Essays on Application of Management Functions at Sevidoc Company Limited Case Study

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The paper "Application of Management Functions at Sevidoc Company Limited" is a great example of a management case study.   The five management functions have been accepted as the summary of what is generally accepted from the manager of any organization. Their application date back to the time Fredrick Taylor and his system of scientific management. Since then the functions have gained acceptance and application in both formal and informal ways of work (Haiman, 2000). It is almost impossible to ignore their application and thus the thesis – the management practices are the guide to successful management. This paper tries to analyze how each of these functions is applied at Sevidoc Company Limited.

This is a medium-sized private company that manufactures toothpaste and toothbrush. The Planning function Planning entails deciding ahead of time what is the best direction an organization should take and the methods to be applied in getting there. It involves setting the goals and objectives that an entity wishes to achieve and devising means of reaching them (Taylor, 2001). The challenging part in planning is probably, knowing how to deal with the unforeseen future occurrences sometimes called states of nature that might have an effect on the anticipated operations.

The managers, therefore, have to make a forecast of what is likely to occur in the environment and tamper with the implementation of their plans (Adler, 1991). This enables them to decide ahead of time on ways and means of mitigating the effects of such calamities. At the planning stage also, the members of the think tank must keep their views open to new future opportunities that might arise and prove more profitable than the initial plan.

This usually calls for creating a plan that is flexible or rather one that has room for prudent changes (Taylor, 2001). At Sevidoc, the top management that comprises of the managing director and the Heads of Departments initiate the new strategic plan that they wish the company to adopt. The plan is included in the agenda items of their monthly meetings. The product manager, who is mainly the think tank, identifies opportunities and devises means of capitalizing on them. Once it has gained approval by way of debating and voting, the management board allocates funds for any further research on the area.

Such research was conducted in the year 2009 when the company was expanding from the production of toothpaste to include the production of the toothbrush. The study by then had shown that more than eighty percent customers who used the company’ s toothpaste would be willing to use its toothbrush as well should it be availed in the market. If the research shows that the plan is viable, as it was the case in 2009, the product manager prepares circulars for perusal by employees at all levels.

The employees then air out their views and the same is documented. A committee is then set to formulate the plan in light of all the information that is available. The committee comprises of representatives from all departments and is chaired by the product manager. The committee then prepares a comprehensive report to the management board for approval. If it passes e date is set for launching the plan. The major aim of having this day is to communicate the details of the plan to all the employees and create awareness to customers.

It is, therefore, an open forum for all stakeholders and outsiders.

References

Adler, N. J. (2003). International Dimensions of Organizational Behavior: Belmont,

California: PWS-Kent Publishing Company.

Emmanuel, C., Otley, D. & Merchant, K. (2000). Accounting for Management Control.

London: Chapman and Hall

Edwards, P. & Wright, M. (2001). High-involvement work systems and performance

outcomes: the strength of variable, contingent and context-bound relationships. International Journal of Human Resource Management, Vol. 12(4); 568-585

Haiman T. (2000). Managing the Modern Organization: Houghton: Mifflin Harcourt

Hofstede, G. (1998). The Cultural Relativity of Organizational Practices and Theories.

Journal of International Business Studies, Vol. 3(2); 78-101

Taylor F.W. (2001). The principles of scientific management. New York:Harper & Brothers

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