...States Army Reserve Component Transition Branch. This organization assists Active Duty Soldiers in weighing their options after their initial commitment. “Explore your options and incentives available in the Army National Guard or U. S. Army Reserve.” (USAR 2012) I will discuss how they use strategy to “sell” the United States Army Reserve (USAR). “Managers exist in every business. In fact, managers do the same types of tasks in all businesses. Whether a person manages a hair salon or a factory, the manager’s job consists of similar tasks. Planning, organizing, leading and controlling all serve an important part in achieving management’s vision. Each component is important and one cannot function well without the others.” (USA, 2012) Planning: “Planning enables managers to align resources (labor, input, technology) with company goals and objectives (output, profit). “ (Principles of Management 2012) The first component of managing is planning. A manager must determine what the organizations goals are and how to achieve those goals. Much of this information will come directly from the vision and mission statement for the company. Setting objectives for the goal and following up on the execution of the plan are two critical components of the planning function.” (Reserve, 2012) In the Reserve Component Transition Branch, planning is the essential part of the managing process. Without planning, this branch would not be a successful part of the Army Reserve. This branch plans, creates...
Words: 1146 - Pages: 5
...product possible. 12) Which of the company's Guiding Principles affect the organizing function of Management? Explain how the one you chose would effect how Starbucks how managers deal with: a. structural issues b. communication issues c. HRM issues. "Embrace diversity as an essential component in the way we do business" Structural Issues- by having a diverse staff, this means you have to deal with different cultures and adapt to them. Communication issues- this will we make things interesting because in different cultures there is different ways of communicating, Starbucks will have to train the new employees to communicate the way the company does. HRM issues- With this you can provide international employees hotlines to ask questions on their own time to answer their questions that they might not have thought of when they where on the job. What do you think it is like to work at Starbucks? I think it would be a very positive work environment to work in. With the training you would receive would look good on your resume for future jobs. Every Starbucks I go to there is never a unhappy employee , everyone of them are up beat and having a good time at work. This comes off on to the customers to give them a relaxed environment. JOB 1 strategy manager, Global Strategy — Seattle, WA 0000P8B Description Job Summary and Mission This job contributes to Starbucks success by managing and leading strategic projects and providing leadership and support...
Words: 504 - Pages: 3
...management is the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives. Strategic management involves the planning, directing, organizing, and controlling of a company’s strategy-related decisions and actions. Strategic Management is comprised of nine critical tasks: 1. Formulate the company’s mission, including broad statements about its purpose, philosophy, and goals; 2. Conduct an analysis that reflects the company’s internal conditions and capabilities; 3. Assess the company’s external environment, including both the competitive and the general contextual factors; 4. Analyze the company’s options by matching its resources with the external environment; 5. Identify the most desirable options by evaluating each option in light of the company’s mission; 6. Select a set of long-term objectives and grand strategies that will achieve the most desirable options; 7. Develop annual objectives and short-term strategies that are compatible with the selected set of long-term objectives and grand strategies; 8. Implement the strategic choices by means of budgeted resource allocations in which the matching of tasks, people, structures, technologies, and reward systems is emphasized; 9. Evaluate the success of the strategic process as an input for future decision making (Pearce & Robinson, 2009). Strategic planning determines where an organization is going, how it's going to get there and how it'll know...
Words: 756 - Pages: 4
...very dynamic process consisting of various elements and activities. Managers exist in every business. In fact, managers do the same types of tasks in all business. Whether a person manages a hair salon or a factory, the manager’s position consists of similar tasks. Planning, organizing, leading, and controlling all serve an important part in achieving management’s vision. Each component is important and one cannot function well without the others. The first component of managing is planning. A manager must determine what the organizations goals are and how to achieve these goals. Much of which comes from the vision and mission statement for the company. Setting objectives for the goal and following up on the execution of the plan, are two critical components of the planning function. For instance, if a manager at my company were to get hired in a different program, they would need a new hiring plan, contract plan, and strategy plan. Planning is necessary to ensure proper utilization of human and non-human resources. Managers are responsible for organization of the company and this includes organizing people and resources. Knowing how many employees are needed for particular shifts can be critical to the success of a company. If those employees do not have the necessary resources to complete their jobs, organization has not occurred. For example, my company breaks down the organizational process for the managers: * Identification of activities *Classification of grouping...
Words: 365 - Pages: 2
...foundations to ensure success as a manager. Although management positions change hands while organizations continue to grow and develop, the fundamentals of management remain the same. The four functions of management include, 1. Planning 2. Organizing 3. Leading 4. Controlling. 1. Planning The first function in management is planning. According to McNamara (2008), examples of planning include: “strategic planning, business planning, project planning, staffing planning, advertising and promotions planning.” During the planning stage, management must first develop specific goals for the organization to achieve. Having set goals will ultimately keep an organization focused on mission accomplishment by knowing what they are working for. In addition to setting the goals for an organization, management must also consider in advance the necessary steps and resources required to achieve these goals. In order to properly plan out and take steps in the execution of organizational goals, one must consider the current and future objectives of the organization while developing strategies to overcome any obstacles that may arise. With a solid foundation built from proper planning, the next step is to start putting the plan into action. 2. Organizing The next function of management is organizing. This function in the management process involves assembling the resources needed in order to achieve the set goals from the planning process. When organizing, one must take...
Words: 997 - Pages: 4
...Campus Table of Contents 1.0 Introduction 2 2.0 History of the Company 2 3.0 Mission and Vision 3 4.0 Culture and values 5 5.0 Organizational Design 6 6.0 Organization Structure 8 7.0 Organizational goals 9 8.0 Leadership Style 10 8.1 Core Capabilities 11 9.0 Management Styles 12 9.1 Democratic 12 9.2 Autocratic 13 9.3 Laissez-faire management style 14 9.4 Consultative democratic 14 9.5 Team Work 15 9.6 Employee Engagement 16 10.0 Management Functions of Coca-Cola Company 16 10.1 Planning 16 10.1.1 Strategic Goals 17 10.1.2 Tactic Goals 17 10.1.3 Operational Goals 17 10.1.4 Decision Making 18 10.2 Organizing 18 10.2.1 Departmentalization 19 10.2.2 Work Specialization 20 10.2.3 Delegation and Accountability 20 10.2.4 Resource Allocation 20 10.2.5 Organizing the Human Resources 20 10.3 Leading 21 10.3.1 Motivation 21 10.3.2 Communication 22 10.3.3 Corporate Culture 22 10.4 Controlling 22 10.4.1 Sales Person’s Reporting System 22 10.4.2 Sales Person Evaluating System 23 Reference 24 1.0 Introduction The Coca-Cola Company, a retailer, manufacturer and marketer of non-alcoholic beverages, is a market leader in its industry currently offering more than 500 brands in over 200 countries or territories. The company operates a franchised distribution system dating from 1889 where the Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout...
Words: 7140 - Pages: 29
...namely; planning, organizing, leading and controlling. For the success of an organization these functions must be performed both effectively and efficiently. All over the world these functions are common across all fields of management, be it at a factory, a super market, a restaurant or even at home. In my place of work for instance, these functions are referred to as the management process and they are applied in our everyday activities. Planning Planning is the first and base component of management. It involves chalking out future course of action and deciding in advance what course of action is most appropriate for the achievement of pre-determined goals. According to KOONTZ, “Planning is deciding in advance – what to d, when to and how to do. It bridges the gap between where we are and where we want to be.”This function is usually performed by top executives of companies. Since planning involves deciding and specifying which organizational goals to be pursued, it is seen as the most critical aspect of management. To a large extent the success or failure of the company depends on its planning. Planning describes a top-down approach in which top executives establishes business plans and tells others to implement them. Hence, it’s not expected that those below the top executive level would be directly involved in this management function. In the organization I work for, board meetings are held where the organization’s goals are identified and strategies for achieving these...
Words: 1152 - Pages: 5
...Functional Areas of Business MGT 521 Instructor: Functional Areas of Business A successful business does not happen by sheer coincidence; rather the business’ success comes at the hands and leadership skills of strong management personnel. Much like a family, a business requires continual interaction and guidance from decision-makers while progressing through internal and external situations that positively and negatively impact short and long-term goals. According to Robbins and Coulter (2012) they express the concept of universality of management as, “management is needed in all types and sizes of organizations, at all organizational levels…work areas, and in all organizations, no matter where they’re located” (p. 17). Management’s functions at each organizational level are to plan, organize, lead, and control within their operating area of responsibility. Regardless of the management level or business construct, managers will be needed to serve in some capacity of interpersonal, informational, and decisional roles throughout the daily functions at all levels within the organization. Interpersonal Every achievement in life started from an idea in the past, those ideas and the path taken to accomplish them started with an interpersonal relationship from a parent, teacher, mentor, or a manager. Managers in the interpersonal role set the example, positively influence subordinates behaviors, and daily represent...
Words: 891 - Pages: 4
...all other individuals associated with the organization have the information and understand the strategy; this includes problem-solving, decision making, collaboration, development and cost containment. Although, management strategizes the organizations plans they are also held accountable for the execution and overall outcome of the strategy. A successful outcome for an organization proves great managerial accomplishments. The organization that I am employed is a healthcare facility that specializes in home health aide. The functions of healthcare management apply to me because I am a part of the staff. When a manager specifies a strategic plan, it is my responsibility to help execute the plan hands on. Even though, management does all the strategic planning employees are obligated to the task involved achieving success. Organizations are not only based on managerial decisions but incorporate much-needed teamwork. Functions of management when managing others include decision-making and implementation of policies. A great manager has to ensure that all employees are competent and understand their role in making the organization successful. When managing a healthcare organization you have to relate to each. Amplifying the diversity of health care organization is a crucial task. Health care workers and leaders also must have the "know how" to embrace diversity of all types (“Strategies for Leadership”,...
Words: 428 - Pages: 2
...Organizing Function of Southwest Regional Maintenance Center Corey L. Jackson RES 341 January 6, 2012 Donald Ratliff Southwest Regional Maintenance Center (SWRMC) supports the Navy fleet by offering world-class maintenance to the ships, allowing them to complete their missions. Not only does SWRMC provide a forum for Sailors to maintain their job training, it supplements Ship’s Force, allowing time off for the crew onboard the ships. Also utilized is a hub for contractors in the San Diego region to provide maintenance and some training to the waterfront, using a Multi-Ship, Multi-Option (MSMO) contract. Working with so many entities makes organizing a vital key to the execution of the work provided by SWRMC. Resources allow for the optimized flow of a process, and aid it in becoming better, cheaper, and faster. Monetary and human resources make SWRMC successful, by allowing it to continuously provide top notched support to the Naval Fleet. SWRMC is a tall, hierarchical, decentralized organization. Belonging to the Navy causes it to follow the “Chain of Command” concept, where all of the major decisions are made at the top, then filter down to the different commands. However, it is decentralized because there is Executive Leadership at each command that makes decisions that affect them individually. South West Regional Maintenance Center runs as a functional organization. This organization tends to be customer-based, and as organic as possible. Monetary Resources Monetary...
Words: 938 - Pages: 4
...corporation. Together with its subsidiaries, the company plans, constructs, and commercializes personal computers, mobile communication devices and portable digital music and video players. As well, the company also sells several associated software, services, peripherals and networking solutions. Some of, it’s well known hardware products are the Macintosh computers, the iPod, the iPhone and the iPad. In present, the company operate with 300 retail stores in ten countries and an online store through which it sells its hardware and software products (Apple Inc., 2010). The thesis statement of this research report is that, what kind of management approaches are used by Apple Inc. to manage the different functions such as planning, organizing and controlling, so that company can make strategic planning and effective decision making process. Management Approaches of Apple The approaches of managing people in the firm uses by Tim Cook are quite different from the approaches used by Steve Job. Steve Job was a great entrepreneur, who had follow hub-and-wheel management approach to organize a multinational corporation; on the other hand, Tim Cook is more cooperative than Steve Job and follows the management theory of Taylor’s scientific approach and theory of the human relations approach (Finkelstein, 2013). Although the management approach of Steve cannot be questioned but he was demanding and aggressive and handled all the planning and decision making processes through...
Words: 1408 - Pages: 6
...been developed. These very first approaches were extended with new findings or replaced, as they had weaknesses in certain areas. Nevertheless newer approaches also have their problems. In his work a manager is basically confronted with 4 different tasks, which build one continuous process of leading a company: Planning, organizing, leading and controlling. In the field of planning the manager has to take care of the right definition of goals, as well as finding the right strategies to achieve these goals. (Heather Rothbauer-Wanish, Source 4) The organizing process is about identifying the work to be done for accomplishing the determined goals and then assigning the necessary work to jobs, which are carried out by separate people or groups in the company, each dependent on the work of the other persons or groups. (Robbins & Coulter, 2009, Source1) The Leading process now is about working with and through people, to achieve the goals that were set. This action requires hiring of people, training, motivating and guiding the workers towards a better performance. (Robbins & Coulter, 2009, Source1) Finally everything that the processes of planning, organizing and leading have...
Words: 1126 - Pages: 5
...and the most important function in management as all the other functions depend on it. If this function is not executed properly, the other functions which will be based on planning will fail. Planning involves developing action plans aimed at achieving certain organizational goals. For example if an organization intend to expand its market, it is the responsibility of the manager to come up with a plan on how the expansion will be done. The manager can come up with strategies such as aggressive marketing into the new markets, partnering with other distributors, setting a new outlet among others. All these are action plans that a manager can develop to ensure that the organizational goals are achieved. Organizing refers to the process of instituting measures to ensure that the set plans are put to action. The manager comes up with strategies on how the plan that he has developed is to be implemented. In this process, the different roles and tasks are determined and assigned to different employees for execution. These tasks are usually delegated with authority to ensure that the employees are able to make their decisions. Leading is the third function in management and involves coordination of the different activities that are implemented in order to achieve the set plans. The manager works in collaboration with the employees and gives guidance on how best they can execute their specific tasks. Leading also involves communicating, inspiring, motivating, and encouraging employee...
Words: 612 - Pages: 3
...society. This paper will review articles that reflect ethical standard practices related to health care financial management and will cover the four financial management elements crucial to the health care organization. These four elements of financial management are the generally accepted accounting principles (GAAP), which are the planning, controlling, organizing and directing, and the decision-making (Baker & Baker, 2011). Planning The financial manager determines the short term and long-term objectives of the organization to create plans to meet organization’s objectives. When planning, the goal of the financial manager is to develop and outline strategies, to seek the input of everyone involved in the process and to ensure everyone supports, and understands their role in the execution the plan. Controlling The purposes the financial officers of controlling are to implement the plans, and are executed by organizational standards to avoid overspending the organization’s budget. Additionally, the financial manager oversee that each area of the organization takes action to ensure the organization’s success. Organizing and directing This element of financial management requires that the manager have the organizational skills to use the organization’s resources effectively to carry out the plans. This leads to directing which is when the manager oversees the day-to-day operation to keep the organization running...
Words: 703 - Pages: 3
...Leadership in an Organization In any company the belief and strategies behind a management and leadership team are important. What is it that makes the clear choice an individual makes when deciding his or her future? Is it more beneficial to have nothing but leaders or managers? Can these types of skills mix together to make a productive organization? This paper will cover just those questions and discuss that is more beneficial for an organization such as Target, or are they both needed. Difference between Management and Leadership What is the difference between management and leadership? According to Merriam-Webster’s dictionary a manager is “the conducting or supervising of something (as a business)”, and a leader is “a person that leads.” These are real simple definitions but in the business world are these really what a manager and a leader are? A manager is a person that does just that, they manage a team without clear direction, organization, and little delegation and like to ensure that he or she are in charge. A manager is not as receptive to new ideas and believes that rules and guideline must be followed without deviation. A leader is just about the complete opposite of a manager. A leader is the person that does not like to “shine in the lime light.” They prefer to help others along the way than be recognized for the work. A leader is great at planning, delegating, organizing and selecting those who will be able to lead with him or her...
Words: 1866 - Pages: 8
