Concepts of Innovative Values and Practices in Organizations - Coursework Example

Running Head: ORGANISATION MANAGEMENT Organization Management Insert Name Institution Date Table of Contents Organization Management 3 Executive summary 3 Concepts of Innovative Values and Practices in Organizations 4 Planning 4 Types of plans 5 Continuing or ongoing plans 6 Policy 6 Procedure 7 Tactical plan 7 Strategic plans 7 Contingency plans 8 Organizing 8 Division has of work and specialization 9 Importance of organization 9 Conclusion 9 References 10 Organization Management Executive summary Management is a creative problem solving process in an organization. The process is normally fulfilled through four functions of management: planning, organization, leading and controlling. Every organization no matter how small or big it is requires a manager whose role is to blend the four functions in order to achieve the objectives of the organization. Every business starting from a small salon to a mega-production companies such as Coca-Cola thus have managers who perform virtually the same roles but in different scales. Their aim is to utilize the resources of the organization to accomplish its missions and objectives. This report intends to outline the planning and organizing functions of management in Coca-Cola Company (Bateman& Snell, 2007). The concepts of innovative values and concepts that managers in various organizations utilize to achieve their objectives are also described. The leading and controlling functions of management are also mentioned in brief since they are also vital towards the achievement of the overall management objectives. Planning is the process of developing the firm’s missions and objectives and determining the means in which they will be realized. Organizing is creating an optimal internal organization structure of the firm. It emphasizes on division, coordination and control of duties and the flow of information within the firm. Directing or leading is the third function of management which helps the managers assists their subordinates by controlling their actions. Controlling involves the establishment of minimum performance standards in a firm. It also involves assessing and reporting of the actual duty performance. Planning and organizing functions are discussed in detail with reference to Coca-Cola Company (Bateman& Snell, 2007). Concepts of Innovative Values and Practices in Organizations Managers in various organizations utilize concepts of innovative values and practices in their efforts to achieve the objectives of the firms. In terms of behavior they uphold excellent general characteristics which include risk tolerance and honesty towards innovation and change within their firms. Other firms also focus on life-long learning for both the top managers as well as the subordinate staff. Other managers encourage and promote self-esteem, self-confidence and independence in their firms (Bateman& Snell, 2004). These virtues promote creativity in organizations since employees are encouraged to come up with new ideas. Managers are also oriented towards the utilization of opportunities, open motivation of activity, focus and vision, capital and resource management. This assists in increasing entrepreneurial characteristics of the employees in the firms. In order to create innovative characteristics in employees, managers should exercise openness to criticism and have the ability to ignore dogmas. All these concepts promote new ideas and methods which enhance the productivity of organizations (Robert, 1970). Planning Planning is the first function of the management process. The difference between a successful and ineffective manager is found within the planning process. Planning is the reasonable thinking through goals and making the decisions on what needs to be accomplished and the means of accomplishing it in order to realize the organization’s objectives (Robert, N, 1970). Managers use this process to plan for the future and as a forecast for future happenings. In the process, the managers take precautionary measures for future problems by planning the strategies or cause of action should the problems crop up. They must plan well for the action plan to take in case of problems since this is bound to give the competitor a chance to outdo them in the market (Gomez-Mejia et al, 2008). Planning is usually the first step in management and is vital to the management process since it facilitates business control, is key to decision making and very important in making decisions that aid in avoiding business ruin. Coca-Cola Company which is the leading firm in the beverage industry is determined to maintain its share of the market and remain as the leading firm in the industry. All the employees in the firm must maintain the values of the organization in order to achieve the organization’s objectives. The organization uses various types of plans in an attempt to remain save in the highly competitive beverage industry. Plans are meant to commit employees, departments and the available resources of each to particular actions for the future. Properly designed organizational goals are prioritized such that the achievement of lowly perceived goals permits the achievement of higher level goals. The process is referred to as means-ends chain since the low-level goals lead to realization of high-level goals (Craig, 2009). Types of plans There are three types of plans that assist managers realize the objectives of their organizations: strategic, tactical and operational plans. Operational plans result to achievement of tactical plans which in turn lead to realization of strategic plans. In additional to these, managers are required to have a contingency plan as a back up plan should the initially designed plans fail (Robert J.  1971). Operational plan The specific outcomes expected from individual departments, work groups and the workers in general are the operational goals. These goals are accurate and measurable, for instance produce 400 thousand crates of soda per day or publish 200 articles per year. An operational plan is utilized by managers to meet their targets and responsibilities. Supervisor, team leaders and facilitators create operational plans to support tactical plans. Operational plans can be classified as either single-use plan or ongoing plan (Richard, 1976). Single-use plans These plans are meant for activities that do not reappear or repeat. A one-time incident like a particular sales program, is a single-use plan since it deals with who, where, how, what and how much of an activity. A budget can also be regarded as a single-use plan because it estimates sources and amounts of returns and how much of the income should be spent on specific project (Henry, 1999). Continuing or ongoing plans These are usually made once but undergo periodic revisions and updates. Examples of ongoing plans include: Policy This offers a broad guideline for managers to follow when handling vital areas of decision making. Policies are universal statements that describe how a manager should approach routine management responsibilities. Employee hiring, terminations, performance appraisals, salary increases and discipline are typical examples of human resource policies (Henry, 1999). Procedure This is a step-by-step directive that outlines how activities or responsibilities are to be accomplished. Most firms have procedures for purchasing commodities and equipment as examples of these directives (Henry, 1999). Tactical plan A tactical plan focuses on what the lower level units within each department must do and the means of doing it as well as who is the responsible at each level. Tactics are the methods required to initiate a strategy and make it function. These plans are intended for shorter time frames and lower scopes than the strategic plans. Tactical plans normally span over one year or less since they are regarded as short-term goals. Contrary, long-term goals can take many years to accomplish. It is the responsibility of lower level managers to take the wide strategic plan and identify particular tactical actions (Henry, 1999). Strategic plans A strategic plan is a description of the steps designed with the objectives of the entire organization as a whole rather than with the objectives of particular departments. Strategic planning starts with a firm’s mission and vision. Strategic plans focus over the next three, five or even many years. These types of plans require harmony among all the departments as well all the levels of management within a firm. Top-level management establishes the directional goals for the entire firm while the lower levels of management creates compatible goals and plans to attain them. Strategic planning for the whole organization is the responsibility of the top managers who also set the dimensions for the lower level planning (Henry, 1999). Contingency plans Contingency planning involves establishing an alternative course of action to follow should the initial plans fail. Every manager should have a contingency plan at hand to cater for emergence since failure to it can give the competitors an advantage in case things do not work out as planned (Henry, 1999). Organizing In order to attain the objective described in the planning process, creation of an optimal structuring of the organization is vital in executing the plans. Organization is concerned with appointing individuals to duties or responsibilities that merge together to develop one idea, to achieve the goals. These objectives will be realized in line with the organization’s values and procedures. A manager must be conversant with the capabilities of each employee so as to organize the human resources which are the most valuable resources that an organization can have (Samuel, 1999). This is attained by management staffing the work division and creation of training opportunities for the employees. The managers should also make an effort to avail all the required resources and organize the employees into reasonable work groups for efficiency. The manager should then revisit the plans together with the subordinates and split the core tasks into small manageable units. Each unit should then be assigned to individuals or groups of people that can effectively manage to accomplish them effectively (Spillanne et al, 2004). Organization at Coca-Cola Company is very strong and the tasks are well divided. Each department has been assigned a number of roles that it can manage and accomplish efficiently. Every branch in the Company has a manager responsible for the organization of all the activities in the branch. Organization several characteristics: Division has of work and specialization The entire process of organization depends on the idea of specialization. In specialization, various duties are assigned to various groups of people specialized in those areas. Specialization enhances efficiency and as a consequence, organization assists in division of work which assigns tasks to different people. Since every organization has its own goals and objectives to meet, organization is employed to attain the goals. Other characteristics of organization include: differentiated functions, composition of individuals and groups and is also a continuous process (Burns, 1978). Importance of organization The importance of organization as a function of management has already been discussed. Some of the main applications of organization are: assists in achievement of the organization’s goals, assist in optimal utilization of resources and in facilitation of growth of the firm (Allen, 1998). Conclusion Planning and organizing are two important aspects of management of an organization without which no firm can survive. Managers should exercise their mandates effectively in carrying out the two functions for the organization to attain its objectives. Managers can promote innovative values and aspects in their firms by encouraging and boosting the morale of their employees through motivation (James & Herbert, 1998). The managers should be open towards changes and innovations within the firm. Managers should promote self esteem and self-confidence of the employees to enhance creativity and innovation. In order to motivate the employees, managers should: recognize employees’ efforts, provide a free working environment to promote creativity and encourage new ideas in the organizations (Kotter & Dan, 2002). References Allen, G. (1998). In Supervision. Retrieved on November 4, 2009, from Bateman, T. S. & Snell, S. (2007). Management: Leading and Collaborating in a Competitive World. New York: McGraw - Hill. Bateman, T.S. & Snell, S. (2004). Management: The New Competitive Landscape. New York: Burns, J. M. (1978). Leadership. New York: Harper and Row Publishers Inc. Robert J. (1971). "A path-goal theory of leader effectiveness". Administrative Science Quarterly Vol.16: 321–339 Henri F.(1999). General and Industrial Management. New York: Pitman Publishing Craig, S. (2009). Merrill Bonus Case Widens as Deal Struggles. Wall Street Journal. Gomez- James, G.& Herbert A. 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