Good Management, Firms Culture and the Companies Strategies - Assignment Example

ORGANISATIONAL CULTURE, MANAGEMENT AND STRATEGIES Student’s Name Code+ course name Professor’s name University name City, State Date Contents Contents 2 Introduction 3 Task 1 3 TASK 2 5 TASK 3 a 6 TASK 3 b 8 TASK 3 c 9 Conclusion 10 Reference List 11 Introduction The paper delves on good management, firms’ culture as well as the companies’ strategies. Good Managers are the managers who manage the emotional part of the workers in a firm. This is because the workers’ emotions influence industrial and organizational psychology. The managers should create a conducive working climate by maintaining personal respect to the workers in the organization so that they feel part of the company ad that they are considered when decisions are made. The workers should feel ‘at home’ through good managers, in the work-place for efficient delivery of required services in the firm. In a firm with a good management system, the workers should feel that they belong to the organization set-up. Task 1 Management is the process in which a person in a leadership position exerts influence on others through motivating and inspiring and directing their activities so as to achieve the organizational goals. An organization is a formally organized set up that is made up of the employees and the employers brought up together with the aim of working towards achieving a given objective. Management is the most valuable resource in a visionary company. According to the populous McGregor’s theories of work motivation, he says that workers are viewed as fundamentally lazy who must be forced to work and need to be regularly motivated by reward and also be warned through punishments. He also suggests that work in most cases is intrinsically motivating. However, there is another theory that advocates servant leadership which is seemingly better than the former method. It is argued that this type of management is the best as the managers know how the company is run from the primary point. These types of managers have a close follow up of the employees’ problems and their requirements. This is the best management style. Financial remuneration is not the only thing for workers. They require having a good working environment, and there is the need for positive workplace in order to recruit and maintain well-talented workers. To ensure the above is achieved, managers should embrace these characteristics: Good managers should have the right attitude of humility and selflessness. They should not be proud and self-seeking since this could lead to the workers/subordinates feeling unwanted and being used in the firm. A good manager is the strong point of the firm. Great managers should treat their subordinates and other workers with open-mindedness, respect and not practicing some management practices that are out of date and exploitative and unfriendly to the sub-ordinates. The managers should practice in a decent manner in the working environment to prove they have the ability to lead where the subordinates should view them as the role models in the workplace and custodians of proper working ethics. They should in no way allow the employees and their subordinates to pinpoint the loop-poles in their behavior. They should avoid situations of any type of competition with their subordinates since the latter may feel threatened. They should encourage team-work where they should work hand in hand with their subordinates to ensure success of the organization. In the team-work, they encourage the subordinates by valuing individual decision-making and freedom of expression (Chang 2006). TASK 2 A good strategy is supposed to improve the effectiveness and efficiency of the organization. Strategic plans are always formulated to improve the performance and efficiency of an organization. After the formulation, the plans are supposed to be implemented. Implementations of strategic plans always take into account factors like availability of capital among others. This means that prerequisite factors must be accomplished by implementing the strategic plan. The first step in a good strategy would entail identifying the resources that would be required in the plan. The resources should be selected wisely to ensure that efficiency is achieved. The management would, therefore, identify the resources that would result in productivity of my organization. In the course of identifying the resources, the management should recommend a strong tendering committee. The ultimate role of the tendering committee is to ensure that a reliable and efficient supplier is identified. After this, the supplier is to be liable to supply the identified resources according to the stipulated budget. I would make sure that I create vision for the strategic plans. It is also important to formulate time line that the plan will cover. This will assist us in the allocation of resources so as to realize efficiency. It is vivid to note that most projects always have unique timeline that is achievable according to the resources available in an organization. I will, therefore, make sure that I set the right timeline that will ensure maximization that the objectives of my organization are achieved. Size of the company is very crucial for making strategies. A good strategy takes into account the size of the firm. The larger the firm, the bigger the strategy needs to be made, and a good plan is needed. Size and strategies are crucial in making a firm successful. A good strategy is a focal point to success (Chung 2004). An example is NOKIA. It is an international company which deals majorly in mobile phones and cell phone accessories. This company started as a small rubber company which evolved to become a global business giant in wireless and telecommunication industry. It is also true to note that this company also deals in smart phones. Nokia can be said to be the pioneer of digital technology and communications from wireless data. The current model N810 has enabled easier access to internet. This company is the largest manufacturer of mobile phones in the whole world, and the market share of this company is said to be 27 %. This has been largely contributed largely by the fact that this company’s products are considered to be very genuine by most customers. It is, therefore, realistic and correct to say that the company has built the customer’s interest and confidence in as far as its products are concerned. TASK 3 a A vision of a firm is the inspirational view as to where the business would like to be in some time to come. A vision provides a good benchmark for what the business would wish to achieve. Tesco is a business built around its customers and colleagues. The vision of this company vision guides its direction and their strategic decisions that they make. The vision statement of Tesco as a business is “To be the most highly valued business by the customers we serve, the communities in which we operate our loyal and committed colleagues and, of course, our shareholders.” Tesco’s vision is a good vision that has five elements that describe the sort of company it aspires to be. These are Wanted and needed around the world A growing business, full of opportunities Modern, innovative and full of ideas Winners locally whilst applying our skills globally Inspiring, earning trust and loyalty from customers, our colleague, and communities. It is fundamental to note that the company decided to change their strategy and the employee’s mindsets so as to come up with the best methods to sell then companies products. It is true to note that the company had hoped that advertising would increase the volume of sales hence increase the profitability of the company. It is also vivid to note that the marketing strategy of this company is deemed to involve the process of segmentation of the market. This is done to match the geographical opportunities with promotional dollars. The segmentation is also deemed to create better promotion tactics that would produce important characteristics of the targeted markets. The company divided the domestic market into 50 vibrant zones. The company then used each brand to create segments within each zone of the market. This created better promotional tactics for the brands hence improved volume of sales for the company. It is also fundamental to note the market segmentation also varied with each brand. For instance peter, pan peanut butter was segmented into core markets and non-core markets. Each segment received appropriate funding depending on the size and the returns. The larger segments with high returns were allocated high funding (Annie & Monder 2001). The business strategy of the company matched appropriately with their environment due to the fact that the company has enough funding. The availability of funding enables the company to allocate large funds for large segments with high returns. For instance, Peter Pan Peanut butter received high funding due to the fact that the segment had history of registering higher returns. In this case, the higher funding is likely to be reflected in ton higher returns for the company. TASK 3 b Strategically, successful businesses should start with a stated original idea for use as a basis for its strategic plans. It asks and answers very crucial issues. Situation analysis is tailored to employ divergent learning and starts with assuming that continuous change is normal. Thus, conscious efforts to appropriately act on the change are very important in strategy creation. It provides various efforts to provide the necessary ideas gathered into clear statements for easier understanding by everyone in the firm. He states that for situation analysis to be most effective, it should adhere to the following very crucial rules for producing a diagnosis that leads to unearthing and revealing of the real causes as well as the expected consequences. Simplicity should however not be mistaken for providing minor and obvious details of the subject matter. The existence of high number of retailers whose responsibility was to sell the Tesco products was also another factor to appreciate with the development of the company’s strategy. For instance, the retailers who sold Tesco products employed the use of different and vibrant strategies so as to be unique in the market. This uniqueness enabled the retailers to compete well in the market. This ensured that the company’s products were sold better hence there was high elasticity for the products which eventually resulted in high returns for the company. It must also be noted that the company’s strategy of market segmentation matches with the company’s environment due to the existence of vibrant management team. For instance, the companies have many managers that are able to manage the brands of the company. The availability of many managers allows the company to create many segments for the products. Each manager is likely to be allocated each segment for appropriate management of the product. This allows the company to increase promotion of the products and hence increase the returns for the company. In a nutshell, it is vivid to note that the vibrant management of the company allows for easy segmentation of each brand of the company (Allport 2000). Situation analysis is tailored to enable the leader to make the most effective and appropriate choices based on the best ideas. Strategic learning should involve formation of the vision from the ideas. Pietersen in his book advocates strategic choices prior to vision creation which acts as a way to portray the future success of the organization. Success is making the customer benefit most from the organization and maximization of profits of the firm in the specified markets. TASK 3 c Organization culture is the set rules that the stakeholders have been using and following. This may be written rules or unwritten. If Tesco changes its organization’s culture, the company will improve extremely. Pietersen in his book of management strongly advocates for the appropriate starting point for success coupled with simple, specific and strategic goals which should be achieved in a procedural manner. There should be a commitment rather than compliance shown by teamwork, continuous learning and knowledge sharing to sustain the culture of uniformity and continuous implementation. To enhance innovation in a firm, there should be unrestricted interaction between strategy and leadership. It helps members of the organization to avoid the tendency of the opposition to change. The leaders are mostly faced by the challenge to motivate people to accept and work for change especially when it’s not very vital. He illustrates change as a multiplicative equation whereby if the result is nil then the change efforts are interpreted as unfruitful. For effectiveness-guarantee, he recommends rules like simplicity and maximum participation. There is a process involved in effective decision-making and specification of the culture of a firm which takes into consideration putting together the main points from situation analysis and listing major threats and opportunities of the venture. A change of the strategy must automatically lead to change of the firm’s culture. Attempts to solely change the culture of the corporate mostly fail due to false assumptions. This is because culture is specific and observable, and it must be measured and rewarded. Business performance and the uniqueness of a culture are related thus to align the two successfully, and they must be created simultaneously. Conclusion In conclusion therefore, businesses are successful when a good strategy is used, the culture of a business changes. Therefore, the culture changes only when there is introduction of new strategies. Good management leads to a new and successful business. Reference List Allport, F. H. 2000. Theories of perception and the concept of structure: A review and critical analysis with an introduction to a dynamic-structural theory of behavior. New York: Wiley. Annie, P., & Monder, R. January 01, 2001. Ethnic entrepreneurship in comparative perspective. International Journal of Entrepreneurial Behaviour & Research, 1, 1, 48-58. Chang, S. 2006. Business groups in East Asia: Financial crisis, restructuring, and new growth. Oxford: Oxford University Press. Chung, K. H. 2004. Motivational theories and practices. Columbus, Ohio: Grid. Read More