...Japanese Management Style 505 Fundamentals of Business Enterprise Japanese Management Style: Still Relevant Today? Cultural norms and business practices vary throughout the world. It would be foolish for an American businessman to travel to Africa or Asia and believe that the manner in which they conduct business in the States will translate effectively to interactions with their foreign counterparts. Peter Smith’s 1984 article titled, “The effectiveness of Japanese styles of management: A review and critique,” details the similarities and differences between the accepted management styles in America and Japan. The impetus behind the article concerned the growing number of American subsidiaries in Japan. Smith attempts to analyze the distinctive qualities of Japanese work organizations, whether there are consistent or universal themes across all Japanese organizations, and what tends to happen when the distinctive qualities in Japanese business come into contact with Western business practices. As a result, there are several interesting lessons provided within this article that managers from all corners of the world can learn from. Japanese work organizations are structured In terms of exhibit rigid hierarchical organizational structure. Nonetheless, while organizations in Japan are less functionally specialized, the Japanese stress the collective unit rather than individual responsibility, as reported by Yoshino in 1975 when he discusses the ringi method that...
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...Evolution of Management The picture above shows how management evolved and changed with times. The style of management seen today is far different from the ones used in the previous century but it definitely has its roots dug in its predecessors. Classical Approach: Classical approach to management is dated back to the Industrial Revolution. The classical approach was an approach that places significance on management principals of unity of command, a balance between authority and responsibility, division of labor, and delegation to establish relationships between managers and subordinates. This approach constitutes the core of the discipline of management and the process of management. Systematic Management: Systematic management is an approach to management that promotes the breakdown of job duties. It enables both management and employees to see small sections of the bigger picture. It also allows for planning, forecasting, and budgeting being more efficient. This approach to management evolved throughout the late 1700's and early 1800's, but did not come to the forefront until the 1890's to 1900's. Adam Smith, Charles Babbage and Henry Towne were some of the few believers of this theory and insisted that division of labor was the best way to increase productivity. Scientific Management: Scientific management theory is a theory of management founded by Frederick...
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...Internal and External Factors Paper J.Simpson; Eileen Reyes; Kevin Fears; Ashley Brown; Brittany Team A University of Phoenix MGT/230- Steven Friloux November 23, 2015 Internal and External Factors Paper Introduction The four management functions are influenced by internal and external factors. In our learning team’s paper, we will discuss some of the factors that affect the functions of management in a global environment. From internal factors, such as leadership styles and company procedures, to external factors like political and economic risks, it is obvious that delicately managing employees, in order to affectively address those functions, is of utmost importance. Explain how internal and external factors affect the four functions of management (planning, organizing, leading, and controlling). Internal factors are factors that affect the workings inside the business like accounting functions, leadership style, management changes, and procedures on how the business operates. Internal factors are important to how you run a business. The basic universal language are the accounting principles. You must understand the function of this to know how to run the business. A company’s leadership style impacts organizational culture. Leaders have to be able to communicate effectively. Also, the strength of the employees is an important internal factor. Hard-working and talented workers produce better results for a business. Procedures deal with how you execute...
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...Director to prepare the Workforce 2020 Report for our company XOXO Communications, LLC. Over the next decade, technology and the shift in resources will provide power to the masses and change how companies conduct business. This paper will discuss the demographical, social and economical changes that will shape the course of business throughout the globe. Age and gender are two key demographical trends that will affect how employers manage their employees. Technology will play a large role in how employees and their employers communicate. Social networks and the shift in consumer power are two key social trends that will affect how employers advertise and provide the ultimate customer experience. Outsourcing and contracting employees are two key economical trends that will affect how employers conduct business. In an effort to reduce cost, maximize profit and employee efficiency, companies will alter how they conduct business both internally and globally. In this paper, I will discuss each trend in detail, and how important it will be for XOXO Communications to embrace these trends through the new decade. Demographic Trends The world is ever changing. As XOXO Communications, LLC enters the new decade, it will be vital for us to be aware of these changes and understand how they will affect the Company. Undoubtedly, age and gender will shape the future demographics of XOXO Communications and how we will function over the next decade. Generation Y & Z As technology...
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...Japanese Management Style 505 Fundamentals of Business Enterprise Japanese Management Style: Still Relevant Today? Cultural norms and business practices vary throughout the world. It would be foolish for an American businessman to travel to Africa or Asia and believe that the manner in which they conduct business in the States will translate effectively to interactions with their foreign counterparts. Peter Smith’s 1984 article titled, “The effectiveness of Japanese styles of management: A review and critique,” details the similarities and differences between the accepted management styles in America and Japan. The impetus behind the article concerned the growing number of American subsidiaries in Japan. Smith attempts to analyze the distinctive qualities of Japanese work organizations, whether there are consistent or universal themes across all Japanese organizations, and what tends to happen when the distinctive qualities in Japanese business come into contact with Western business practices. As a result, there are several interesting lessons provided within this article that managers from all corners of the world can learn from. Japanese work organizations are structured In terms of exhibit rigid hierarchical organizational structure. Nonetheless, while organizations in Japan are less functionally specialized, the Japanese stress the collective unit rather than individual responsibility, as reported by Yoshino in 1975 when he discusses the ringi method that...
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...are: Porto, Braga, and Coimbra. Portugal has a high frequency of tourism throughout the year. Such a culture leads to tourism. Tourists are mainly attracted to the popular beaches across the coasts, but are also drawn to the historic castles dispersed throughout the country. Portugal not only has historic castles, but also ruins of ancient villas and forts dating back to the times of Celtic and Roman occupation. The new age architecture...
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...Skills and Style Approaches to Leadership Introduction The skills approach emphasizes skills that can be learned, thus representing a shift away from the perspective that people are born into/with leadership. In addition to exploring the skills approach, this module will provide a discussion of the style approach which provides a focus upon the behavior manifest in effective leaders. The Skills Approach Katz's Three Basic Administrative Skills Katz (1955) suggests that three basic administrative needs must be present for managers to be effective: technical, human, and conceptual. This skills model of organizational leadership was based on the development of the bases of competencies and was part of a long-term research project entitled Making the Match between University Graduates and Corporate Employers (Evers & Rush, 1996). Using a survey-based analysis, four distinct bases of key competencies of a leader emerged: 1. Mobilizing Innovation and Change: the leader's ability to conceptualize, use creativity/innovation/change, take risks, and engage in visioning for the future. 2. Managing People and Tasks: involves coordinating, decision making, leadership/influence, managing conflict, and planning, leading, controlling, and organizing. 3. Communicating: the leader uses interpersonal, listening, oral, and written communication skills to communicate the organization's goals and the leader's vision. 4. Managing Self: the important keys to success are...
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...Brennan Whetstone MKT-452 – Prof. Johnson 2/6/2014 Case Study – TelePizza Recap: TelePizza is the brainchild of Leopoldo Fernandez, a sales whiz from Cuba. The first TelePizza store opened in 1988 and became a rapid success – by 1993 there were 121 stores throughout Spain. The TelePizza brand was successful for many reasons, one of which being the principles by which the company does business. In terms of management, they start with the hiring process – hiring the right people and hiring young, entrusting employees with high degrees of responsibility along with training opportunities and incentives to succeed. Additionally, their standard of high flexibility allows the company to respond to any new information or changing market conditions. In terms of human resources, TelePizza relied heavily on constant analysis of management and frequent movement among positions to keep talent within the organization and problems to a minimum. Regular visits from senior managers and store supervisors helped maintain contact with personnel where managers receive coaching and communication from upper management. This system allowed TelePizza to grow so rapidly without breaking down HR capabilities. Other workforce challenges TelePizza overcame included keeping employees in high-turnover positions. They did this through raising the responsibilities of delivery employees; delivery personnel would leave coupons in the mailboxes of their segment area and be rewarded based on sales...
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...Fiedler’s Revolution Ryan Kemrite Liberty University Abstract This research paper deals with Fiedler’s model of contingency in leadership, specifically looking at his model and some criticism of the model. While there are indeed criticism for the model and its application, Fiedler undoubtable has a spot in the history of business for his revolutionary concepts in management styles. This research paper examines countless reviews, positive and negative, and asserts that Fiedler has without a doubt earned a special place for his work. This paper shows how Fiedler’s work affected generations of business and leaves a foundation for others in the business research field to follow. Keywords Fielder, Contingency model, Leadership, Management, Revolutionary. Fiedler Business throughout the ages has always changed and evolved and will continue to do so. Business is a fickle mistress as it reacts to the changing markets in the world and locally. These rapid changing markets make it difficult for any said business, firm or company to try and make profit. The goal of the firm should always be to maximize profit for the shareholders and owners of the company. When the goal of maximizing profits is realized it is a celebration. But worldwide businesses fail in big numbers. In just the United States alone, a large percent fail and drop out every year. About half of all new establishments survive five years or more and about one-third survive 10 years...
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...------------------------------------------------- BMGT 500 – Principles of Management Management styles & Leadership practices at Coca-Cola. Report submitted to Prof. Chepkilot In partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) By Jesse G. Munyua GMB/NE/0645/05/14 Kabarak University Nakuru Town Campus Table of Contents 1.0 Introduction 2 2.0 History of the Company 2 3.0 Mission and Vision 3 4.0 Culture and values 5 5.0 Organizational Design 6 6.0 Organization Structure 8 7.0 Organizational goals 9 8.0 Leadership Style 10 8.1 Core Capabilities 11 9.0 Management Styles 12 9.1 Democratic 12 9.2 Autocratic 13 9.3 Laissez-faire management style 14 9.4 Consultative democratic 14 9.5 Team Work 15 9.6 Employee Engagement 16 10.0 Management Functions of Coca-Cola Company 16 10.1 Planning 16 10.1.1 Strategic Goals 17 10.1.2 Tactic Goals 17 10.1.3 Operational Goals 17 10.1.4 Decision Making 18 10.2 Organizing 18 10.2.1 Departmentalization 19 10.2.2 Work Specialization 20 10.2.3 Delegation and Accountability 20 10.2.4 Resource Allocation 20 10.2.5 Organizing the Human Resources 20 10.3 Leading 21 10.3.1 Motivation 21 10.3.2 Communication 22 10.3.3 Corporate Culture 22 10.4 Controlling 22 10.4.1 Sales Person’s Reporting System 22 10.4.2 Sales Person Evaluating System 23 Reference 24 1.0 Introduction The Coca-Cola Company...
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...Behavior February 26, 2012 Since the beginning of history humans have lived in groups guided by the group leader; in which leader is either chosen for his characteristics or born into through cast. No matter the culture this is similar through the human race. Humans need someone to guide them, teach them, someone to look up to. Without followers there is no leader. “That is, leader is a term applied by observers to someone whose behaviors and characteristics match the observers’ implicit leadership preferences” (Hellriegel, D., & Slocum, J. W., Jr. (2011). They are different type of leaders and leadership style depending on the situation and solution needed at that moment by the followers. In my opinion good leaders have shown to be flexible enough to switch between leadership styles depending on the demands of the situation. One of the worlds most intriguing, succesful and enduring entrepreneurial business leaders today is Richard Branson, someone who takes control of the situation by conveying a clear vision and goals for the team, a marked passion for the work and an ability to make the group feel recharged and energized. I consider Richard Branson to be a transformational leader, a leader with vision, confident, motivation, passion and determination. He is the founder of Virgin Group Ltd. “Born July 18, 1950, in Surrey, England, Sir Richard Charles Nicholas Branson struggled in school and dropped out at age 16, a decision that ultimately lead to the creation...
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...facility in China has created some challenges involving the scarcity of Chinese skilled employees. Whereas leadership attempts alternative solutions to synergize the company’s strategies to address the situation, Riordan recognizes that the integration of a diverse workforce has the potential to alter the company’s performance (University of Phoenix, 2009). Accordingly, in analyzing cultural synergy strategies to help mitigate undesirable outcomes takes extra consideration, yet it is a necessary task (Hodgetts, Luthans, Doh, 2005). When reviewing Johnson and Johnson, it is evident that the company struggled with managing diversity and cultural differences. However, Johnson and Johnson stepped up and developed a Credo to assist their management team with managing cultural differences as well as employees to understand the company’s views about culture. In fact, this is similar to the measures that Riordan wants to integrate into the strategic plans of its company. Riordan wants to ensure that...
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...beverage industry acquired Pizza Hut, initiating its entrance into the restaurant industry. At that point in time, Pizza Hut consisted of approximately 3,200 units (Tricon website 2001). By 1989, Pizza Hut had stores in fifty four countries and in the same year the company opened its first location in the state of São Paulo, Brazil. The parent company Pepsico grew later with the acquisition of Taco Bell and KFC, each brand expanding through the development of company-owned units and franchises throughout the world. In an effort to sharpen Pepsico’s focus, in 1997, it announced a plan to separate the company’s packaged goods and restaurant businesses. The new company was named Tricon Global Restaurants, and upon its formation became the world’s largest restaurant company in terms of units, and second in the world in terms of sales (Pepsico websitepress releases). The Tricon corporate philosophy promotes “A passion for putting a ‘YUM’ on people’s faces around the world… that special eating experience that makes you smile and creates lifelong customers” (Tricon website 2001). For all three of its restaurant chains Pizza Hut, Taco Bell, and KFC; Tricon focuses on franchisee support programs and training for their customer-focused operating system. Pizza Hut entered Brazil in 1989 through engineer Edmar de Souza, who opened a second location shortly thereafter. In 1990, businessman and owner of Fábrica de Produtos Alimenticios Vigor, Ricardo Mansur, bought the...
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...modern technological world depend on effective communication to ensure the success of their business. Because of this, communication has become a vital key in the deciding factor of whether the business succeeds or fails. It is often referred to as the nervous system of an organization, in that it relays information throughout the company to keep tasks running smoothly. Not only does effective communication increase the bottom-line, it also ensures teams are triumphant, which is an essential part of a successful business. Companies, such as Walgreens, rely on this communication, formal and informal, running both vertical and horizontal in order to complete their tasks and reach their goals, with the aid of their managers and leaders by forming proper communication structures within the company and using their company’s culture to its advantage. COMMUNICATION STRUCTURE At Walgreens Corporation, communication is a top priority between the executives and store managers to ensure that everyone in the company is on the same page. The executives facilitate strategic conversations between lower management and their board of directors regarding the company’s vision and strategic goals. The company uses formal communication methods in a downwards, upwards, and horizontal direction to guarantee messages are given and received accurately. Executives use the downward method to allocate goals and tasks procedures, along with praise and motivation. This communication style is utilized by relaying...
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...Branson’s leadership style and its effectiveness in the U.S. today Sir Richard Branson, founder of the Virgin Group Ltd., is a London based businessperson who turned the conventional business wisdom to a diverse business with a unique style. Today, the Virgin Group is one of world’s most recognizable brands in different lines of businesses such as retail stores, air travel, financial services, books and music, and telecommunications. The Virgin Group is a multibillion-dollar company with approximately 50,000 employees and more than $20 billion in annual sales (Hellriegel & Slocum, 2011). According to Hellriegel and Slocum (2011), Transformational leadership involves influencing the followers through the leader’s behaviors and abilities. Transformational leaders create vision for the organization and embrace the change to achieve the goal by following set of rules with the strong beliefs, anticipating the future barriers, and empowering the followers to be leaders by inspiring through motivation, and intellectual stimulation. Transformational leaders are risk-takers. They are quite challenging and compassionate at the same time with high integrity. Sir Richard Branson’s dominant leadership style is transformational in many aspects. Branson communicates in open, candidly and clearly about the setbacks in his business career. Three of the setbacks he openly discussed with many are the launch of MP3 player, which was a total disaster, holding Virgin MegaStore retail...
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