Overview Of Management

Running head: Overview of Management

Overview of Management

University of Phoenix

MBA/502

Instructor: Susan Craver

19 Feb 07

Overview of Management

From a management perspective, what are the key elements that not only help a company stay competitive in the business market, but also secure future success? In essence, the practice of sound management functions that include planning and strategizing, organizing, leading, and controlling play a very important role in this endeavor. Kudler Fine Foods, a company established in 1998 with the opening of the La Jolla store has grown to the capacity of three stores through the hard work of Kathy Kudler and her staff. In addition, through sound management practices, they have been able to continue to grow tremendous over the past decade. In this selection, I will identify the primary functions of management, describing who is responsible for each at Kudler, explain how technology and the Internet are utilized and how it affects management, and cite an example using Kudler's organization that illustrates the five forces from Porter's Model.

In identifying the primary functions of management being practiced within the Kudler organization, planning and strategizing, organizing, leading, and controlling are widely used throughout the organization. Planning and strategizing encompasses setting future objectives, thus mapping out the necessary activities in achieving these goals (Gomez & Mejia, 2002). Within the Kudler organization, Kathy Kudler the founder and president of the company is the sole individual responsible for this aspect of management with input from some of her management team. In this capacity, she sets direction and guidance, thus planning for the future in accomplishing the mission and creating an environment that facilitates clear direction. Her philosophy is to educate, inform, and facilitate the strategic direction of the company in ensuring success.

Organizing, the act of specifying how a firm's resources are arranged and coordinated in performing tasks in accomplishing the desired goals, is carried out by a number of individuals within the Kudler organization (Gomez & Mejia, 2002). Specifically, from the top Kathy is responsible for arranging and coordinated resources with her direct reports in carrying out the mission. Beneath her are her store managers and directors of appropriate divisions that include Finance and Accounting, Operations, and Administration and human resources that exercise organizing functions of resource management as well. Moreover, the middle management level of Assistant Store Managers and Departmental Managers perform this function as well. For example, the role of the Store Manager for the Del Mar store, Laura Priest, is to effectively plan, arrange, coordinate, and operate her store in carrying out the desired goals set forth by Kathy Kudler. In addition, her direct counters parts in the La Jolla and Encinitas stores carry out the same plan accordingly thus creating an environment that promotes success.

Leading, the act of energizing and motivating people in contributing their best and maximizing success is carried out throughout the organization generating from Kathy Kudler down to the most junior position of bagger located in the stores. For example, from a high level Kathy plays the role of being and setting the example as well as promoting a healthy environment that encourages a collaborative team effort that facilitates effective communication. Moreover, her direct reports acknowledge and take heed to this philosophy thus taking on the strategy to communicate this down to their subordinates down to all levels. Let's use the cashiers at the La Jolla store as an example. Even though they are not in a management position that involves corporate and local decision making, they still take part in the management function of leading as they are responsible for carrying out the mission and promoting a healthy work environment. Despite knowing the true structure, let's assume that there is a head cashier in this location. In this capacity, him/her would be responsible for providing an example for the other cashiers to follow. As such, regardless of the level of responsibility, a part of one's duty is to be and set the example for others to follow.

Last, controlling, the process of measuring and comparing performance objectives and implementing necessary changes towards improvement encompass this management function (Gomez & Mejia, 2002). Within the Kudler organization, all levels of management uses this function to control and measure certain aspects of the business that are applicable to them. For example, part of HR policy in reference to performance evaluations states that supervisors need to discuss job performance on a daily basis informally. In addition, it also states that the supervisor will have formal feedbacks sessions as well to discuss work and established goals and weaknesses and strengths accordingly. In addition, in the marketing department, control measures are used to as well to measure performance in improving efficiency of operations and increasing the consumer purchase cycle.

Technology and the Internet are used