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Management functions
Management function and roles
Management function and roles
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The organizing function of management deals with activities that result in the formal assignment of tasks and authority and a coordination of effort. Management staffs the work unit, trains employees, secures resources, and empowers the work group into a productive team. Organizing is the managerial function of arranging people and resources to work toward a goal. The purposes of organizing include but are not limited to determining the tasks to be performed in order to achieve objectives, dividing tasks into specific jobs, grouping jobs into departments, specifying reporting and authority relationships, delegating the authority necessary for task accomplishment, and allocating and deploying resources in a coordinated fashion.
These resources are what make an organization function as a single cohesive entity. Physical assets, monetary, human resources, knowledge and technology are prime examples of resources that help build upon the foundation of the organization. Knowledge and technology are two in particular that go more hand in hand during the organization processes of management of a company.
Circuit City is a prime example of an organization where knowledge and technology places a vital role within the functioning of management. Especially within the Information Age of which we are currently in, these resources combined help not only the employees of the company but for the customers who shop from our stores as well. As a Fortune 500 company, and one of the nation's leading providers of consumer electronics, Circuit City strives to offer value to investors, businesses and consumers (Circuit City, 2006).
When the company first opened its doors to the public back in 1949, it wanted to provide the community with...
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...ogy. Sure, it's possible if that e-Learning system was not available to us, employees could have looked it up on the internet and found out but the resource in the store is specifically geared towards employees so that it can be properly learned, explained and used; by the employees and then ultimately by customers.
This explains why the resources of technology and knowledge function together when trying to form that structure to make the organization stronger and to make it a profitable business. Because of the knowledge and technology that has been provided to the employees through the channels of the organizing function of management, Circuit City has proven to provide that back to the community and that is a reason why customers shop from the company.
REFERENCES
Circuit City, 6/16/2006
http://www.circuitcity.com/ccd/lookLearn.do?cat=-13317&edOid=105485&c=1
...ty’s implementation of Superstores. These companies, however, were better able to see the advantages and disadvantages of the superstore, and parlay that knowledge into quick growth rate and a higher return on equity than Circuit City. On November 3, 2008, Circuit City announced that it would close 155 stores and lay off 17 percent of its workforce by year-end as a result of its ongoing struggle for profitability. Days later, 700 corporate employees were laid off from Circuit City’s headquarters and the 1,000 remaining corporate employees were merged into a single building in an effort to further cut costs. On November 10, 2008 Circuit City filed for bankruptcy. Circuit City had lost more than $5 billion in stock market value over the past two years. The company’s goal was to emerge from bankruptcy protection in mid-2009.
Michael Dell is the founder and CEO of Dell Computers Inc. one of the largest sellers of personal computers in the world. His contribution to the computer industry is the “one-to-one relationship between the company and the customer— there are no intermediaries, no middlemen” (Krames, 2003, p.59). Not only did he relinquish the middleman, he also perfected combination of the bottoms up strategy and the just-in-time (JIT) by waiting till he received orders from the customer to build computers. In doing this, Dell increased its return on investment (ROI) while reducing its inventory overhead cost.
The company had to be the second largest retailer shop in the US; it has many advantages that come along. The customers well acknowledge the company and its brand have been well established.
During 2003-2007, cisco registered a top durable top line growth period. They take a strong ability to manufacture and design new products with how the new world processes information. They have strong strategic industry partners and they have a good customer relationship. Cisco is a company that focuses on their core competencies. When they monitor and manage more than 10,000 devices, it becomes time consuming. Even with these problems cisco systems does have many strength...
Organization is the function of assembling and coordinating human, financial, physical, informational and other resources needed to achieve goals. Without this function, my business would have folded in the first week. I have midlevel managers to gather together my employees, and discuss the plans for the week. Specific shoe styles must be displayed and organized in a certain order. Information must be disseminated to our marketing team so they know who we are targeting and what steps to take to increase our visibility and productivity. Organizing is not something just one person can do alone. For this function to work, it will take the entire team to pull together for us to triumphant.
Technological -The knowledge explosion has introduced new technology for nearly every business function. As we enter a technology based century, the technology used in every organizations operation is increasingly turbulent, rocked by forces such as competition and customer demands. The technological element tends to develop through periods of incremental change punctuated by technological breakthroughs that either improve or destroy the ability of firms in an industry. It is the current state of knowledge about the production of goods and services in an industry.
Over the past 55 years Circuit City has transformed from a small local television store to an international chain of superstores. Circuit City will continue to be a competitive company in the consumer electronics industry as long as they offer a strategic plan that leads to larger sales.
Another point can be the innovational shopping techniques put forward by the CEO, like the self service checkout stations which tries to provide some form of quality service for the customers.
Throughout our search, we found many articles that considered Sony as a leader in product innovation and as the article, “Sony Needs Innovation More Than Efficiency,” from The Wall Str...
Findings: Many companies start out as very aggressive but get crashed either by its competitor or by poor strategic management. Dell Computer's entered the market with strong strategic vision and stronger strategic management. One of the biggest strengths that Dell has is its simple business concept which is building personal computers built to order and selling it directly to its customers. This simple notion gives Dell several competitive advantages over its competitor. One it is bypassing distributors and retail dealers which eliminated the markups of resellers, and two building or order greatly reduced the costs and risks associated with carry large stocks of unneeded inventory. For management to have a vision and enforcing it through the business plays a key factor in the company's success. One of the many attributes of Michael Dell to his company was noticing what customers want and broadening his product diversity. Since Dell's operating costs ran only about ten percent of revenues, compared to twenty one percent for HP, Dell was able to use his low-cost provider status to generate more profit for the company in other areas. Dell was very conglomerate in its industry, being the number one domestic seller of servers and workstations in 2002 Dell also created products that could potentially bring him more loyal customers. Such as, low-cost routing switches, handheld PCs, retail-store systems, electronic cash registers, specialized software, laptops, printers, scanners, monitors, digital cameras, modems, memory cards, zip drivers and speakers.
...e in retrieval of knowledge. The author cites the example of Buckman Laboratories, which successfully used the interactive approach to knowledge management. This organization, which originally sold chemical products, chose to offer solutions to its customers’ chemical treatment problems. It used innumerable “field associates” across the world, who had several years experience in solving such problems. Their tacit knowledge, based on experience and expertise was harnessed through interactive knowledge management. An online knowledge management infrastructure was created that was independent of time zones, location, language and even computer proficiency. The field associates interacted on a common platform, and their conversations, contributions and information exchanges were recorded, preserved and made available to all via K’Netix, The Buckman Knowledge Network.
“Organizing: is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals” (Bateman & Snell, 2004, p. 17).
In order to achieve the goals of the organisation, managers have to set goals and developed a workable plan to complete the goals. Organising is one of the processes to organise people, activities and other resource in a logical way (Davidson 2009). Through the organising
Planning and organizing is another vital quality needed for managers. If manager can do effective planning he can really contribute in the long term progress and development of his organization. Proper planning helps in useful and efficient use of the existing resources of the organization. After planning if you are not able to organize the things, this can really worsen your planning.
Resources are organization’s productive assets and capabilities are what an organization is capable of doing. The relationship between resources and capabilities of a company forms a competitive advantage. Capabilities and resources help in gaining value and competitive advantage over competitors.