Purpose Of Goldenstate Manufacturers Business Essay

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1.1 Explain the purpose of Goldenstate Manufacturers and comment on how it might differ from other types of organization.

㈠The purpose of Goldenstate Manufacturers gives itself the reason for its existence. The purpose is reflected by its mission and vision, which includes:

â‘ Making money. This is the main purpose of any profit-organization.

â‘¡Providing good and qualified production for its customers. Only when this purpose is achieved, Goldenstate can seek further development. In the case, this is also the problem Goldenstate is facing. Its production has dropped, and customer complaints have increased. As a result, the CEO,Maek has been assigned a goal of "optimizing the production and improving the quality of the finished garments". It is obvious that this is an important part of its mission.

â‘¢Motivating employees to achieve the goal. Only when the staff are motivated effectively, the organization can achieve its goal. In this case, the operation department is facing this problem. The manager needs to motivate the staff to remain with the organization and make their effort to achieve the goal.

â‘£Implementing its social responsibilities. For example, Goldenstate provides jobs to its employees, it should provide a safe and healthy work environment for its staff; it will contribute to economic development by paying tax.

㈡ Goldenstate is a textile-manufacturing-company. Its main task is to manufacture good and qualified production. As a result, it puts its focus on operation department and quality control department. Through providing good and qualified production, it can exit for over 30 years and be the top five in the country. In addition, its current goal is to optimize the production and improve the quality of the finished garments. These are the differences between Goldenstate and other types of organization.

1.2 Draw a detailed organization chart for Goldenstate Manufacturers showing the various roles and functions in place.

CEO

Operation

Human Resources

Sales and marketing

ICT

R&D

Quality control

Accounting and finance

Each headed by General Managers

Each headed by General Managers

Purchasing

stitching

cutting

finishing

dyeing

knitting

Middle line Managers

Each headed by deputy general managers

First line Managers

Middle line Managers

Supervisors

First line Managers

Team leaders

Supervisors

Technical land non-technical workers

Team leaders

Technical land non-technical workers

1.3 Explain how effective you feel the organization is and list the main skills and competencies needed for it to be competitive.

In my opinion, Goldenstate is not very effective currently, because it is facing lots of organization and management problems. First, its production has dropped by 20% over the past 18 months and customer complaints have increased with regards to the quality of the finished goods. Secondly, the operation department is disorganized and facing lots of problems, such as lack of communication, high worker's turn-over in knitting section, overstaff in dyeing and cutting section. Thirdly, it is facing leadership problems, such as some managers are too autocratic, which cause lack of communication at all levels and lack of effective motivation for the staff.

As a result, if Goldenstate wants to be competitive in the future, it will need the following skills and competencies:

®Leadership skills; It is very important for Goldenstate to develop good leadership skills, such as understanding the staff's needs, effective communicating at all levels, planning, and controlling the section performance.

®Motivation skills; it is very important for Goldenstate to improve its motivation skills, in order to encourage the staff to remain with the company and make effort to achieve the company's goal.

®Delegate and control skills; It is important for Goldenstate to improve its delegate and control skills, in order to delegate the tasks effectively, and take a good control of people and also its performance.

2.1 Explain the leadership styles of Adam, the Knitting Manager, and James, the Dyeing Manager, and comment on how appropriate you feel these are in the current situation.

Adam, the Knitting Manager's leadership style is authoritarian. Adam believes in the philosophy of "My way or no way", which means Adam is autocratic, he will tell the employees what to do and how to do the job without asking and advice. This style is not very appropriate in the current situation, because this style is too autocratic and not very motivated, over a long period, it might cause the employee's disappointment and dissatisfaction. In the case, the Knitting section has high worker's turnover and high work pressure, thus this style is not good for remaining the staff with the company.

James, the Dyeing Manager's leadership style is delegative. In the case, James gives the workers freedom to do the job, and does not interrupt them. In addition, he won't upset the staff and/or turn them against him. This style is not very appropriate in the current situation, because James give too much freedom to the workers and doesn't take much notice if the workers don't do the job, this would cause the delay of the job. In addition, James doesn't like to upset the staff which also causes overstaff in this section.

2.2 Use any motivation theory, or theories, to advise Adam, the Knitting Manager, how he might motivate his staff so they will remain with the company. Make sure you explain what he must do and how he might do it.

According to Maslow's hierarchy of needs, Adam can motivate his staff by meeting their physiological needs through providing a work environment with good and enough facilities.

According to Maslow's hierarchy of needs, Adam can motivate his staff by meeting their safety needs, such as security of employment and security of health, through diminishing work pressure. For example, Adam could delegate the workload more fairly and effectively so the staff could get proper workload and responsibility, and provide training for the staff so the staff could accomplish the job more efficiently.

According to Maslow's hierarchy of needs, Adam can motivate his staff by meeting their love and belongingness needs such as relationship with his staff and the staff's belongingness through changing his leadership style and improving his leadership skills. For example, Adam is too autocratic, so he could be more democratic to include the staff in de decision making process to improve the employee's belongingness. In addition, Adam could improve the relationship with his staff through improving his communicating skills, such as talking to the staff about their needs and showing his understanding, getting advice from the staff and giving feedback to the staff.

According to Maslow's hierarchy of needs, Adam can motivate his staff by meeting their esteem needs through respecting his staff and giving recognition to his staff. For example, Adam should respect his staff's needs and advice, show his understanding and give his feedback to his staff. In addition, Adam should give recognition and praise to his staff's achievement.

2.3 Mark the CEO has told Ron, the Finishing Manager that he should delegate more. Explain to Ron the steps he must take to delegate effectively making sure you clearly explain what he has to do at each step and how he might be able to do it.

First, Ron has to do a self-evaluation or he could ask Mark to do this. Doing this allows Ron to know his own skills and competencies. Then he would know if he is competent for the position. If he can do the job properly, that's fine. If not, he needs to tell Mark about his idea, then Mark might choose another person to do the job, or provide training for Ron, then Ron could do the job. In the case, Ron is too autocratic; he needs to be more democratic. He might need training to do the delegation properly. This step is to make sure the right person has been chosen to do the delegation.

Secondly, Ron has to know his staff's skills and competencies very well. He can identify the staff's competencies and skills through evaluating their work performance. Then Ron could choose the right person for the specific job.

Thirdly, Ron has to be clear about his responsibilities and accountabilities, then he can plan to delegate the responsibilities and accountabilities. During planning, Ron has to consider all the factors could influence the delegation, and try to make sure the delegation is fair and effective.

Fourthly, Ron could start authorizing the power and delegating the responsibilities. During this step, Ron has to give his staff clear and detailed explanation about the tasks, and give teaching and training if necessary.

Finally, Ron has to take a good control of the process. After delegation, Ron has to do check and evaluation to make sure every job is done properly. If anything goes wrong, Ron has to take action to control and correct the problem.

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