Task 1- Introduction

You are a journalist for a leading news service. The news organisations newly appointed line manager wants to hire a business editor and you have decided to apply for the position as it will be a promotion.
As part of your application, you have been asked to undertake a series of tasks.

Task 1 – (This will form your introduction)

You are required to select an organisation of your choice. (The only requirement is this organisation has to have a website).  

a) Introduce your organisation and provide a short description of what it is.

b) The principles of management e.g., (remuneration, authority, order, discipline, division of work etc.) continually pose challenges for managers. Describe any two of the principles of management?

Task 2 – (You are now expected to build a profile of your organisation)

Your editor enjoyed your opening to (task 1) and thinks your organisation could make an interesting article. He wants you to explain the organisation in more detail.
    
a) Describe the organisations (size, structure and key operations).

b) Outline the organisations key strategic objectives (i.e. goals & targets) and explain how they plan to use the 4 functions of management (planning, organising, leading and controlling) to achieve them.

Task 3 – (This question evaluates the importance of culture)

You have been debating with your line-manager about the importance of culture to an organisation. He argued that,

“Management culture is of no importance and has no influence on the success of the organisation!”

You disagree! Using the organisation you selected for task 1 write a reply to your line manager. Focus your reply on two key questions:

a) Describe the importance of management culture to an organisation.

b) How does culture impact the success of your chosen organisation?    

Task 4 – (Business planning & operations)

Your editor is impressed with your work. He wants you to write a short paragraph on the importance of planning and operations to an organisation. Using the organisation you chose in (task 1), write a paragraph answering the following questions:

a) Identify the key reasons why line-managers engage in the process of planning.

b) Describe the steps taken in analysing the external environment of an organisation.

Task 5 – (Communication)

Oh no! There has been a huge argument and your editor is no longer speaking to a senior member of staff from a different department. They are expected to have a close working relationship but effective lines of communication have broken down. As he is your senior, you do not feel you can raise the importance of this to him. You feel it would make a good article so you decide to write a brief note on the importance of effective communication between managers with different responsibilities. Your article must discuss the two following questions:

a) Explain the consequences of a breakdown in communication to an organisation.

b) Identify any two techniques/technologies (e.g. corporate instant messaging systems, intranet, team briefings) and explain how they could be used to prevent and overcome breakdowns in communication.

Task 6 – (This will form your conclusion)

This application process has been competitive. Your manager gives you the good news; you have made the final 2. He has asked you both to:

a) Explain 3 of the key learnings from the tasks undertaken.

Task 2- Organisational Profile and Principles of Management

Westbridge Furniture Designs Limited established in 2004 is one of the most successful, quality focused and vibrant upholstery design and manufacturing company that supply furniture to UK’s biggest and best high street retailers such as Next Home, Marks & Spencer, John Lewis Partnership and other 200 independent retailers(Westbridge Furniture Designs, 2016). With its 400,000 sqft manufacturing capacity and largest upholstery design and development resource in UK, Westbridge Furniture Designs Limited is recognised as the one of the best furniture manufacturing companies.

Remuneration is the compensation or payment an individual or group receives in exchange of their services or employment(Miller, 2007). It is also referred as the reward for employment paid in the form of salary, pay, benefits, incentives, bonuses and non-cash incentives (Lawler & Boudreau, 2009). Remuneration pays a very vital role in employee motivation and engagement as it directly affects employee job satisfaction.

Division of work also referred to as the division of labour is the process of dividing a task, job, contract or assignment into smaller tasks such that they can effectively be allocated among the available human resources (Härtel & Fujimoto, 2014). It plays a vital role in effective diversity and workforce management.

Westbridge Furniture Designs Limited is recognised as one of the largest scale British upholstery companies with 900 committed employees and a 400,000 sqft manufacturing capacity(Westbridge Furniture Designs, 2016). The company manufactures and services all their products in UK and ethically source their raw materials from vendors across the globe. The company has a functional organisational structure wherein employees are divided into smaller functional groups based on their specialisation and interests such as IT, marketing, finance etc (Westbridge Furniture Designs, 2016). The primary operations within the organisation include design and development, manufacturing, supply chain management, procurement, human resource management, sales and marketing, accounts and finance, and research and development.

Westbridge Furniture Designs Limited aims at supplying the retailers with top quality and widest possible options in range of upholstered products and sofas in the shorted possible lead time so that they can satisfy the needs of most demanding and discerning of customers (British Furniture Manufacturers, 2011). The company effectively uses the four functions of management namely planning, organising, leading and controlling to achieve its goals (Bamford & Forrester, 2010). During the planning phase the company formulates a future action plan, devises its strategies, establishes objectives and formulates a vision statement. They ensure that available human and non-human resources are effectively utilised to accomplish goals. During the organising phase the company allocates its resources, sources reliable vendors, establishes contract with vendors, orders the raw materials, prepares its manufacturing facilities for production, and keeps logistics ready for distribution of finished products (Kamauff, 2009). The third function of management, leading ensures that company employees are motivated and engaged enough to deliver high level of commitment and contribution towards organisational goals. The fourth function of management, controlling help the company in monitoring its overall performance and productivity and control the quality of its final products.
Management culture within an organisation is defined as a system of shared values, beliefs and assumptions which govern the individuals behave(Alvesson, 2012). Culture of an organisation determines the way in which individuals related to each other, to their jobs and to their external environment. Management culture directly influence the way employee within an organisation behave, dress, communicate, act and perform their jobs (Kratschmer, 2013). Management culture greatly contributes toward the development of unique social and psychological environment within the organisation. It is unique for every organisation and shows high resistance to change (Kratschmer, 2013). Management culture plays a vital role in determining employee level of motivation and commitment towards organisational goals which in turn determine the overall performance and productivity of the organisation as a whole. Role culture, task culture, people culture and entrepreneurial culture are the four main types of organisational culture.

Task 3- Culture

Westbridge Furniture Designs Limited has developed entrepreneurial organisation culture which enable the company motivate innovative behaviour among its employees which is the key to its success(Westbridge Furniture Designs, 2016). The company encourage its employees to actively participate in decision making process and openly share their ideas. Entrepreneurial culture empowers employees and makes them accountable for the work performed by them thus enhancing overall company performance. Innovation in design and development technologies helps the company manufacture furniture that is recognised for their unique design and high quality (Härtel & Fujimoto, 2014). Westbridge Furniture Designs Limited encourages two way communications wherein employees can communicate directly with top management about their ideas and concerns. The company has adopted profit sharing policy wherein every employee receives a pre-defined share of profit creating a sense of ownership among them (British Furniture Manufacturers, 2011). Management culture at Westbridge Furniture Designs Limited plays a vital role in enhancing employee motivation and engagement which in turn increase their commitment and contribution towards organisational goals and objectives. Westbridge Furniture Designs Limited ensures that the company remains highly commitment to ethical sourcing and selling and every employee irrespective of their position perform their tasks with honesty, integrity and respect for diversity.

Planning is one of the four key management functions performed within an organisation(Alvesson, 2012). Planning process helps determining the goals and objectives of a team or the organisation. It is the process of determining in advance what tasks are to be performed, by whom, when, how and at what cost. Line managers within an organisation are primarily responsible for managing overall performance and productivity of individual employees or teams. They report to top management about the well-being and performance of the employees or teams they are managing (Kamauff, 2009). Line managers know the skills and capabilities of their people better and also are well aware of the needs that motivate them. They are aware of the process or tasks being performed by the team and its productivity levels. Engaging line managers in the process of planning ensures that the determined goals and objectives will be realistic and achievable. Line managers will help identifying factors that can motivate the employees and enhance their commitment and contribution towards organisational goals and objectives (Härtel & Fujimoto, 2014). Line managers will be able to provide a better resource forecasting and allocation data facilitating the planning process.

External environment of an organisation comprise of those factors outside the organisation that affects its overall functioning and ability to perform(Armstrong, 2006). Government, customers, public opinion, economy and competition are the five key external factors that affect an organisation’s overall functionality. Strategic management tools such as PESTLE analysis and Porter’s five forces analysis help organisations in analysing their external environment (Hill & Jones, 2012). PESTLE analysis involves analysing the political, economical, socio-cultural, technological, legal and ecological factors within which the company operates. Poster’s five forces analysis is carried out to understand the competitive landscape of an organisation by determining the threat it faces from new entrants, buyers, suppliers, competitors and substitutes present in its target market.
Effective communication is considered as the driving force behind the success of the organisation and plays a vital role in employee motivation and engagement(Härtel & Fujimoto, 2014). It helps strengthening the interpersonal relationship between employers and employees. Two way communication within organisations alway help developing a relationship of trust within employers and employees which in turn leads to enhanced overall performance and productivity. However communication breakdown between managers and their employees is being considered as one of the most common management problems and have serious consequences. Communication breakdown leads to increased conflicts, unhealthy competition, negative organisational culture, politics, and de-motivation (Härtel & Fujimoto, 2014). Employees in this case experience job dissatisfaction and work related stress which leads to reduced performance and productivity. Communication breakdown if not managed properly result in serious threat to organisational goals and objectives.

Task 4- Business Planning and Operations

Intranet, corporate instant messaging systems and team briefings are some of the most commonly used techniques and technologies that help organisations prevent and overcome communication breakdowns(Armstrong, 2006). Intranet is a private network used by organisations which is accessible only to their employees (Härtel & Fujimoto, 2014). Intranet allows employees to stay in contact with each other anytime anywhere. It gives employees and an opportunity to share their knowledge and experience with other employees on a real time basis. It helps organisations in effective employee engagement and conveying important information with easy. Team briefings are techniques that facilitate communication up and down the management structure within an organisation (Lawler & Boudreau, 2009). Managers can effectively communicate important information, provide feedback and discuss concerns with their teams ensuring clarity of direction and information from the upper management.

Task 6-Conclusion

Organisational culture and effective communication greatly contribute towards the success of the organisation and play a very vital role in enhancing employee motivation and engagement which in turn leads to enhanced organisational effectiveness and efficiency. Planning, organising, leading and controlling are the four key management functions which must be carried out in an effective manner to ensure available resources are aligned in a proper manner to achieved desired organisational goals. Line managers must be engaged in the planning process as they are well aware of the skills, capabilities and motives of their employees and thus can help ensuring organisational goals and targets are realistic and achievable.

References

Alvesson, M., (2012) Understanding Organizational Culture. London: SAGE.

Armstrong, M., (2006) A Handbook of Human Resource Management Practice. London: Kogan Page Publishers.

Bamford, D. & Forrester, P., (2010) Essential Guide to Operations Management. New Jersey: John Wiley & Sons.

British Furniture Manufacturers, (2011) Westbridge Furniture Designs Limited. [Online]
Available at: https://www.bfm.org.uk/consumers/directory/item/westbridge-furniture.html
[Accessed 2016].

Härtel, C. E. & Fujimoto, Y., (2014) Human Resource Management. Sydney: Pearson Australia.

Hill, C. W. L. & Jones, G. R., (2012) Strategic Management: An Integrated Approach. New York: Cengage Learning.

Kamauff, J., (2009) Manager’s Guide to Operations Management. Chicago: McGraw Hill Professional.

Kratschmer, P., (2013) Organisational Culture Is Highly Resistant to Change – Discuss. Norderstedt: GRIN Verlag.

Lawler, E. & Boudreau, J. W., (2009) Achieving Excellence in Human Resources Management. Stanford University Press ed. Stanford: s.n.

Miller, A. P., (2007) How to Manage Human Resource in Organizations. Maitland: Xulon Press.

Westbridge Furniture Designs, (2016) Westbridge Furniture Designs. [Online]
Available at: https://www.westbridgefurniture.com/#
[Accessed 2016]

Alvesson, M., (2012) Understanding Organizational Culture. London: SAGE.

Armstrong, M., (2006) A Handbook of Human Resource Management Practice. London: Kogan Page Publishers.

Bamford, D. & Forrester, P., (2010) Essential Guide to Operations Management. New Jersey: John Wiley & Sons.

British Furniture Manufacturers, (2011) Westbridge Furniture Designs Limited. [Online]
Available at: https://www.bfm.org.uk/consumers/directory/item/westbridge-furniture.html
[Accessed 2016].

Härtel, C. E. & Fujimoto, Y., (2014) Human Resource Management. Sydney: Pearson Australia.

Hill, C. W. L. & Jones, G. R., (2012) Strategic Management: An Integrated Approach. New York: Cengage Learning.

Kamauff, J., (2009) Manager’s Guide to Operations Management. Chicago: McGraw Hill Professional.

Kratschmer, P., (2013) Organisational Culture Is Highly Resistant to Change – Discuss. Norderstedt: GRIN Verlag.

Lawler, E. & Boudreau, J. W., (2009) Achieving Excellence in Human Resources Management. Stanford University Press ed. Stanford: s.n.

Miller, A. P., (2007) How to Manage Human Resource in Organizations. Maitland: Xulon Press.

Westbridge Furniture Designs, (2016) Westbridge Furniture Designs. [Online]
Available at: https://www.westbridgefurniture.com/#
[Accessed 2016].