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Management Functions and how they improved Abraham’s Grocery

Discuss About The Productivity In Public Nonprofit Organizations.

Based on the case study on Abraham's grocery, the report aims to discuss how the managerial functions contributed to the success of the enterprise and the suitable management approach for the business. Also, ways in which efficiency and effectiveness in managing the stores would be improved are also explained.  In short, the report addresses the managerial systems at Abraham's grocery and ways to improve it. The plan taken by the report is on discussing the said aspects, conclusion and recommendation.

A manager is a person who controls and guides other people, to act in certain ways.  They are at times called coaches, team leaders or coordinators in making their roles more specific. Notably, there are four main functions of the managers in an organization that is planning to organize, leading and controlling. Where these roles are executed in the right manner, the set objectives of the business are achieved, employees satisfied and development ensured. Regarding Abraham's grocery, the roles were well played, mostly by Abraham and Doris where the business developed and more than 200 stores were opened.  To start with is the planning role which is considered as the first stage in ensuring the success of a business (Van et al., 2016).  In this case, the managers decide on measures to put in place, to accomplish goals. The goals could be set based on a department or as the entire business.   Abraham and Doris planned based on customer satisfaction with the slogan ‘serve the customer.' Therefore, their operations were based on serving the buyers, which attracted more customers and thus leading to expansion. They also planned that they would provide good meat and produce to the buyers as their line of goods.

The other management function is organizing, which requires that the required resources are put in place and are strategized to contribute to the achievement of objectives (Chang 2016). The role is executed after planning, where the managers structure the resources regarding human and material aspects. It is at this stage that the leader finds out the number of people needed in meeting the aims of the enterprise and the source of the resources required. Abraham and Doris organized the enterprise into four regions, where each had fifty stores and was led by one manager, meaning that there were four leaders. More so, in every region, four districts had about 13 stores each. Notably, there were three departments, which were meat, grocery and produce departments, each with the manager.

Suitable Management Approach for Abraham’s Grocery

Leading is the other management function that led to the improvement of Abraham's grocery enterprise.  Leading refers to a communication made to the involved stakeholders, for example, the workers, in the attempt to make them work towards the said goals (Ingram et al., 2015).   The manager should not only direct the workers to follow certain directives but should also describe the reasons for the actions.  Leading comprises of answering questions, addressing the issues experienced and showing the attitude of a positive outcome. In Abraham's grocery, there developed a challenge, where managers did not know how to relate to each other in the process of leading. For example, the meat and produce managers did not let the grocery manager direct necessary moves in the business. As a result, there was dissatisfaction in the stores which made the grocery leader quit the job.  Since this management role was not executed in the right manner, conflicts were experienced, which forced Doris and Abraham seek assistance.  

The last management role is controlling, which refers to measuring of performance, where the achieved is compared to the objectives listed. Assessing the performance is necessary as the management knows the status of the business, where appreciation is given if the objectives are met, and necessary changes incorporated where the objectives are yet to be attained( Kerzner 2017).  It is the controlling role that made Doris and Abraham realize that the company was far away from achieving its goal, of serving the buyers.  While assessing, they noted that there were conflicts between managers in the three departments, which affected the workers and the buyers as well. As a result, consultation was conducted that determined changes in the way the leadership in the stores was organized. With the changes, it was hoped that the issue would change and the business effectively work to achieve its goals.  

Based on the current condition of Abraham's grocery, the most suitable management approach is the contingency method, which insists that the company should adapt to the changing situations (Otley 2016).  In this approach, the hierarchy is not fixed, as the situation matters (Roh et al., 2016).  It is appropriate for Abraham's enterprise due to several reasons. One is that the market keeps changing where more aspects of the business are introduced indicating that being contingent is helpful.  For example,   the store manager found out that Coke products had to be introduced into the company, which was a change. If the contingent approach were in use, the other managers would have accepted the display of those goods which could have avoided the conflicts that were evident. The other reason is with the approach, the necessary changes encouraged by the consultant would be implemented into the business, which benefits the enterprise significantly. According to the consultant, the store manager should be given the authority to control the other departments and make changes where necessary.  Where this is ensured, it would be easy for the other managers to adapt, because it is clear that the organizational structure could be changed, to suit the current condition in the enterprise (Menz & Scheef 2014).   Also, the managers would effectively communicate to the store manager without feeling that the person was favored in serving in that position. This is to say that using the contingent approach would solve the current problem in the business, where some managers do not readily accept changes.

Ways to Improve Efficiency and Effectiveness in Managing Abraham’s Grocery

One of the ways to improve efficiency and effectiveness in Abraham’s grocery enterprise is by improving communication by the use of technology (Scott & Davis 2015).   By the use of digital tools for example computers and smartphones, it would be easy passing information from one point to the other (Berman 2014). This would favor the business, as it is made of different departments that must work together for success to be attained.  Considering that, communication should be fast and right to reduce issues of delay and information distortion. Where communication is smooth, issues that may come up are solved fast.  The other way to improve the enterprise’s management is focusing on education and growth (Brunsson & Olsen 2018).   Letting the managers, as well as employees, know the manner in which they are expected to execute their roles is necessary for ensuring the success of the organization. For example, the store manager should know the role to be played in that position and strictly execute it. Education is not only for letting people know what is expected from them but also why they are to do so.  It is in that way that growth is ensured, as the people know the direction to take. For example, the aim of Abraham's grocery could be to expand and thus get a competitive benefit in the market. By educating the workers on the aim, it would be easy achieving the objective as they work having in mind that the business aims to expand.  Also, having in mind that the welfare of the buyers should be prioritized is the other way to improve effectiveness and efficiency in the business (Bolman & Deal 2017).  This is because; the management and the employees would ensure that the buyers do not feel the impact of the issues experienced by the company. For example, where the managers disagree, they would avoid being rude to the customers, as a way to express anger.  

Conclusion

In conclusion, basing the paper on management systems at Abraham’s enterprise, it is clear that the organization should restructure to ensure that all managerial roles are executed. From the said four management roles, the leading and controlling aspects are not ensured in the business, which needs changes. To meet this, contingency approach should be used, where the business operates based on the conditions. With that, managers will not find it hard adapting, like in the current situation. There are also ways in which the company would improve its efficiency and effectiveness, which has been altered by the conflicts between managers. The ways discussed are improving communication by the use of technological tools, frequent education to ensure growth and making the managers, as well as workers, put the welfare of the customers first.

One of the recommendations to the company is on culture development, where the management and employees behave in specific and similar ways.  Where the organizational culture is evident, people interact better, and issues evident and solved without much struggle. The other recommendation is that the company pays more attention to providing quality goods and services to the buyers. The changes to be done in the management structure should be aiming at offering quality goods and services as that would attract and retain more customers to the enterprise.

References

Berman, D. (2014). Productivity in public and nonprofit organizations. Routledge.

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.

Brunsson, N., & Olsen, J. P. (2018). The Reforming organization: making sense of organizational change. Routledge.

Chang, J. F. (2016). Business process management systems: strategy and implementation. CRC Press.

Ingram, T. N., LaForge, R. W., Williams, M. R., & Schwepker Jr, C. H. (2015). Sales management: Analysis and decision making. Routledge.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Menz, M., & Scheef, C. (2014). Chief strategy officers: Contingency analysis of their presence in top management teams. Strategic Management Journal, 35(3), 461-471.

Otley, D. (2016). The contingency theory of management accounting and control: 1980–2014. Management accounting research, 31, 45-62.

Roh, J., Krause, R., & Swink, M. (2016). The appointment of chief supply chain officers to top management teams: a contingency model of firm-level antecedents and consequences. Journal of Operations Management, 44, 48-61.

Samson, D. & Daft, R. L. (2015). Management (5th Asia Pacific Ed.). South Melbourne, VIC: Cengage Learning Australia. Page 428.

Scott, W. R., & Davis, G. F. (2015). Organizations and Organizing: Rational, natural and open systems perspectives. Routledge.

Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.

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[Accessed 23 February 2024].

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