Management Dynamics Concepts Integration Paper Essay
From the very start of my stint in Annual, I have already heard and use the balanced scorecard. When I became a Team Leader, and rose through the ranks, thereafter, I have even used It and practiced it more regularly. As what have been continuously shared with our HER Manager, here Is the diagram from Norton and Kaplan that had been utilized by annual for more than a decade now: As an example, the Balance Scorecard has also been given emphasis by the annual Supply Chain Organization.
Since this cross-functional set up is spearheaded by the S&OP Process, our group- Integrated Planning and Logistics Management (FILM) group – has actually integrated the entire supply chain structure which was very such fragmented before. Although in its infancy stage, the FILM have started integrating first through a balance scorecard as depicted by the table below. Under the Internal Processes category/perspective, there are KARA for Marketing (Slugs), Sales, Logistics and the Supply Group.
The bulk of the Internal Process KARA is that of ours – the FILM Integration Process because that is the ultimate role of our team to begin with. Sourcing/Purchasing, Manufacturing as well as Logistics has KARA under the Customer side. These KARA
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On the Financial side, we have always been affect the net income of the company. For so long, Annual has been in the model of a generics company – because of its reasonably-priced but quality brands – but a company behaving like that of a big pharmacy – because of its sometimes unreasonable spending on both customers and employees’ trips here and abroad, inferences and other benefits which are benchmark to those of multinational companies. Finally, the innovative component, sometimes called the Learning and Growth is focused on the human resource perspective.
Training and Development in Annual is also extensive in that it sends employees, especially the Key Personnel (KIP) to trainings and conferences here and abroad. 2. Diversification – corporate strategy – grow the market, grow the products, or both As the demand for generics products was boosted by the ratification of the Cheaper Medicines Law in 2008-2009, consumer demands shifted from a strong branded- declines demand to a more fragmented variations of demand wherein generics medicines gained a lot of traction at the onset.
As an industry leader in the country, Annual had a bad fall when the new generics law was implemented. To recover after two years of being beaten black and blue by the local emerging and aggressive companies such as Naturopath, Paschal and others, Annual rose above the challenge and reviewed its Corporate-level strategies. It capitalized on its being a cost leader and competitive advantage. In early 2010, it has started its Diversification efforts by an improved and more radical reduce and market development.
It has also ventured into new markets such as the non-traditional channels, petrol kiosks, sari-sari stores, etc. The branded medicines adjusted its pricing to a more reasonable level at par to the competitors and even the generics medicines. In the process, it has dominated growing markets and drove out its competitors while increasing sales to the existing customers. It has also been very successful in launching an array of products diversifying on new portfolio so that it becomes more competitive by offering wider assortment to its customers. . BCC manta If I were to illustrate the BCC Matrix or the Market growth and share continuum, Annual’s business-level strategies will look like below: requirement and will need a lot of investment in order to maintain its market share, at least for some of our ethical products such as Mambas, glumes and other players in the chronic and maintenance medication. The Cash cows are those that are actually our sources of cash and boost up Annual’s operating income. These are the market leaders in a highly-saturated and pretty much mature business.
For the about a decade now, these products are the leaders n the relief-right away category and as of late the personal care leader pH Care stabilized as a huge addition to the array of the cash cows. When you are already the market leader, the concern is growth especially for a market with a snail-paced or sometimes zero growth. The marketing and sales team of this products are challenged into bringing in something new on the table to maintain ground, if not further increase the portfolio growth.
Our dogs or the divestment strategy has been hovering around the Liquid IV products. Most recent decision angles that were considered was whether to further reduce and used up the remaining raw materials for these products before they expire, or Just awaiting till end of shelf-life and dispose. Doing the first option will mean production cost. However, what actually exacerbated the situation was the warehousing and logistics cost which drove the scenario costing up multiple notches because of the storage conditions of the LAP Liquid bottled IV products.
They are more bulky and will therefore require more space, not to mention the already near capacity of the warehouse. At present the storage density of the Main Distribution Center of Annual reaches 96% to over a 100% if not for the temporary overflow warehouse they have set up last year to accommodate Export and Externally-sourced Finished Goods. In fact, with the concerns on storage and warehouse capacity, the mere awaiting disposal of the raw materials or donating them will mean a much lower cost than the production and then storage costs.
Thus, production has been stopped and the LAP group Just continued on pushing for remaining Liquids Finished Goods to be flushed out in the market by a much lower price and a number of customer-activation programs. . Foreign Direct Investment As part of Annual’s direction of engaging the external markets, it has engaged with companies in the South East Asia where we have presence already for the past years, such as Vietnam, Manner, Malaysia and Indonesia. We now have our own Manufacturing Plants and Distribution centers in these countries which are managed by Annual expects and local hires.
To capitalize on the direct investment, Annual utilized local facilities and even local logistics arms to boost on the local capabilities while introducing more areas and more stores in each areas to improve the market hare of Annual products and improve the bottoming. And salesclerk in Thailand, Taiwan and most recently, Singapore. 5. Outsourcing For the past 5 years or so, Annual had little belief on Outsourcing. It utilizes in-house facilities, processes and systems when it operates both related and unrelated product portfolio.
It believed that competitive advantage is a function of self- management and doing it all by itself, well. For some services where there was obviously much higher cost in operating it in-house, it engages with a sole supplier. For some reasons, for the logistics arm, it has always been like that. Upon realizing the value of outsourcing and properly segmenting its products and services to clearly determine the value-added from the core competencies, it has engaged in various forms of Outsourcing. For instance, it has finally opened up itself to other forwarders or PL providers.
It has saved millions of pesos in the process. Despite the difficulty in handling new forwarders and the transition was painful, Annual now has two major forwarders a total of three more contingent forwarders for both forward and reverse logistics. 6. Cross-functional business integration- S&OP – Plan, Source, make, deliver model – Corporate-level Strategic Management – Cost Leadership, Synergy, Value-adding The group that I belong – FILM – is in charge of integrating all the aspects of the Supply Chain.
The planning group is divided into two: Supply Planning which is part of FILM and Demand Planning which is part of Marketing Group. The Sourcing and Materials Management (SUM) is the group that sources out external finished goods, raw materials and packaging materials both local and from abroad. The Manufacturing group’s deliverables are Production Order-to-Delivery and POP Fulfillment which measures Quality and Yield. The last group which comprises the Deliver part of the Supply Chain is the Sales and Channel Development group as well as the Logistics Group.
The main metrics are delivery TOT and order filtrate. Business Integration of cross-functional team is one of the practices of a more mature organization and close coordination of the team components is critical to the attainment of organizational goals. In the Sales and Operations Process (S), we formed the S Council which comprise of the business process owners of the Process and will make sure that the Five-Step Process is implemented at any given month.
The 5-step process comprise of New Product or new Activity Review, the Demand Review, the Supply Review for the Constrained Demand, the Pre-S and the high-level S which is usually attended by the Chief Operations Officer and the members of the Operations Committee (Pepco). 2. Similarly, share your insights on how you will apply your refined management and leadership style in your personal undertaking and roles outside of your workplace. When one studies the rudiments and concepts of the dynamics of management, one expects that these concepts are to be applied in the work environment.
Either armorial or informally, in the corporate world or in any professional practice, management dynamics is sure to get into the marrows of how we conduct ourselves in an organization we are in. In the business world, we apply Porter’s Five Forces in the Competitive environment, or strategies based on the growth and share of a BCC matrix or assess the external forces surrounding us to aid in our decision-making as managers and engage innovative. Furthermore, we also manage our human resource either scientifically or based on human behavioral sciences and various concepts and strategies to advance into the international arena.
There are various other principles that we were taught to help us be more skillful in addressing organizational concerns and come up with wise business solutions that will mold us into better managers as well as leaders. However, all this will go for nothing if we haven’t had the slightest inclination to live by these principles and inculcate them into our value systems as individuals outside the workplace. One way to applying these management and leadership styles into my personal world is to start with myself and the family I am with.
I realized that leadership can be applied to my hillier and the way I handle them. While others may say that one takes to be a leader, but being a mother is pure instinct at the onset, I would say that one can converge motherhood and leadership and make parenthood a much better work to be done. Its easier to make other people not your own flesh and blood get to follow you because their obedience is based from obligation. But when your family, your children, your siblings follow you because they believe in you and they know you are all for their welfare and well-being, that is a true test of leadership.
A lot of mothers ND fathers and big sisters and brothers fail to lead their family under their brood because of lack of leadership and managerial skills. When you have a normal family, with more mature ways of thinking and doing things who need little or no supervision, then luck is with you. However, when you lead a dysfunctional family with erring broods who like all the attention to themselves and wouldn’t listen to family, then there goes the challenge.
Concepts like authentic and servant leadership as well as inspirational and motivational leadership would really help a lot in dealing with errant family members and even hard-to-handle friends and rinds as well as members of any organization, are those with a charismatic touch of leadership. People like to talk about themselves and the charismatic leaders knows how and when to touch their emotions and enter into their ulterior motives and thoughts. Motherhood is leadership per SE. To raise good children, the mother has to lead them to where she wants them to go.
As the Bible goes: Train up a child in the way he should go, and when he is old, he shall not depart from it, leading them to the right path is the same as leading your team in the workplace towards achieving the AOL, although much more difficult but ten times fulfilling when you get to the right end of the tunnel. The same is true in the community you are in. Your group members will not attend your agreed meetings and conferences to discuss what you need to discuss for the community in the absence of a strong leader that motivates and inspires the members that they are making a difference in other people’s lives.
People in the community become a member of the community dados committees because they too want to make a difference and perhaps in their little way, they want to effect change and a radical movement to social responsibility. A person needs to be lead so that he can lead too. Some are born leaders, but most learn to be one. To be more candid about it, leadership doesn’t always have to mean one has to have subordinates to lead.
In our every waking day, when we are in the a very long line in the elevator or ATM and the people in the queue have been blocking the way, leadership tells us to stand up and tell the others to make a curve line or form another line on the other side to avoid blocking the way. When we are riding in the a commuter bus or train and there are senior citizens that are standing despite having faculty holding on to the handrails whenever the train comes to a full stop, leadership braves into us to talk diplomatically to the youngsters occupying the train seats and offer them to the elderly.
Leadership doesn’t have to be in the four corners of the office, it is everywhere. It could manifest in any of us in all walks of life, without warning, without the need of a guide or a higher boss to give us the go-signal. Leadership and management can be done in many different ways. When we learn to use them well, we don’t have to wait to get to the office to use them. No one will stop us to be a better person.