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Each team will make conduct a 8-10 minute review of the significant findings of your research efforts: preferably using PowerPoint presentation. Teams are encouraged to select their three most interesting findings from this project. All team members must participate. The presentations will take place in the recitation sections. Each presentation should cover the following:

  • Overview of the company and manager interviewed
  • Highlight the challenge or issue that the manager is facing
  • Identify how the four function of management are utilized in the organization
  • Provide any recommendations of any changes for the manager

Please email the recitation instructor with your presentation the night before your team presents.


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Running head: MANAGERIAL ANALYSIS Managerial Analysis Name Institution MANAGERIAL ANALYSIS 2 Introduction An interview was conducted to Ellen Dwyer who is the current Director of Business Development & Sales Federal Programs of Flour Corporation. The aim of this interview was to understand her job in the business organization. The major role of Dwyer in the organization is the responsibility to ensure developing and winning business programs in the Federal marketplace. Fluor Corporation is an international engineering and construction company that has its headquarters in Irving, Texas. Some of the services that the corporation provides include the supply of gas and oil, power, infrastructure, and industrial services. The company considered the largest construction and engineering company according to the Fortune 500 rankings. It was founded by John Simon Flour in 1912 and quickly expanded through building facilities such as pipelines and oil refineries for the gas and oil companies in California before expanding globally to the Middle East in the 1960s. The corporation extensively diversified its business in 1967 when other companies amalgamated to form a division called Coral Drilling that opened up for the expansion of the company. Some of the notable projects done by the organization are the construction and grading of roads, building industrial complexes in the 1920s and serving gas and oil to California. The company built a rail line in Arizona and Europe and also constructed the Aladdin Hotel in Las Vegas. The organization’s Board of Directors entails the CEO and twelve “independent directors” as well as other business directors. The company is also considered a major corporate citizen which supports local groups as well as charity organizations both in the US and across the globe. This success across America and the world resulted to the organization being presented a $3.14 billion contract to construct a bridge over Hudson River. It is through hard work and commitment of the employers and employees including Director of Business Development & MANAGERIAL ANALYSIS 3 Sales Federal Programs, Ellen Dwyer, which led to the organization's great success. However, there exist certain challenges that the manager face and has to be properly addressed to avoid inconveniences. Issue According to the interview, Director of Business Development & Sales Federal Programs of Flour Corporation stated that the major challenge that she faces as the director is expanding the company’s sales team, measuring the outcome and implementation of a sales process. This is a challenge to the company since the fast growth of the organization requires the inclusion of contemporary products and spreading out to other vertical markets. As the company introduces new products to its customers, Dwyer is likely required to refine the company’s sales funnel practice in order to account for the diverse sales cycles. If this is not done, it becomes impossible to forecast the company’s financial future. Measuring cost sales and other vital metrics such as churn, customer satisfaction, sales cycle, conversion rate, customer acquisition rate and other metrics could also pose a great challenge to the director. “It is mainly during the rapid growth period of an organization where any given product returns of the company turn to real business,” said Ellen Dwyer during the interview. The manager can, however, utilize the four business functions to solve the issue. Planning Methodologies Proper planning is a vital business responsibility that plays a big role in eradicating several business problems both in small organizations and multinational companies such as Flour. The primary reason for this oversight in many organizations is always the result of lack of proper planning techniques of the management. This challenge can be addressed by utilizing MANAGERIAL ANALYSIS 4 proper planning methodologies and understanding the business’s components and goals to come up with effective plans using the best planning techniques. Strategic planning is a business methodology that involves the company’s management or the owners coming up with effective strategic plans. The plans should be conceptual rather than based on historical data. The organization should come up with strategic plans such as clearly defining the goals of the organization; in this case, the management should clearly identify its goal which is to expand the company’s sales team. Identifying the options available to attain the company’s objective as well as taking into consideration new short-term opportunities will enable the company to address the challenges (Bryson, 2008). The organization can also employ universal techniques to address the issue such that it has to employ the basic universal practices. The manager can utilize this function by setting measurable and realistic goals that will ultimately aid in measuring the desired outcome of the company. The company could also communicate with its customers and understand them as well as attracting and retaining the best-qualified employees. This will enable the company to solve the issue of implementation of the sales process. The company should employ marketing plans as a planning methodology to solve the challenge since marketing and selling the products will ensure gross income is archived and the set goals. There are no stakeholders that affect the issue at hand since it is only the company’s managerial team that is responsible for the issue. Organizational Structure Flour’s organizational structure helps to solve the problem and other challenges that the organization is facing. This is done through the board members employing the basic problem- MANAGERIAL ANALYSIS 5 solving techniques even though the problem requires a great effort and time to be solved. The organizational structure began by identifying and defining the issue so as to determine how the issue could be solved. In this case, different possible solutions were raised depending on how the members defined the problem. The organization then determined the cause of the problem and used a fishbone diagram to enable them to execute a cause and effect analysis. Even though a solution had not been found yet, the company’s organizational structure was generating creative possible solutions to some of the issues that the company is facing. Due to the constant flux created by the organization’s response to the rapid external business environment, continuous change is evident. Change in the organization’s strategies and systems are vital in order to cope up with the current trends. Therefore, the organization manages change through clearly defining the change and aligning it to the company’s goal. This vital step enables the company to determine the significance of change. The organization also manages change by establishing the expected impacts. This is done by reviewing the effects on every unit of business and how it flows through the company’s organizational structure. The company does this through reflecting on key questions like what are the change impacts? Who is greatly affected by the change? The company also manages change by providing effective training either structured or informal to the employees and employers as well. This training aims to impact the organization’s workers the desired skills to operate efficiently. The organization also provides and implements support structures which are fundamental to enable employees to practically and emotionally adjust the transition. This is done through mentorship with the organization’s management. Through measuring the change process, the organization ensures continued opportunities and reinforcement that is essential to building proficiencies. Managerial Skills MANAGERIAL ANALYSIS 6 According to the manager, the basic managerial skill that could assist in solving the issue is the manager’s transparent communication. Since problem-solving requires open communication every individual’s concern and views are to be expressed freely. Open discussion of expanding the organization's sales will open up avenues for every board member to air their concerns which will result in better possible solutions to the issue at hand. When all individual views are accounted for, the manager and the entire management board together can then find sustainable solutions to the issue. Open-mindedness as a managerial quality enables one to view risk and see beyond the obvious. This skill enables Dwyer to tackle the issue of measuring the outcomes and implementation of head-on. According to the interview, Ellen Dwyer acquired her managerial skills through defining her vision and broadcasting it. Shean attained this through having a clear vision of the Flour Corporation as well as the company’s purpose. Dwyer had a clear mental picture of the impact that she opted to have on the company which enabled her to acquire her managerial current skills. The manager also acquired her managerial skills by recognizing the power of influence which is obtained through personal branding. This enabled her to have a clear image that she ought to project to her employees and workmates. The manager also acquired her managerial skills though admitting her mistakes which enabled her to earn respect from her workmates. It developed her managerial skills because it portrayed the strength of character which greatly influenced her team members to admit their mistakes too and stand corrected. Organizational Controls It is crucial for any Corporation to develop a control system that is designed for the resources and goals of the organization. Fluor Corporation has engaged a number of MANAGERIAL ANALYSIS 7 organizational controls which have been implemented to aid the manager in making critical decisions. The organization implemented an information control system whereby sales trends are analyzed critically, the ability of a given employer and employee to track public relations and the economy. The organization implemented the focus on crucial points which assists the manager to make critical decisions. Critical points involve all areas of a corporation’s operations that affect key operations of the organization (Brito, et al, 2008). Focusing on such points enables the manager to have the best implementation of the sales process. More organizational controls can be implemented to ease problem-solving in the organization. Human control could be used to solve organizational issues; it may involve training personnel and appraisals. The financial resource can be used since it includes avoiding debts and proper management of cash reserves. Recommendations Ethical Dilemmas The manager faced ethical dilemmas as a result of the issue at hand whereby the manager faced two options that had definite impacts on the organizational stakeholders and profitability. One of the ethical dilemmas that the manager faced was the issue of accounting practices that required the manager to maintain precise bookkeeping practices without violating business ethics. At the same time, the manager was to make proper decisions on the expansion of the company’s sales team and implementing the sales process without affecting the income revenue of the organization. The manager had to ensure correct financial records so as not to cripple other sectors of the company such as employee profit sharing or paying taxes. These two issues presented a dilemma to the manager which forced the inclusion of the member of the board to help make a proper decision that will not interfere with other sectors. MANAGERIAL ANALYSIS 8 Management Theories Management theories include different overviews that express visions of diverse ways of managing an organization or a business basing on varying assumptions about how organizations operate. The scientific management theory developed by Frederick Taylor could help the manager to device a solution on the issue at hand. The theory emphasizes the use of data and measurements to effectively manage organizations. Through observing and evaluating arithmetical terms the manager is able to distill data that enables them to solve business issues and run profitable business organizations. This approach could work effectively on the issue at hand since it will guarantee the importance of keeping the employees engaged and satisfied. This factor would allow implementation of the sales process as well as expanding the company’s sales. Bureaucratic management theory was developed by Max Weber on scientific management theory takes on the principles of scientific management theory and uses them to human resource. The theory is effective in solving the problem since it emphasizes on designated responsibilities of the management and the employees as well making it certain who is in charge. This will promote the expansion of the organization’s sales team and effectively measuring the outcomes. The theory could also help to check the inherent dangers in unimpeded hierarchical bureaucracy and also emphasized the function of emotion in business. Changes to be implemented Managers in any organization should view change as an organizational strategy and structure. To overcome the issue facing the Federal Flour Government Group for Fluor Corporation, the manager should consider changing the corporation’s organizational structure MANAGERIAL ANALYSIS 9 such as acquisitions and mergers. Minor changes like establishing a new team to handle the sales process and monitoring the outcomes of the sales could help to solve the issues affecting the company. Training new individuals and assigning new responsibilities in the company could present a critical factor to problem-solving and quality improvement in the organization. Modification to the organization’s knowledge assets will assist the organization to identify information as a vital asset required for problem-solving (Kotter, 2008). Adequate knowledge will enable the organization to understand more on sales issue and how to effectively implement the sales process basing on the gathered information. The manager could also implement legal agreements and policies that could change the entire management system and adopt legal agreements that could have a big impact on the organization’s policies and help expand the company’s sales. Considering the interview with the director, coaching skill is the one skill that the manager seems to lack. Coaching is often misunderstood with supervision; it does not involve directing the employees on what to do and when to do. Managers should focus on coaching since it creates a friendlier environment for the employees to do a quality and productive job. The skill could help solve the issue at hand and ensure profitable returns for the corporations. The manager also lacks intellectual curiosity that could help resolve the challenge faced by the company. If the company’s employers focused more on understanding the thought process of others, it would provide avenues to solve the issue at hand. Conclusion From the information obtained from the interview with the Director of Business Development & Sales for the Federal Flour Government Group for Flour Company and the data MANAGERIAL ANALYSIS obtained from research, a clear connection is drawn between business experiences and theoretical management principles. The information provides us with insights on how to approach the problems that managers face in business currently. 10 MANAGERIAL ANALYSIS 11 References Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons. De Brito, M. P., et al,. (2008). Towards a sustainable fashion retail supply chain in Europe: Organization and performance. International journal of production economics. Kotter, J. P. (2008). Force for change: How leadership differs from management. Simon and Schuster.
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