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Introduction of management
Organizational behaviour at different levels
An essay about the important role of management in the organisation
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1) Introduction The H.J. Heinz company is a multinational selling food products globally. In recent years, much positive change has been observed, and the preamble suggests that such changes are largely attributed to the works of William Johnson, the former CEO. The following section would thus examine the managerial functions and roles performed by Johnson. 2) Managerial Functions Fayol identified the classical managerial functions as planning, organizing, commanding, controlling, and coordinating(Carroll and Gillen, 1984), of which the first 4 were identified by Hitt(2012) as being the principal functions(PODC) applicable in contemporary workplaces. As the PODC functions occurs in tandem(Davis, 1967), hence, the actions taken by Johnson in his capacity as the CEO encompasses them all. The following would attempt to examine each function individually, and though they are integrated, they would be linked with the function that is displayed to the greatest extent. Planning refers to the act of forecasting and deciding on actions to pursue(Hitt, 2012). The 3 levels of planning conducted at various managerial levels in the organization are strategic, tactical, and operational planning. Being the former CEO, Johnson was primarily involved in strategic planning. This occurs at the corporate level, and involves planning to meet the organization's long-term goals. Johnson(2011) reminisces about the first long-term emerging market strategy which he developed for the organization. After analyzing environmental factors such as the slow in growth of developed economies and forecasting increasing growth and demand from emerging economies, Johnson and his team planned for a strategy focused on the 4'A's, in order to enter and capture the m... ... middle of paper ... ... Baker, B.A. & Leslie, J.B. (2008): 'Managerial Skills: What has Changed Since the Late 1980s', Leadership and Organizational Development Journal, 29: 167-81 H.J. Heinz. (2007). H.J. Heinz Company Corporate Social Responsibility. H.J. Heinz. Available at: http://www.heinz.com/data/pdf_files/CSR_10_12_07.pdf. Accessed 26 November. 2013]. Smith, R.M. (2010): 'You Have to Take A Risk', Newsweek, 155: 42-42, Available at: http://web.ebscohost.com.eproxy.ucd.ie/ehost/detail?sid=220aab3f-ab3c-4daf-b0b4-d057c1ae6f64%40sessionmgr111&vid=1&hid=127&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=49140703. [Accessed 26 November. 2013]. Spencer, M. (2013). Heinz Under Johnson Not the Same Company. Pittsburg Business Times. Available at: http://www.bizjournals.com/pittsburgh/news/2013/04/11/heinz-under-johnson-not-the-same-company.html?page=all. [Accessed 26 November. 2013].
This article from the Harvard Business Review was an intriguing piece on how an established organization has to change their mindset in order to change their organization. Campbell Soup Company has been a heavyweight in the food industry for over 145 years. The article portrays how Campbell Soup began to fall behind its competitors and needed to change. They did this in two very important ways. Decision making and courage were the two aspects of the company that they changed in order to grow within their industry.
When Jim Kilts showed up at Gillette in 2001, the first outsider to run the Boston-based company in more than 70 years, he found a business with great brands losing market share. Its acquisitions of Duracell and Braun were not delivering. Sales and earnings were flat, the company had missed its earnings estimates for 15 straight quarters, the stock had plummeted, and Wall Street had lost patience. Yet two-thirds of the top managers were getting top ratings. People were being rewarded for effort; performance, under Mr. Kilts regime, became the new measure.
Albertsons CEO, Johnston believes in using IT as an enabler of business to keep prices competitive and make the shopping experience more compelling. Therefore the company would be well organized to implement IT for analytical processes. As the CEO himself is involved, the company would be well structured.
... of understanding and commitment to the Brand Stewardship philosophy on the part of lower level employees. In order to provide this support, Beers should better leverage the management team that developed Ogilvy's philosophy in the first place. The problem in 1993 is that CEO Beers and perhaps WCS Director O'Dea appear to be the only executives promoting change. Yet change should not be "pushed" onto the regions from the central office, nor onto subordinates from management. This would be counterproductive, and result in mere conformity. Instead, Beers should establish and train senior managers and local executives as extensions of her leadership. Yielding a degree of objective empowerment to gain symbolic empowerment, local executives could then help Ogilvy's lower level employees redefine their roles & responsibilities to promote the Brand Stewardship strategy.
In summary the five management functions were used at my time with Comcast Corporation. Each function is crucial to the success of the organization, its employees and their relationship with management. By all means “the linkages between the five management functions make them inseparable activities. Successful managers understand the links and carefully follow through on every aspect of the management program” (Baack, et al., 8.2). Without the influences of the management practices I mentioned, Comcast Corporation would not be a successful organization and I would not have had the joy of furthering my career there. It is important to work for a company that believes in its employee’s success and job welfare while operating under the management practices of planning, organizing, staffing, leading, and controlling.
We have carried out a study on the F.M.C.G Company Heinz. Heinz is the most global U.S based food company, with a world-class portfolio of powerful brands holding number 1 and number 2 market positions in more than 50 worldwide markets. There are many other famous brand names in the company¡¦s portfolio besides Heinz itself, StarKist, Ore-Ida, Plasmon, and Watties. In fact, Heinz owns more than 200 brands around the world and makes over 5,700 varieties.
According to the text, “Control is defined as any process that directs the activities of individuals toward achievement of organizational goals. It is how effective managers make sure things are going as planned (Bateman, pp 520, 2007).” The combination of these two concepts, leadership and control help formulate an ideology that becomes an integral part of the success or failure of any business entity. This paper will give Team D an opportunity to delve into Sears Holdings’ leadership and control mechanisms. The focal point of this paper will be to identify the current CEO of Sears Holdings, and gain insight on his background, i.e., training, education, and previous employment. To identify his style of leadership, evaluate the effectiveness of this leadership style based on Sears Holdings’ performance, and to explain the various control mechanisms used in the organization to determine the effectiveness.
The case requires a discussion of fundamental firm objectives and the implications of a non-traditional corporate orientation; one needs to review the development of Ben & Jerry's strong social consciousness and the takeover defence mechanisms that maintain management's control on company assets.
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
The purpose of this project is to show how financially stable the Kraft Foods Group is and demonstrates what its strengths and weaknesses are. The reader can expect to find out what Kraft Food Group is and about their financial history for the last five years. This business participates in the consumer packaged food and beverage industry. The markets that Kraft Food Group sell to are the United States and Canada. Some brands that are included in this company are Kraft, Maxwell House, Oscar Mayer, Planers, Kool-Aid, Velveeta, Capri Sun, and Philadelphia to name just a few. This company was started in 1903 by James Lewis Kraft. Mr. Kraft used a wagon and horse and started selling cheese to businesses in Chicago, Illinois. In 1909,
Source is from: Developing Management Skills Fourth Edition; David A. Whetten, Kim S. Cameron; Copyright 1998 Addison Wesley.
Planning is an essential process in today’s organizations. Based on the three types of managers: top-level (strategic managers), middle-level (tactical managers), and frontline (operational managers), exist three corresponding levels of planning: strategic, tactical, and operational. The purpose of this essay is to focus on the strategic level of planning for the Ford Motor Company; a leader in the global automobile industry. Strategic planning, according to Bateman and Snell (2009), “involves making decisions about the organization’s long-term goals and strategies” (p. 137). This paper will elaborate on six key influential factors: economic, environmental, competition, foreign policy, domestic policy, and innovation; that shape this corporation’s strategic plan. Finally, a SWOTT analysis will be conducted covering the strengths, weaknesses, opportunities, threats, and trends, that the Ford Motor Company has in relation to its business environment.
As Kerry began growing they developed some key values in the SWOT (strengths, weaknesses, opportunities, and threats) analysis that are the backbone for the success of the Kerry Group. The major strength of the Kerry Group is procurement. Procurement allows Kerry to use available global resources in specialty ingredients, seasonings, coating systems, sweet ingredients, nutritional systems, and specialty proteins; by doing this they are able to acquire the highest-quality raw materials. Another strength of Kerry is technological development. Through technological development Kerry is able to develop flavors and gain an advantage over the competition. Kerry gains this technological advantage through research and development and acquisitions. The weaknesses of Kerry Group include the firm infrastructure. The Group’s debt-to-equity ratio is inordinately high for a company of Kerry’s size. Another weakness is in Kerry’s Human Resource Management division. Management encourages the employees to think “Kerry” or in sense be “Kerryized,” if employees do not follow this style of thinking they are ...
H.J. Heinz Company, basic philosophy is “Good Food Every Day” ,and it is one of the world’s leading marketers and producers of convenient, healthy and affordable foods specializing in ketchups, sauces, soups ,meals, snacks and infant nutrition. Heinz provides superior quality taste and nutrition for each and every occasions whether in the home or in a restaurant or in the office or “on-the-go.” Heinz is a globally recognized leading branded products, which includes Heinz Ketchup, sauces, soups, pastas, beans and infant f...
The purpose of this essay is to highlight the importance of managerial skills. A management process is a line of activities and procedures such as planning, deciding and evaluating. We would be using an article titled What Great Managers by Marcus Buckingham as a base of discussion working on points that was overlooked and missed out though the report.