Task Range shop have organised their organisation in the

 Task 2: The Range Shops Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organisation and forecast future conditions. In the Range shops, the managers always make sure that they go over the previous day’s success and failure in order, to improve the present day and other days to come. The managers use the situation-target-path approach to manage the company.

 Situation: The manager of the Range shops always evaluates the situations the company is facing for that period, to ascertain a lasting solution and investigate how it came about. Target: managers of the Range shops us the unitary approach, which is to define goals and objectives for the employees. This would involve them explaining how to approach their marketing plan, and how to eliminate their competitors. Path: To achieve success in their marketing plans and their targets, the managers would create a possible route to obtain the goals and objectives they have set out for their employees.  Organising is the functions of management that involves developing an organisational structure and allocating human resources to ensure the accomplishment of objectives. Organising at the Range shops involve deciding how best to departmentalise, cluster, and coordinate every department effort effectively. The managers try their best to speak and be heard without enforcement of power, and strive towards balancing managing and working. The Range shop have organised their organisation in the sense that there are no too small jobs for any employees because the managers have designed the jobs to the workers in a way that everyone has important roles to play for the betterment of the company e.

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g. the salesperson, accountant, supervisor. Positions in this company are earned through hard work not as a reward.  Leading involves the social and informal source of influence that is used to inspire actions taken by others. What makes the managers at Range better leaders is how they effectively lead and follow the organisations objectives. Apart from enforcing the rules, planning mechanisms, organising the organisation towards success. Their leading determines whether the company climbs towards success or fails.  The managers at Range shops have successfully led their subordinates by first understanding their strength, personality, competence level, and attitude towards work.

In understanding their workers, they can communicate effectively to all subordinates, which leads to greater success than failures.   Controlling involves ensuring that performance does not deviate from standard. The managers at Range shops ensured that their performance doe not swerve from the expected standards the organisation has set for the effective running of the company. They ensured that the company progresses by following the five steps of controlling, which involves measuring performance, comparing actual performance against standards, determining reasons for variances and taking corrective actions when necessary which is the key to success. The role of the human resources/personnel department Human resources department is the department or support systems responsible for personnel sourcing and hiring, applicant tracking, skills development and tracking, benefits administration and compliance with associated government regulations. A human resources department is critical components of employees’ well-being in any business, no matter how small. HR responsibilities include payroll, benefits, hiring, firing, and keeping up to date with state and federal tax laws.

In the Range shops, the HR management ensures that the employees are treated properly to allow them to increase their performance capability. Without the HR staffs in the company, employees can wind the jobs that aren’t suitable for their skills and expertise. The employees whose performance falls below employer’s expectations would continue to be on the payroll, thereby creating a waste of money on-low performance. With the HR staff in the Range, they would develop necessary strategies and plans to tackle every necessary circumstance like human capital values, budget control of the company, cost savings and training and development. In an organisation as huge as Range, have resource managers that reports to the human resource directors at the top of the management level to know what step and decisions they have concluded to act for the betterment of the company.  Tools and techniques used to recruit staffs In Range, they use different tools and techniques to recruit staffs in order, to be unbiased as possible. The management use the internal sourcing, which is where you advertise a recent vacant position to existing employees to reduce the expenses that includes advertising for a new employee and running background checks on the applicants. They also use the external sourcing, which is where the management conduct employee search through job boards, newspapers, and trade publication announcements.

Finally, they consider third –party sourcing, which involves using a placement agency to find qualified job applicants, which may include extending offers of improved salary compensation and more flexible benefits packages. After which, interviews and pre-selection is conducted before the candidates are selected based on the interview notes and applicants’ CV information. Third-party and external sourcing are the most expensive tool for recruiting staffs, which is the reason why Range hardly use it for recruitment.   Tools and techniques used to appraise employees In Range, the management use two techniques in appraising their employees.

They use ranking and department evaluation. Ranking, this technique includes the employee’s performance during the course of the year’s working days, which is easier to know the best employees and the worst of them. This is seen as the safe technique for the management. Department evaluation technique is when the management uses the team members to discuss the overall effectiveness of the individuals in the department. The Range management prefer this technique to the ranking, as it helps them identify and separate the hard-working employees from the lazy ones’  Techniques used to resolve conflicts within the organisation Conflicts occurs in every organisation, work area or society. However, there are different types of conflicts, some have advantages while others have disadvantages. Rivalries between two salespersons would boost the productivity level of each employee while a major conflict through bullying, could lead to less productivity level of the employees. In Range shops, there are various ways they resolve major conflict.

For example, the management in this case would make use of different methods. They used the disciplinary method for the first incidence. Disciplinary method is when the employees involved would get time off, without payment and verbally reprimanded.  In situations where this technique fails, the mediation method is brought-in. The mediation method involves a third person who is impartial and not involved with any of the employees, to listen to both employees involved and open a communication forum in order, to reach a mutual solution.                    Difference between management and leadership  MANAGEMENT  LEADERSHIP   Managers have subordinates  Mangers strive to stabilize, make decisions, seeks objectives, focus on managing work and approach work with a planned detail. In Range shops, an example of the mangers seeking objectives and approaching work with a detailed plan, is when the employees are given certain rules and vision that would help them eliminate the competitors in the market.

 Being able to execute an objective and ability to direct the day-to-day efforts of the employees are qualities of a strong manger. In the Range shop. For the managers to engage their staff in providing the best services to the customers, they always ensure that the vision and objectives of the workplace aligns with the perspective and behaviour of the employees. Leaders have followers  A leader’s quality is being able to inspire their team, ability to challenge themselves and followers, communicate effectively upholding their honesty and integrity. Leaders change the wrong, have a long-term vision, sets directions, seeks vision and understanding of their essence, they appeal to the heart of their followers and those who are yet to follow. In Range shops, they have leaders just as they have managers. The CEOs of the company are leaders, as he or she generated value-over what they have and what the followers have created. The CEOs follow the saying “leading by example and leading by enabling people”   Four classic leadership styles.

 Democratic leadership Democratic leadership style sometimes can be referred to as Participative style, which actively involve employees in the decision-making process of the company. In the case where the CEO of the company are giving the opportunity to communicate their decisions.  In Range shops, democratic leadership style is very much encouraged as it gives the subordinates and managers the ability to collaborate and give the employees an active voice in the workplace. An advantage of democratic leadership is that it inspires cooperation between the employees, which would help them understand the aim behind the decision made by the leaders.   Autocratic leadership Autocratic leadership can be Dictators. However, autocratic managers are better referred to as Humanistic than Dictators.

In this leadership style, the employees prefer to be heard and obeyed every time than listen to their employers which would have a negative impact on the company’s business.  In Range shops, this leadership style is not supported as it would cause the company to be underperformed, unrealistic for employees to work. For example, if a Range manager should assign a task to the employees with so much authority and it’s based merely on the employee’s ability, skills and experience, but it’s difficult for the manager to let go of the task, the product of that task is going to be negative rather than positive.   Laissez-faire leadership  In laissez-faire, the key to success is to build a strong team and then stay out of the way.

 In the Range shops, this leadership style is accepted by the managers and supervisors, although it varies from the type of tasks assigned to the subordinates. Laissez-faire is not terrible as it involves the leader leaving the duty for their subordinates for them to execute in their own way. However, laissez-faire would also have a negative impact on the company, as it would encourage laziness and incompetence among the employees. For example, if the employee knows that every time he or she is assigned a task, they have the privilege if doing it any time, they would get use to it, and by this they start to slide off to low-performance town.   Charismatic leadership  Charismatic leadership is the most successful trait-driven leadership. This type of leadership creates the ground for creativity and innovation and is highly motivational. However, the risk in this leadership style is that in the case where the managers are mainly motivated by self-image than the company’s goal, this style becomes autocratic. In Range shops, this leadership style is not as common as other businesses as the managers and supervisors strives for the subordinates to always follow the company’s objectives, vision and goals.

            How organisations set standards and objectives for their company and the effectiveness of this approach in their businesses.  A company with the positive mindset of profiting and remaining in their business line must first set reasonable standards that can be pursued by the employees. “The human resources standards of performance are designed to provide our customers with a reasonable expectation of process and outcomes.” Therefore, the performance standards enable the employees identify the best practice or acceptable performance expectations set for them by the company to complete major duties, these could be the behaviour or action at which the job was done.  The key performance indicator is measured at The Range shops through Quality related, Financial related and customer services related scheme. Quality related is important at The Range company as it helps them to improve on their products, their cost of production, and to analyse if the manufacturing of the company is efficient.

Financial related is another important indicator for the company as it helps them, calculate their total revenue from their expenditure, to know if they are profiting or losing in terms of the market growth, to calculate the capital returns and the investment returns, in order, to ascertain whether or not the company should change its strategies. Customer service related is also an important indicator of the company’s performance at the Range. At this level, the HR staff measures the staffs’ performance at satisfying their customers, they also measure whether or not they have gained more customers or lost more customers, with this information, the company’s HRs will know where they stand in the market sector and in the society.  Range set out the following objectives: Ensure the company survives in the market sector  The company always strive towards securing a better profit in the industry than negative loss. Obtain more customers through effective customer services  Maximum quality good/products must be produced and sold at the best affordable prices for the customers. SMART – Specific, Measurable, Achievable, Relevant, Time-based To ensure that the objectives set for the day-to-day running of the Range shop business is effective, SMART was translated. Within the first 6 months of business, 40% new customers must be acquired and satisfied with the organisation’s services and products. In less than three years, the company should have incurred 30% more profit than they previous recovered.

 In terms of employees’ behaviour and action towards the customers, the workers must be at their best behaviour and attitude at all times. The goods/products produced must not be less than 85%-90% of best quality although the company is better off producing goods with 100% value in order, to obtain the best position in the industry. The effectiveness of the company’s standards and objectives set for the employees are very much effective as Range company has acquired 90% of customers nationwide especially in Ireland and in the UK. It is well known for producing and supplying quality products to their customer with the best customer services as possible.   The range of monitoring and controlling techniques used in the organisation in terms of budgetary and non-budgetary form of control and performance indicators.  Controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. In controlling, this requires a clear understanding of where responsibility for deviations from standards of the company lies.

The function of management concerns the managers’ role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing towards the accomplishment of organisational and departmental objectives. I have evaluated the range of monitoring and controlling techniques used at the Range company, which will include the budgetary and non-budgetary form of control and performance indicators. A budgetary control technique is a technique whereby actual results are compared with budgets, and any variances are made the responsibility of key individuals who can either exercise control or revise the original budget. An advantage of budgetary control is that it compels management to think about the future of their company, which is probably the most important feature of a budgetary planning and control system, which forces the management to look ahead, in order, to anticipate and give the organisation a vision, purpose and direction in the industry. At the Range shops, the budgetary control technique includes goal settings, planning, monitoring process, and auditing expenditures and results. In setting a goal for the company, the company is given a general guideline on how the managers in the company should use their spending habits to achieve company goals and how they will be held responsible for the outcomes. Planning in the organisation is essential as a budget plan ensures that the company is managed properly.

The budget of the Range company measured their expenditure through the month-to-month and year-to-year budget, comparing all the results ensures that the company keeps its progress in check. The same applies to monitoring process, which covers the spending rates of the company in order, to monitor the company’s spending. Therefore, auditing expenditures and results helps to compare the company’s budget of the year. The non-budgetary control techniques at the Range shops is measured through cost control which provides the number of benefits to the management, by avoiding all types of wastes and by more effective utilisation of labour and machines, it helps in reducing real cost of production. Non-budgetary control techniques are monitored at the Range shops through standard costing which is used to compare actual costs with the standard cost and finding out the variances.

Not to mention the managerial statistics. According to Kermit O. Hauson, “Managerial statistics deals with data and methods which are useful to management executives in planning and controlling organisation activities.

The company uses these results to compare both the present and past results with the mindset of obtaining the causes of changes that could occur, in order, to figure out protective projections for future purposes. This is essential for planning and making decisions in the company.