Objectives and goals of any project require enough planning in order to enhance the volume of production and quality of the outcome. Whenever leaders fail to plan, they are on the path of failure since the risks in the contemporary world need proper and extensive planning. The other area where I learnt substantially as a manger is organization. In organizing the activities of the business entity, efficient and effective development strategies experience implementation. It determines the structure of the organization. Organization is vital for the process of…
The leadership style at McDonald's relies on the three legs of the stool. For the most part, the innovation and vision part of the leadership process is with McDonald's head office, while the more autocratic style comes through the suppliers and the owner/operators, whose job it is to undertake the actions that will allow the company to implement strategy. The company has its own leadership school that helps to ensure all senior managers -- and many lower-level managers as well -- are trained in the leadership functions. Thus, there is a high level of congruence between the leadership training that different McDonald's leaders receive. This allows for the managers to work together better, but it also facilitates management at McDonald's all adhering to the same culture, and the same values.
McDonald's is a pioneer in control. The company believes strongly in measurement as a means of helping to…
Burrows, P., Grover, R., & Green, H. (2006). Steve Job's Magic Kingdom. New York. Business Week, February 6, 2006, Issue 3970,-page 62, retrieved on November 10, 2010 at: http://www.businessweek.com/magazine/content/06_06/b3970001.htm
David, Leonard. (2010). Commentary: The Last Pitchamn. Business Week online, June 10, 2010, retrieved November 10, 2010, at: http://www.businessweek.com/magazine/content/10_25/b4183004440240.htm
Koehn, Nancy F.. Fortune, 11/23/2009, Vol. 160 Issue 10, p110-114. Retrieved on June 1, 2012, at: http://web.ebscohost.com/ehost/detail?vid=1&hid=107&sid=538e793e-0fab-49ae-8e00-a24024452940%40sessionmgr113&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&an=45693823
Wilson, J. (2010). Wanted: inspirational leaders. Business Week. Retrieved June 1, 2012 from http://www.businessweek.com/managing/content/mar2010/ca2010039_438836.htm
Bank of America: Organizing Function of Management
Bank of America is the leading commercial financial institution of the United States. Founded in 1874, the bank has a long history of offering financial services to large and small businesses and individuals in America and abroad. Bank of America couldn't possibly have been where it is today without an efficient Human resource management system and good and effective use of technology. The company places great emphasis on human resource development right from the start. For starters it has a good hiring policy that ignores differences of race, sex, color and creed. The bank has truly been an equal opportunity employer. BoA has also been focusing on appropriate job design by offering job rotation and enlargement so each individual can get the best out of the position at which he/she is serving. It has been trying to improve its job design so every…
Bank of America. Press Releases.
HRM REPORT. Accessed online 18th May 2011 http://www.hrmreport.com/article/Bringing-Discipline-to-HR/
Business management is defined as a social process that incorporates planning and controlling the operations of a business enterprise towards the achievement of specified goals and objectives. The process of business management is multi-faceted because of the various sectors, activities, and operative functions. In addition to planning and controlling operations towards realizing certain objectives, business management also entails motivating employees and solving problems creatively. Given the multi-faceted nature of business management, there are five functions of management. These functions are planning, staffing, organizing, controlling, and directing or coordinating. These functions play an important process in business management through separating processes from other business functions (oberts, n.d.). The fundamental functions of management are separate from business processes like finance, information technology management, marketing, and accounting.
Each of the essential functions of management is important for effective business management for various reasons. Planning is important because it entails coordinating the organization's management…
Barnat, R. (2014). Management Skills. Retrieved October 17, 2016, from http://www.introduction-to-management.24xls.com/en121
Roberts, C. (n.d.). Five Functions of Management and Leading. Retrieved October 17, 2016, from http://smallbusiness.chron.com/five-functions-management-leading-56418.html
Evaluation of Decision to Close and Closure Process
It seems as though FBPS was trying to fulfill the more popular of the Six PESTEL factors, technology. The launch of its International Baccalaureate Programs seemed promising; however, it came at the worst possible economic time. The US economic recession of 2005 took toll on not only the FBPS campuses but other reputable schools surrounding it. This indication quickly started impacting the FBPS organization. The closure of several schools and the announcement of others not continuing with certain academics.
The fact that only two campuses would remain open—the Richmond and the North Richmond campuses—rankled parents, and the fact that news of the closing of the Staunton campus school came after the enrollment deadline at other neighboring schools was a shock that parents simply were not inclined to accept. The FBPS assured parents that the closures were not the result of finances—but Moody’s…
Evolution of Management
A Brief History of the Evolution of Management Principles and Models
The evolution of management theories and principles in modern management thought began in the late nineteenth century and advanced rapidly all through the twentieth century up until the present day. The need to define management and the role of managers became a vital part of production as well as the need to effectively complete many business functions. This led to the foundation of various management theories that were aimed at orchestrating different business functions in an environment where the separation of labor demand some level of coordination. Classical management theories focused on the best methods for assigning the labor of various individuals and there related tasks. This line of thinking was not only necessary, but evolved into a robust field of academic study as well as professional practitioners that specialize in management. This paper…
Deming, W. (2011, September 22). The Deming System of Profound Knowledge. Retrieved from The W. Edwards Deming Institute: http://deming.org/index.cfm?content=66
Mind Tools. (N.d.). Henri Fayol's Principles of Management. Retrieved from Mind Tools: http://www.mindtools.com/pages/article/henri-fayol.htm
Management philosophy refers to an individual's opinion regarding to the best management practice. In other words, a management philosophy is the best strategy to communicate the work ethics to organizational employee, which can serve as a mission statement to serve as a guideline to perform management duties. My management philosophy is to provide guideline, leadership, direction, as well as delivering a good example to the subordinates. In other words, my management philosophy is to design an environment that will assist me to lead employee productively. I have been able to achieve productivity from the employee through conflict management, provide encouragement to low performing employees, as well as rewarding a strong performer among employee.
The objective of this paper is to discuss my management philosophy.
My management Philosophy
My management philosophy is to set a good example to influence other employee's to work diligently through decision making, planning, organizing, leading, controlling…
What are the different functions involved in management? How do they help one to achieve success in the workplace? In what ways does each of them enhance the organizational culture? One will study in depth the various aspects of managing others and apply them to a city Police Department setting.
The four areas of management consist of planning, organizing, leading and controlling. Anyone that is in law enforcement has some level of planning on a regular basis, whether he or she is the chief or a police officer in his or her district. This means establishing goals to get crime down (Dessler, 2005). Each person is law enforcement is held to a higher standard with their ethical conduct, and within a given location citizens are allowed to complain to those in authority to reprimand anyone behaving unethical and unprofessional (Forte, 2001). However, anyone that is above the person…
Dessler, G. (2005). Human resource management. Saddle River: Pearson Prentice Hall.
Forte, A. (2001). Business ethics: a study of the moral reasoning of selected business managers.
Bell & Howell Information and Learning Company, 1-240.
IT Function Outsourcing
The advancements in the field of information technology have paved way for digitization of operations and automation of functions. In the recent decade it has become a need which is the source of cost reduction, efficient operation and competitive advantage as well. This is the reason; almost every organization is seriously considering the option of introducing IT in its operations. Since information technology is the combination of computer technology and communication technology, it has specialised body of knowledge and people with specialised skills are required in the field. Many organizations have developed an altogether new department of IT to look after the routine operations, maintenance of IT hardware and software and perform support functions whenever required.
Keeping in view the vast scale at which IT operations are conducted and the standardized software tools coming in the market to meet the requirements of many organizations in…
Corbett, M.F. (2004). The outsourcing Revolution. USA: Kaplan Publishing.
Hudson, H.E. (2006). From Rural Village to Global Village. New Jersey: Routledge.
Mclvor, R., Wall, A. And Humphreys, P. (2009). A study of Performance Measurement in outsourcing decision. UK: CIMA Publishing.
Tho, I. (2005). Managing the Risk of IT outsourcing. USA: Elsevier Butterworth Heinemann.
The History of Apple Corporation
Strategy Development and Implementation
The History of Apple Corporation
The corporation has an exciting history, as it has transformed to the biggest and most successful technology firms in the world, under the best managers of time. Both the employees of the firm, the management and the product consumers have been linked to the firm's success. The firm was started with the two Steves, who from their early lives had shown considerable interest in electronics. Steve Jobs and Steve Woznlak were former employees at Atari and HP respectively. However, in April 1976, the two conceptualized the Apple computer, which was among the first personal computers at that time. The company has focused on products that are innovative and new in the market ever since it was started. It is Job that started developed the legendary Macintosh, which is known to many as 'Mac'. There…
Lamb, C.W., Hair, J.F. & McDaniel, C. (2011). Essentials of Marketing. New York: Cengage Learning.
Quelch, J.A. & Deshpande, R. (2004). The Global Market: Developing a Strategy to Manage Across Borders. New York: John Wiley and Sons.
Schermerhorn, J.R. (2011). Exploring Management. New York: John Wiley and Sons.
Furuholt, (2006) argues that lack of management engagement to the acceptance of information systems has been a barrier to the implementation of information systems. The issues are even common with organizations in the developing countries where management does not give enough priority to the information systems implementation. Importantly, implementation of information systems requires management support since management will need to approve fund that would be used for IS implementation. Generally, younger people are more interested in the it tools than older people. In a situation where number of older working team outnumbers younger working team within an organization, the IS implementation may be cumbersome.
More importantly, lack of knowledge of information systems may serve as barrier to its implementation. In the developed countries, private and public organizations have already aware the importance of information systems to the organizations. Many organizations in developed countries already realize that it tool is a…
Abukhzam, M. & Lee, a. (2010). Factors affecting Bank Staff attitude towards E-banking adoption in Libya. The Electronic Journal on Information Systems in Developing Countries: 42(2): 1-15.
Ali, S.N.A. (2010). E-government services: an exploration of the main factors that contribute to successful implementation in Libya. PhD thesis, University of Portsmouth.
Bartol, K.M. (1982). Managing Information Systems Personnel: A Review of the Literature and Managerial Implications. MIS Quarterly.
Boh, W.F. & Yelling, D. (2007). Using Organizational Architecture Standards in Managing Information Technology. Journal of Management Information Systems. 23 (3): 163 -- 207.
Trending analysis through a balanced scorecard methodology is used to evaluate the level of performance of each practice relative to another based on patients served, costs, and support costs. The use of balanced scorecards as part of the strategic planning process in healthcare organizations is a best practice that delivers insights and intelligence that drives ROI strategies (Niles, 2010). This is certainly the case with the healthcare organization interviewed.
3. What are some of the most important practices or activities related to this function? What is your involvement?
Managing the underlying IT systems that make the reporting performance evaluation and improvement processes possible is the most important activity related to that specific function. As the acting CIO for the healthcare organization, the person interviewed must also manage the teams that keep the computer systems up and running over time. The have completely accountability and responsibility for keeping the entire IT…
Should the outcomes perform well against the goals, then the performance appraisal process must undergo a re-evaluation. Theories about the underperformance of key outcomes can be matched against feedback from the appraisers and the employees. From that point, a course of action can be developed that will alter the appraisal process to better align it with its objectives. The final step in the control mechanism is the adjustment process. The new ideas must be incorporated into the existing appraisal system. These new ideas must then be tested to determine if they have been as effective as intended, or if they have even moved the outcomes further from the objectives. At this point, the manager is engaged in a feedback loop that exists to continuously improve the performance appraisal process.
Performance appraisals are often conducted poorly, and this has led to considerable criticism of the tool. There are three fundamental…
Heskett, Jim (2006). What's to be Done About Performance Reviews? Harvard Business School. Retrieved November 26, 2008 at http://hbswk.hbs.edu/item/5563.html
No author. (2008). Performance Reviews. Carnegie Mellon University. Retrieved November 26, 2008 at http://www.cmu.edu/hr/hr_services/performance/reviews.html
Culbert, Samuel a. (2008) Get Rid of the Performance Review! MIT Sloan Management Review. Retrieved November 26, 2008 at http://sloanreview.mit.edu/wsj/insight/hr/2008/10/20/
No author. (2004) Performance Appraisal Handbook. United States Department of the Interior. Retrieved November 26, 2008 at http://www.doi.gov/hrm/guidance/370dm430hndbk.pdf