The purpose of this essay is to identify a function from the management process that is linked to issues found within the case study. In order to offer an opinion on this, this essay firstly seeks to discuss two functions of the management process that are relevant to the case study and briefly describe a related communication issue within each function. Then finally provide an explanation and supporting evidence as to which function is the most important. According to the case study the business has been purchased by an already established organisation. Assuming that the planning function of the management process has already been implemented the next function to be implemented is the organising function. Organising as a function is the arranging of people and other resources to work together to accomplish a goal (Campling et al., 2008, p. 269). In order to achieve the planned goals of a business, the organisation has to be structured correctly so employees have a clear understanding of their role in achieving them.
According to the case study performance based contracts have been implemented but staff continues to wait for customers to approach them, waste time chatting to each other and to customers and take extended tea breaks. The organisation structure that defines teams and individual’s job design, the process through which managers plan and specify job task and work arrangements that allow them to be accomplished (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012, p. 131) hasn’t been effectively communicated. Effective communication occurs when the senders intended message and the interpreted message received have the same meaning (Campling et al., 2008).
Assuming that controls to measure the organisations performance were created at the planning stage, then the leadership function, the instilling of enthusiasm by communicating with others, motivating them to work hard and maintaining good interpersonal relationships (Schermerhorn et al., 2012) will need to be implemented. If performed well the leadership function will guide the organisations performance goals. The case study tells us that Mark would like to see an improvement in sales figures. Staff have been sent to some customer training courses but Mark is having trouble in getting the Page and Perk staff to conform to the new image. Mark feels that the staff is so entrenched in their patterns of behaviour that they are unable to understand what he requires of them.
A visionary leader is someone who is involved in managing the culture of an organisation by establishing an explicit strategic direction, communicating that direction, and defining the Organisational Vision and Values (Horner, 1997, p. 272). Mark hasn’t effectively communicated what he wants from the staff so what he perceives to be the staff not wanting to conform could be him not understanding and investigating the reasons they are failing to. I believe that the most important management function relating to the case study is the leadership function. Despite performance based pay being implement staff the case study shows that the staff are not inspired to work efficiently or have any enthusiasm toward improving sales. Without an effective leader to organise the staff, utilising all the resources available and inspiring them to perform their jobs to the best of their ability and lead them toward achieving a common goal using clear communication (Campling et al., 2008), then the purpose of the organisation and its goals will never be achieved.
Campling, J., Poole, D., Wiesner, R., & Schermerhorn Jr, J. R. (2008). Management: 3rd Asia-Pacific Edition. (3rd ed.). Milton, Australia: John Wiley & Sons.
Horner, M. (1997). Leadership theory: past, present and future. Team Performance Management. 3(4), 270-287. Retrieved from http://www.emeraldinsight.com.ezproxy.massey.ac.nz/search.htm?ct=jnl&st1=Leadership&fd1=kwd&mm1=all
Schermerhorn Jr, J. R., Hunt, J. G., Osborn, R. N., & Uhl-Bien, M. (2012). Organizational Behaviour. (12th ed.). Milton, Australia: John Wiley & Sons.a