The strategies adopted by given organizations

The strategies adopted by given organizations Any management strategy adopted by a given organization or enterprise is always aimed at producing practical results in tandem with the existing organizational goals and objectives (Galie and Bopst, 2006). Several management theories and practices have been in place since time immemorial and always undergo improvements and optimization in order to give best results. The criteria followed when selecting a given management approach is influenced by several factors such as resource availability, organizational structures, operational costs and efficiencies, types and levels of diversifications, socio-economic factors, political and cultural factors, human resource development, international relations, among others (Ma, 1999). The primary objective of this paper is to discuss the various management theories that have been in place since 1900 and the various factors that have influenced their evolution, and adoption in organizational management. For better understanding, a comparison of the organizational perspectives using the basic characteristics and properties of the mechanistic and the organic organizational designs shall be briefly highlighted in the paper. Management theories provide logical theoretical frameworks applicable in the administration and general management of organizations and business enterprises. These theories basically act as a springboard or foundations that help guide enterprises toward achieving their set goals and objectives (Weymes, 2004, 85). In most cases however, the scientific management approach has been used a model in the managerial elements of organizations. In this case, organizations and business enterprises carry out systematic analysis of this model and modify most of its characteristic aspects in order to suit specific managerial requirements (DuBrin, 2006). Precautionary measures are usually put in place to ensure the fundamentals of this management strategy are upheld at all times. For the last one century (period between 1900 and 2000), the management theory is said to assume a developmental and progressive nature that puts into consideration the emerging trends and needs (environmental and internal needs) of organizations through appropriate response and adaptation mechanisms. In this domain, there are several approaches namely the classical approach, the quantitative approach, the human resource approach, the systems perspectives, the contingency approach, and the information communication technology (ICT) approach. The Quantitative Approach In management, the quantitative approach revolves around maximum utilization of a group of techniques and methods to aid the decision making process. This approach is derived from the scientific model and is often referred to as operations research and/or management science. In operations research, several scientific and mathematical analytical tools are broadly applied in deriving optimal management solutions. Such quantitative tools include, but are not limited to linear programming, statistics, queuing theory, the game theory, network analysis, and decision trees. The managerial applications utilizing the quantitative approach include quality control, quality assurance and inventory control (DuBrin, 2006). The Classical Approach In management, the classical approach includes a general combination of both administrative and scientific management. In this regard, scientific management involves broad application of scientific techniques and approaches with the overall aim of boosting the productivity and general performance of individual workers in a given organization. Administrative management on the other hand revolves around appropriate use of best management practices in the structuring, reorganization and general management of the organization (DuBrin, 2006). The Human Resource Approach This model applies the psychological facet of human nature in organizational management. The approach puts more emphasis on people management through proper understanding of their mindsets and individual needs (Gomberg, 1985). Major characteristics of the human resource approach revolve around the Hawthorne effect which is basically the study of human behaviour in response to apparent attention from evaluators/auditors. Secondly, the human resource model utilizes various components of the McGregorà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s Theories X and Y, particularly in regard to human nature with specific reference to responsibility and work (Murphy, 2003). Lastly, this approach incorporates the Maslowà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s hierarchy of needs, spreading out from the very basic wants to those intended for leisure and self-actualization. Manpower development approaches, organizational behaviour theories and human resource management are based on the fundamental principles of this theory. The Systems Perspective This approach creates an analogy between an organization and a system made up of several intertwined features and components (Murphy, 2003). There are several management theories applicable fro the systems perspective e.g. strategic management theories of collaborative and competitive advantage, the innovation and competence theory, the human resource management and organizational behaviour, the resource-based view i.e. the theory of competitive advantage, etc (DuBrin, 2006). The systems perspective is an imperative method since the interlinking and interaction of existing capabilities, systems and internal resources can be used to give a better explanation of the changing trends and responsive nature of organizations towards their surrounding environment (Murphy, 2003). The Contingency Approach This is a management tool that appreciates the fact that no single management tool can be regarded as the best practice to effectively manage people and work in every prevailing situation. Based on this perception, this approach encourages the management teams to fully analyse situational and individual differences before settling on a given approach or solution (DuBrin, 2006). The innovation and competence theory and the strategic management theories of collaborative and competitive advantage, coupled with the perspectives of industrial organization utilize the various elements of the contingency approach in optimization and in carrying out improvements. The contingency approach also puts into consideration the different organizational and environmental structures and needs that influence an organization, together with other factors such as resource availability and capabilities with respect to individual organizations (DuBrin, 2006). The ICT (Information Communications Technology) Approach This approach has been influenced by the technological advancements in the various fields of ICT, including the internet. The developments in this field have several positive impacts on the organisational behaviour and the general conduct of managers and workers. The management theories utilizing the ICT approach include the supply chain management (i.e. procurement, distribution, logistics inventory theories), the strategic management practices and knowledge technology management (Murphy, 2003). Basic Characteristics of Types of Organizational Design The table below summarizes the two extreme ends that can be applied in organizational design and management Table 1.1: Basic Properties of Types of Organizational Design (Source: Derived from, Murphy, 2003, pp. 14) Organizational Feature Organic Mechanistic Centres of Power/ Authority Few Many Division of Labour Low High Power Base Expertise/ Merit Position Interrelations within the organization Many Few Use of Strict Rules, Regulations and Procedures Low High Primary objective / purpose Responsiveness, Adaptability, Flexibility Efficiency Based on the above discussions, it can be deduced that several management approaches can be used when dealing with various situations. There is no way one single approach can fully satisfy all the needs and demands of the organization (Robbins, et al, 2006). Compromise and optimization of all the above approaches can be utilized in deriving the best management practice that is result oriented. In scenarios characterised by complex, uncertain, ambiguous and volatile conditions, it is quite in order to restructure organizations by adopting strategies that can best fit the challenges posed by the prevailing circumstances. Conclusion

Assessment Portfolio and Analysis Essay

The purpose of assessment. b.Your plan for including assessment when working with children. c.How you can use assessment to document children’s work. d.How you will use children’s interests and ideas when assessing. Assessment Portfolio and Analysis The mission is to help children/students to better themselves and be able to finish any task that they have started to the fullest. The goal is to determine where the child is at developmentally/educationally. I will learn where the child stands, what they already know and how farther they can be pushed to achieving our goal. According to the text, â€Å"Assessment is the process of gathering information about children from several forms of evidence, then organizing and interpreting that information† (Wortham, S.C. (2012). I know that it is the teacher’s responsibility to test the students, from that the teacher will be able to understand where each individual child stands. My plan for including assessment when working with children is to be able to carefully be assess the child and take my time. I will make accurate decisions regarding the child and will include the child’s parents as well for their input. One way that I can use assessment to document the child’s work is through portfolio. According to teacher.scholastic.com, â€Å"These purposeful collections of children’s work illustrate their efforts, progress, and achievements over time. Teachers and children can compile the collections together from work completed in the classroom. As they talk together about the child’s interests and progress, they develop new activities for the child to focus on.† (http://teacher.scholastic.com/professional/assessment/perfassess.htm)

Different Theories of Management Essay

Nowadays we have new implementing plans for management. The different theories of management are: classical, behavioral, quantitative and quality management theory, systematic and contingency management theory. The classical management theory focuses on finding the â€Å"one best way† to accomplish and manage task (p. 37,2008. W. Plunkett, R. Attner, G. Allen). The behavioral management theory recognizes employees as individuals with real human needs. It is very important for the manager to establish trusted relationships and value his/her employees. Successful leader will put his staff first. Good communication with employees- key to success! From my personal experience, I had bad first-level management in our department. The most important, I felt that, they are using employees as a machine in the factory, like in old days practices. There were no communication connection between workers and â€Å"the boss†. All they wanted to know your working schedule: â€Å"When are you coming to work or can you stay late today? â€Å" I could not work there for a long time. There was no teamwork feeling and very poor customer service. Now, I have a better place to work, where the leaders appreciate and value you. I definitely have closer relationship with management. Our manager has a good communication skills, she creates a warm, productive atmosphere. We solve problems together as a team. I am proud to say that we only get a positive feedback from our customers. The quantitative management theory uses mathematical tools to help plan, control and analyze nearly everything in an organization. Quality management process is leading to ability to meet the needs of the customers. Total quality comes from satisfied customers. The systems management theory powers that an organization comprises various parts that must perform tasks necessary for the survival and proper functioning of the system as a whole. Human resources management is a core of the organization, because those people responsible for interviewing people and checking their professional skills. The contingency management theory is based on the premise that manager’s preferred actions or approaches depend on the variables of the situations they face (p. 50,2008). Early Management Theories In the past, the old system required the boss to do everything. For example, to manage, planning, processing, thinking, finance and analyze budget. Frederick Taylor (1856-1915) â€Å"The Father of Scientific Management†. Scientific Management theory arose from the need to increase productivity in the U. S. A. especially, where skilled labor was in short supply at the beginning of the twentieth century. The only way to expand productivity was to raise the efficiency of workers. Taylor devised four principles for scientific management theory, which were: 1. The development of a true science of management, 2. The scientific selection and training of workers, 3.  Proper remuneration for fast and high-quality work 4. Equal division of work and responsibility between worker and manager Successful management requires an understanding of the fundamental concepts of effective management techniques and principles. In order to gain such insight, and manage effectively and efficiently, managers must develop an awareness of past management principles, models and theories. From the turn of the 20th Century, the need for a formal management theory was growing evident; organizations required a system to guide managers in an attempt to improve productivity and efficiency of workers. This urgency for a theory saw the development of six major management approaches, the focus of this essay will be on two of the classical management theories; the scientific management theory and the human relations movement. The contributions of both these theories will be examined, followed by an analysis of the similarities and differences that these two theories propose. The last point will see a discussion of the relevance that these two theories have in modern managerial practice.

Adidas Economics - 1717 Words

[pic][pic] [pic] Economics of Adidas by Georgi Kolev Sem03 2011 Table of Contents: 1. Traditional organization forms of a company and kinds of risks involved in each of the different forms. 3 2. Factors in the economic environment influencing the business of Adidas © 4 3. Adidas © and Porter’s 5 Forces model. 5 -3.1 Major factors from each force and how they influence the industry. 5 1. Traditional organization forms of a company and kinds of risks involved in each of the different forms. Organization of different companies is always different. It usually depends on the size of the firm and could be one of the following - U form (unitary form), M Form (multidivisional form), Flat organization, H-form (Holding†¦show more content†¦It is good to keep in mind that even though one company may be a holding the smaller companies within it usually maintain their right to make strategic decisions. Possible problems can be the differences that the parent could have opposed to the interests of the controlled companies (holdings). 2. Factors in the economic environment influencing the business of Adidas © Economic factors are one of the major influences on a company’s success and the social, technological, environmental, ethical and legal factors could all interfere with the operations of companies in different industries in one way or the other. In the case of Adidas it is obvious that the different markets the company is positioning itself into are creating a relevant amount of economic factors that the company has to assess on a regular basis. Political factors Athletic companies are a major distributor of clothing and accessories in every country and it is obvious that they are affected by laws and political tensions in different countries. Adidas is a major part of the oligopolistic market of athletic apparel in world scale together with other brands like Nike ©, Puma © and Fila ©. National and international tax policies, employment laws, trade restrictions and regulations have major effect on the company operation. Microeconomic factors The sports industry is an oligopolistic market and the competition is highly competitive. Rivals toShow MoreRelatedAdidas Brand Audit1291 Words   |  6 Pages------------------------------------------------- Adidas Background Adidas AG is German manufacturer of sporting goods and parent company of Adidas group that consists of the Reebok sportswear company, TaylorMade-Adidas golf company and Rockport. Based in Herzogenaurach, Germany, Adidas is the leading sportswear manufacturer in Europe and the world’s second largest sporting goods manufacturer. Adidas has two sub-brands namely Adidas Sports Performance and Adidas Sports Style. 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