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Autor: anton 05 June 2011
Words: 1724 | Pages: 7
Home Depot Management and Leadership
Management is defined as the act or manner of managing, handling, direction, or control (dictionary.com). Leadership is defined as an act or instance of leading; guidance; direction (dictionary.com). They do not mean the same thing; however, it is thought that a manager should have leadership skills to be able to manage an organization. Not all managers have great leadership skills and just because a manager does not have these skills does not mean he or she is a bad manager.
The organization that I chose is Home Depot. There are many management and leadership roles within the organization. At Home Depot, dedication to serve their customers and providing the ultimate shopping experience is the highest priority. Helping to maintain this focus and commitment is a leadership team that believes in the companyâ€™s values. The team also believes that a commitment to great customer service will create value for all stakeholders.
Home Depot is built on the principle of creating value for our stockholders while never forgetting our values. We seek to be profitable, responsible and balance the needs of our communities. Throughout our company, our associates are challenged with finding ways in which we can provide the best products for our customers, provide the best possible work environment for our associates, have a positive impact on the communities in which we operate, and provide excellent returns for our stockholders.
Working in a Store Support Center, rather than a corporate headquarters, their leadership team knows that the most important people in the fabric of the company are the store associates and store leadership teams. Frank Blake was appointed as the Chief Executive Officer of Home Depot in January 2007 (Sellers, P.). He joined Home Depot in 2002 as executive vice president of Business Development and Corporate Operations and was responsible for real estate, store construction, credit services, strategic business development, growth initiatives, call centers and the Home Services business.
Mr. Blake took over the position, which was held by Bob Nardelli who was forced to resign his post over the controversy surrounding his lucrative pay package. However, the underlying reason had just as much to do with his handling of the transformation of the company after he took the reins in December 2000 (Azzato, M.). With no previous retail experience, Nardelliâ€™s gruff management style is said to have alienated several key top-level managers. Mr. Blake and Mr. Nardelli have some similar qualities such as Blake also had no retail business experience before he joined Home Depot but also he has never ran a major business such as Home Depot.
Besides the CEO there are seven Executive Managers, at the corporate level. Tim Crow Executive Vice President of Human Resources, Joe DeAngelo Chief Operating Officer and Executive Vice President, Robert DeRodes Executive Vice President and Chief Information Officer, Craigh Menear Executive Vice President â€“ Merchandising, Paul Raines Executive Vice President, U.S. Stores, Jim Snyder Vice President â€“ Secretary and Acting General Counsel, and Carol B. Tome Chief Financial Officer and Executive Vice President - Corporate Services (Home Depot.com). These individuals all manage these areas within their expertise and in a way they are being leaders to the lower level managers but they are not leading the teams at each individual store.
Next on the management structure are the eight employees that are part of the Senior Leadership Team. Roger Adams, Senior Vice President and Chief Marketing Officer, Diane Dayhoff, Senior Vice President - Investor Relations, Marvin Ellison, President - Northern Division, Joe Izganics, President - Southern Division, Bruce Merino, President - EXPO and Western Division, Ricardo Saldivar, President â€“ Mexico, Brad Shaw, Senior Vice President - Corporate Communications and External Affairs, Annette Verschuren, President - The Home Depot Canada and Asia (Home Depot.com). Each of these leaders are in charge of leading the areas in their divisions. They must report to the managers above them.
There is also the Board of Directors, which consists of eleven members. These members have control over the company, which is in turn divided between two bodies: the board of directors, and the shareholders.
I personally feel that the true leaders are the supervisors and department leads that work at each individual store. They are the ones that work together with all the employees within their store and/or department. They are able to give each employee the hands on experience that they may need to improve their job and to do it sound. These leaders are able to guide and train their employees on customer satisfaction. Home Depot believes in commitment to their customers, so immense leadership is very important not just at the corporate or regional levels but also at each service center.
The four functions of management, Planning, Organizing, Leading and Controlling are important in every organization. It is hard to run an organization with out these functions; the company needs to have all four functions, especially a large corporation such as Home Depot to run smoothly.
Planning is when management systematically makes choices about the goals and activities that an individual, group, or the overall organization will pursue. This function is veered more towards the upper management. They are the ones that analyze the information that is passed along the organizational structure. Once this valuable information is received they are able to make choices in regards to the companyâ€™s short and long term goals. Whether to revise the original goals at hand or to maybe implement a new one are all choices that have to be made. It is also important to monitor the short-term goals to make sure they are being met and if they are not being met, then why. There are four different planning functions that break planning down even further and those are Strategic, Tactical, Operational, and Contingency.
Strategic planning is a set of procedures for making decisions about the organizations long-term goals and strategies. This part of planning should come from the Executive Managers within Home Depot. They are the ones that are extra concerned as regards to the companyâ€™s growth plus have to deal with the stockholders while the leaders that work in the service centers are more concerned about customer happiness.
Tactical planning is a set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a distinct portion of the organization such as a functional area like marketing. I would also think that corporate managers would be more involved in the tactical planning as well as the Leadership Team.
Operational planning is the process of identifying the specific procedures and processes required at lower levels of the organization. Lower level management should know the specific procedures for day-to-day operations. Lower level management can be a great asset to the company by passing information onto the upper level management regarding employees and customers. This may possibly as well include the store manager, as that person is accountable for their store.
Contingency planning is the â€œWhat if plansâ€. They include sets of actions to be taken when a companyâ€™s initial plans did not work to their liking or if events in the external environment require a sudden change. All organizations need to have a back up plan. There are always unforeseen things that can happen to a company and the managers at all levels need to be prepared for those. The result of a plan not taking place could trickle down the path from upper management to lower management to the employees and maybe even to the customers. With Home Depot being customer oriented it is important for this organization to have a contingency plan in place for all aspects within the company. If a cashier calls in sick there should be a back up plan so customers do not have to wait in long lines to check out.
Organizing is assembling and coordinating human, financial, and other resources needed to achieve goals. Department managers and team leaders would play a big role in this function. It is essential for both to specify job responsibilities to the employees, group jobs into work units, allocating resources and creating conditions so that coworkers can work together to achieve maximum success. Once an employee/team has accomplished success it improves moral and in return it can increase a retailerâ€™s sales.
Leading is the management function that involves the managerâ€™s efforts to stimulate high performance by each employee. Leading can take place within a small department, one of many company stores, or the top of a large organization such as Home Depot. Leading involves close contact with co-workers on a day-to-day basis, to help guide and inspire them into achieving team and company goals. This would be very beneficial in each and every Home Depot store. It would bring all the employees together so they would be able to make the goal that has been set for the week, month, and quarter for sales. It is sort of like a friendly modest completion among co-workers.
Controlling is also a management function of monitoring performance and making needed changes. When managers implement their plans, they often find that things are not working out as planned. The controlling function makes sure that goals are met. It asks and answers the question, â€œAre our actual outcomes consistent with our goals?â€ It makes adjustments as needed (Bateman, T.S. & Snell, S.A.) This is an important part of the four functions that management should use for a successful organization. Home Depot can use this function to make certain that the managementâ€™s plans that were implemented are being planned out and met in a timely fashion.
Home Depot is a rather large company and has many different divisions so there are lots of managers and leaders. They are both important for every organization to have.
Bateman, T.S. & Snell, S.A. (2007). Management: Leading & collaborating in a competitive world. New York: The McGraw-Hill Companies, Inc.
Home Depot.com http://corporate.homedepot.com/wps/portal/Senior_Leadership_Team
Home Depot. com http://corporate.homedepot.com/wps/portal/!ut/p/.cmd/cs/.ce/7_0_A/.s/7_0_10T/_s.7_0_A/7_0_10T
leadership. (n.d.). Dictionary.com Unabridged (v 1.1). Retrieved June 18, 2007, from Dictionary.com website: http://dictionary.reference.com/browse/leadership
management. (n.d.). Dictionary.com Unabridged (v 1.1). Retrieved June 18, 2007, from Dictionary.com website: http://dictionary.reference.com/browse/management
Sellers, P. (2007, January 22). SIX SIGMA MAN: ANOTHER GE VET ATOP HOME DEPOT. Fortune, 155(1), 30-30. Retrieved June 18, 2007, from Academic Search Premier database.
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