Strategic Plan For American Red Cross

Strategic Plan

A strategic plan is about thinking, organizing, and predicting, based on thoroughly grounded research and documentation. From your previous coursework of developing an outline, conducting a SWOT/PEST analysis, and developing a budget, you have the basis for compiling a full and complete strategic plan for your chosen organization.

Your strategic plan must consider the appropriate elements, depending on whether your plan is for a program or agency in a government, for-profit organization, nonprofit organization, or hybrid organization. Accordingly, your strategic plan will recognize the priorities, goals, and objectives of the appropriate organization. Remember that a normal timeframe for a strategic plan is five years, and for a short-range plan up to five years.

Instructions

For this assignment, create a strategic plan for your chosen organization. Your plan will have nearly all of the following components (headings), depending on whether you are preparing a public sector, private sector, civil society sector, or mixed (hybrid) plan. Include the following:

  • Format Structure:
    • Executive Summary.
    • Board Authorization of Strategic Plan (in the case of a corporation).
    • Organizational Description.
    • Mission, Vision, and Values.
    • Goals and Strategies.
  • Appendices:
    • A. Action Planning (including objectives, responsibilities, and timelines).
    • B. Description of Strategic Planning Process Used.
    • C. Strategic Analysis Data (external analysis, internal analysis, and list of issues).
    • D. Goals for Board Committees and Chief Executive Officer.
    • E. Staffing Plans.
    • F. Operating Budgets.
    • G. Financial Reports (budgets, statements, etcetera).
    • H. Monitoring and Evaluation of Plan (criteria, responsibilities, and findings).
    • I. Communicating the Plan.

Your narrative for this assignment should include the following:

  • Develop a realistic budget for your chosen organization.
    • Explain what makes it realistic.
  • Apply strategic planning theory to your organizational strategic plan.
    • Explain which theories are most relevant to your plan, and why they are important.
  • Assess the mission and vision relationship to expected outcomes for your chosen organization.

Submission Requirements

  • Written Communication: Communicate your strategic plan by writing in a professional manner that exemplifies doctoral-level critical thinking and analysis in your paper. Do not just present a summary of the readings.
    • Objectively evaluate and report on the findings of your research materials and the readings from the course.
    • Make points that are logical, substantive, and relevant, based on the presented evidence.
    • Avoid written errors that detract from the overall message.
    • Clearly identify in your paper where you are addressing each grading criterion or part of the assignment.
  • Length: The executive summary should be 750 words, with a minimum of 150 words per section of the plan, plus a reference section with citations.
  • Number of Resources: Minimum of fifteen resources listed at the end of the outline in a reference section.
  • APA Guidelines: Format resources and citations according to current APA style and formatting guidelines. Use APA-formatted headings and subheadings, as appropriate.
  • Font: Times New Roman, 12 point.

All of the components are attached, I just need the material pulled together.

American Red Cross

 

 

 

 

 

 

 

 

 

American Red Cross

Ashley Cook

HMSV8304

April 24, 2019

 

 

 

 

 

 

 

 

Introduction

The American Red Cross is also known as the American National Red Cross which is a charitable firm which is purposely offering the emergency helps, the catastrophe assistance, and the disaster vigilance education within the United States. This agency was established in May 1881 by the person knows as Clara Barton. The main reasons for the formation of the American Red Cross were to assists the Americans who were in distress. The founder who is Clara allowed for the volunteerism to occur thus ensuring that the suffering within the American society is significantly reduced. This organization is under the management of the volunteers of the public for the sake of offering the services to the members of the public. This organization is of great importance because it helps people especially during the occurrences of the natural or the man dame calamities which are likely to prevent people from living their normal way of lives (Cross, 2011). The American Red Cross is known as a non-profit organization which is mostly known for the emergencies occurrence on the basis of controlling, planning and the management process. Since the organization does not usually sell any services or products for profit, then it always has to manage the budgeting process very economically so as to ensure that all the crisis and the emergencies are handled well.

Mission Statement and Vision

The universality of the American Red Cross is facilitated by the ability to have equal responsibilities and status with all the societies in the entire country. On the other hand, the organization’s vision statement is that “Through the connections it has with different donors, partners and volunteers it has been available to help the members of the society in case of occurrence of disasters”. As a result of its dedication to serve the members of the public, the organization has made different efforts which have ensured that the people affected by the disasters in the United States as well as the other countries in the entire world receive quality care, hope through guidance and counseling and shelter which enable them to live high standard lives as they lived before. The communities of the American Red Cross are always prepared to handle any form. This plays an important role as it makes it easy for the people access lifesaving blood, blood products and safe services especially when their experience healthy issues in the country. (Tabors, 2018)

Strategic Plan

This organization is well known for the relief they give to the people after they experience the disasters. It was founded in May 1881 by Clara Barton for the sake of helping the American who is in distress. The founder therefore paved way for the volunteerism to happen hence ensuring that the suffering amongst the members of the public is reduced significantly. The organization’s effectiveness if facilitated by professionals such as the doctors, nurses, surgeons and the fire fighters who provide servant leadership in their practices to ensure that the people receive quality services.

However, the manner in which the organization is operated is controlled by its mission statement which is as follows, “The organization ensures that human suffering is prevented and alleviated in times of occurrence of emergencies by encouraging different people to volunteer themselves with the help of generosity as their controlling virtue”. The stringent principals used by the organization do not encourage dislikes, discrimination, negativity and prejudice as that would hinder the effectiveness of the delivery of the services to the members of the public.

Moreover, the American Red Cross’ servant leadership by the members ensures that humanity is encouraged therefore ensuring that the people’s lives are protected through the respect to the people being provided with the services. It provides effective priority in the cases which are the most urgent by not condoning discrimination of the people. Again, neutrality, impartiality, voluntary services and independence are encouraged amongst the member so as to ensure that the people in the society receive the best from the organization.

The independence of the organization ensures that it maintains the needed autonomy by abiding by the laws of the country. This enables it to receive enough support from the government therefore making it easy for it to deliver services to the people in the entire country. The relief movement by the organization encourages the servant leadership by the members thus ensuring that the voluntary work is carried out effectively.

The universality of the American Red Cross is facilitated by the ability to have equal responsibilities and status with all the societies in the entire country. On the other hand, the organization’s vision statement is that “Through the connections it has with different donors, partners and volunteers it has been available to help the members of the society in case of occurrence of disasters”. As a result of its dedication to serve the members of the public, the organization has made different efforts which have ensured that the people affected by the disasters in the United States as well as the other countries in the entire world receive quality care, hope through guidance and counseling and shelter which enable them to live high standard lives as they lived before. The communities of the American Red Cross are always prepared to handle any form. This plays an important role as it makes it easy for the people access lifesaving blood, blood products and safe services especially when their experience healthy issues in the country. (Tabors, 2018)

 

The values of the leaders in the organization play significant roles in ensuring that the manner in which the delivery of services is carried out conforms to the policies of the organization. The American Red Cross should therefore develop strategies in which the beneficiaries of the services provided by the organization are involved in the delivery of the services to the other suffering individuals in the society. The values of leadership theory ensure that the leaders work without having to be supervised by the superiors in the organization. (Schindler, 2018)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Schindler, C. E. (2018). Early Public-Private Partnerships for Public Diplomacy. In The Origins of Public Diplomacy in US Statecraft (pp. 111-144). Palgrave Macmillan, Cham.

Tabors, C. (2018). A Voice for the” Least of These:” Eleanor Roosevelt’s Servant Leadership. Servant Leadership: Theory & Practice5(1), 2.

Cross, R. (2011). American Red Cross. Washington, DC 50.

Case Study entitled, “Homegrown Talent: Mary Barra Rises to GM’s Top Post

Bottom of Form

· Week 2 HR Case Assignment
Case 1
Homegrown Talent: Mary Barra Rises to GM’s Top Post
Pages 191-196 (Chapter 5)
Read the Case Study entitled, “Homegrown Talent: Mary Barra Rises to GM’s Top Post” on pages 195-196 (Chapter 5). Then, answer all of the questions at the end of the case.
Case 2
Loews Hotels: Training for Four-Diamond Service and More
Pages 274 – 275 (Chapter 7)
Read the Case Study entitled, “Loews Hotels: Training for Four-Diamond Service and More ” on pages 274-275 (Chapter 7). Then, answer all of the questions at the end of the case.

 

I selected the most interesting and applicable cases for the class. Please be sure to back up your answers to both of these cases with facts from the textbook. Please number each of your answers. This is very important so that I understand which questions you are responding to. Remember, it is quality that counts so be brief, thorough, and to the point. Good Luck!

 

Please be sure to back up your answers to both of these cases with facts from the textbook (please use APA format). Your case reports should have a minimum of 1000 words combined (500 words each). Please submit your case reports as Word documents (or both case reports as one Word document). Please number each of your answers, so that I understand which questions you are responding to.
Please make sure to include the other references  in the text

Case Study 1 Homegrown Talent: Mary Barra Rises to GM’s Top Post

 

When Mary Barra was a kid, she used to hang out in the garage with her dad tinkering on cars. Little did her father, a lifelong die-maker for GM’s Pontiac division, know that his daughter would one day become the CEO of the company and the first woman ever to lead a major U.S. car manufacturer. But that’s what happened in 2013. Barra was unanimously chosen by the board members of General Motors to lead the company—a decision employees cheered when they heard about it over the loudspeakers at corporate headquarters. Maybe they cheered because unlike GM’s previous two CEOs, Barra was one of them. Having worked in multiple departments at GM since she was 18, she knows the car business through and through. “There’s nobody with more years of honest ‘car guy’ credentials than she has,” says Ross Gordon in the Ross School of Business at the University of Michigan. Barra, who grew up in a Detroit suburb, initially began working for GM in the 1980s as part of a work–study program. In a work–study program, which is also referred to as a co-op program, students alternate working full time (for pay) and going to college. She earned an undergraduate degree in electrical engineering and GM later sent her to Stanford, where she got an MBA. During her career she has rotated through various positions at GM. Besides working in engineering and design, she managed one GM’s manufacturing plants and most recently was the senior vice president for global product development and quality control. Under her watch, the company has rolled out successful models that have helped bring the company back out of bankruptcy. Barra has a reputation for getting results. Not only does she know cars, she knows people and how to manage them. When an updated version of the Chevy Malibu floundered in 2012 because of design and other problems, she mobilized a team of employees and found a way to fix the Malibu in record time. Her great people management skills might explain why when GM was going through bankruptcy; she was put in charge of human resources for GM, an area she had never worked in before. GM hoped putting her in job would prevent key talent from heading for the exits during the bankruptcy process. It did. Sue Meisinger, formerly the president and CEO of the Society of Human Resources Management, says that Barras being named CEO underscores the importance of HR personnel working in and understanding different areas of their firms. “If you’re interested in a career path that extends beyond HR, you need to have experience in multiple facets of the business,” Meisinger says. She notes that for many HR professionals, their crowning achievement is to be the head of HR. Barra’s rise to CEO, however, will have many of these professionals shifting their career goals.

 

 

Questions 1. Because Mary Barra’s father also worked at General Motors, was her hiring an example of nepotism? If you were a business owner, would you want to hire relatives of your employees? What would the pros and cons of doing so be?

2. What role did Mary Barra play in advancing her career? What role did GM play in “growing” her career?

 

Sources: Dee Ann Durbin and Tom Krisher,“Barra Inherits a Stronger GM,”Associated Press (December 29, 2013): www.ap.org; Dee Ann Durbin and Tom Krisher,“GM Picks Woman CEO,”Associated Press (December 29, 2013): www.ap.org; Chris Woodyard,“Who Is Mary Barra, the Next CEO of GM?”USA Today (December 10, 2013);

www .usatoday.com; Mary Pyrillis, “Mary Barra, General Motors’Next CEO Breaks Ground for Women and HR,”Workforce (December 11, 2013), http://www.workforce.com.

 

 

 

 

Case Study 2 Loews Hotels: Training for Four-Diamond Service and More

 

Most people expect to receive great service at fourdiamond hotels. But that’s not good enough for Loews. The New-York based hotel chain, which has properties in 16 cities across the United States and Canada, tries to “wow” every one of its guests with high-quality accommodations, impressive surroundings, personalized service, and thoughtful amenities for a luxurious experience. A key element of Loews’ success is the extensive training it provides its employees. Annually, it spent more than 50,000 hours training its employees. Whether they work at the front desk, as housekeepers, accountants, or marketing managers, they learn about the big-picture goals of the company and how the quality of service differentiates one company from another in the hotel business. “The key is to train all departments of your organization to be customercentric,” says Jon Tisch, the company’s chairman. “Thinking about customers can’t be left to marketing and sales alone. Manufacturing, R&D, strategy, management, all have to be focused on the needs and desires of the customer.” Customer-facing employees at Loews undergo classroom training, including role-playing and simulations to learn how to deal with customers. “Living Loews,” a two-day training program, teaches employees not only the finer points of etiquette but how to really sell the Loews experience—even when things go wrong. “Part of this training deals with how to handle pressure, which is something employees in any industry are bound to face. We’re all human, so mistakes can happen,” Tisch explains. “But when they do, we train our coworkers to impress our guests with an extraordinary recovery that we hope they’ll remember even more.” Training sessions such as “Green” training, “Loews Meeting Experience,” “Loews Pool Concierge” program, “Spa 101,” and the “YouFirst” guest loyalty program ensure that customers of all types who use the hotel’s various services get top-notch service. The training does not end with the sessions, though. Once it is over, training managers go out on the front lines to do spot checks and offer feedback to employees to make sure the training really “sticks.” A train-the-trainer program and other managerial workshops such as “Communicating Loews” help managers promote the hotel brand and inspire their employees to do so as well. A comprehensive executive training program covers topics ranging from communication and salesmanship to public speaking and presentation skills. Loews also tries to “grow” its own talent. Its highpotential program offers additional training, development planning, and extra opportunities to employees who show promise. Most training managers, for example, are promoted from line-level jobs or from operations, so they know the company’s processes and culture firsthand. The company also has a tuition assistance program. To recruit undergraduates, Loews offers paid summer internships that allow students to work in a variety of areas such as the rooms division, food and beverage department, sales and marketing, and human resources. Each intern is assigned a mentor and given opportunities to network by attending operational meetings. At the conclusion of their internships they complete a report on their experience. Successive year internships give them exposure to additional functional areas, project work, supervisory experience, and ultimately the opportunity to join the company’s management training program. So successful is the training at Loews that even trainers are impressed. Douglas Kennedy, the founder and president of the Kennedy Training Network, which specializes in hospitality training, says he was knocked out by his experience while conducting training at Loews’s various properties. “I have never received more genuine, authentic welcome notes with my amenities, which were always a welcome treat after a long day of training and an evening of travel. Each note was personally written, and not just the standard ‘welcome to our hotel, hope you enjoy your stay’ messages. I also got to indulge in the supremely comfortable guest rooms and enjoy uniquely local dining options, décor, and overall hotel ambiance,” Kennedy says. “I have to say I’ve become a bit spoiled now by all this, and I’m sure it will be a rude awakening next month when I return to staying in more typical upscale hotels.”

 

Questions 1. How do Loews’s training programs relate to the company’s business strategy?

2. Why does the company encourage its employees to focus on the customers’ needs versus other metrics?

 

Sources: Amy Bertrand, “Luxury Hotel Trends to Watch,” St. Louis Today, (February 4, 2014), http://www.stltoday.com; Jill Busch “Training Reveals Rankings for 2011 Top 125,” Training Magazine, (February 8, 2011),

http://www.trainingmag.com; Ann LaGreca, “Loews Hotels CEO Jonathan Tisch on the Essence of Customer Service: Experience, Service and Quality,” Knowledge@Emory (July 11, 2007),

http:// knowledge.emory.edu; “Loews Hotels Named Among ‘Top 125’ by Training Magazine,” Hotel and Motel Management, (March 9, 2009),

http://www.hospitalityworldnetwork.com; Holly Dolezalek, “We Train to Please” Training 45, no. 3 (March–April 2008): 34–35.

UNITED NATIONS E-INTERVIEW QUESTIONS

Is there anyone who can confidently and with highest prescisionanser a set of United nations social development network (UNSDN) based interview questions. you will have to study their operations on their website in conjuction with the Sustainable development goals (SDGs).

My CV, the job application roles and responsibility to enable me clintchthe job. lets talk please

 

 

 

INTERVIEW FORM

 

Instructions? Fill in the appropriate answer giving only the most recent and correct details.

Q1. Tell me about you?

 

Q2. Why do you want to leave your current job? 

 

 

Q3. Why do you want to leave your current position?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q4. Why do you want to work for us?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

.

Q5. Why should UNSDN hire you?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q6. Where do you see yourself in the next ten years from now?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q7. What makes you want to work hard?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q8. What are your long term career goals?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q9. How confident are you that you can successfully perform the duties of this position and why? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

 

Q10. Describe a situation that would exemplify your integrity?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q11. How would you communicate the implementation of performance measurements so as not to panic a staff under your supervision? 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q12. What means of communications may be used to effectively establish a new policy? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q13. What type of decisions do you make in your current job? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q14. What are the benefits you can receive as a superior when you delegate work to your subordinates? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q15. Describe a situation when your work was criticized and how you responded to the situation? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q16. What measures would you implement to encourage employee involvement in a quality improvement program?

 

Open innovation………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q17. Describe a politically sensitive situation that you were in and how you handled the situation? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q18. Describe a situation when you are conducting a meeting and two participants are disrupting the meeting, what would you do? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q19. Describe the most significant responsibility you have had in your career and what it taught you? 

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q20. What experiences have you had in collecting data and writing reports based on the data?

 

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

 

Q21. If you where to start your own company, what would that company do?

 

Explain why the four steps involved in the controlling function are important

Need help responding to the 4 discussion post

Discussion 1

Steps of Control

Explain why the four steps involved in the controlling function are important. Why is a good understanding of the various ratios used by accountants and managers important to the controlling function? Give specific examples. Respond substantively to two other learners.

Guided Response:

Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond substantively to at least two of your classmates’ posts.

Jewel Richardson

The Standard control process consist of four steps (/Anthony & Govindarajan, 2007; Steers, Ungston, & Mowday, 1985):

Review the standards set in the planning process.

Measure performance at the strategic, tactical, and operational levels.

Compare performance outcomes with the standards that were set.

Make a decision.

These steps are important because in order for a business to prosper they must be able to identify and correct problems.  By following these steps it allow one to always check its business performance.  The various ratios are important because it allows management to review and identify a business lost or profits.  Being able to review these ratios helps management make the appropriate adjustments and corrections.  My husband own and runs a DJ Business.  He had to pay for his equipment upfront which make his business start off with a current assets.  As his business begin to grow, he must charges people and events for sales then pay out help which is debts.  He will need to budget all of this weekly to see how his business is running.  If his debt is higher than his income/assets he will need to review/measure/compare and finally make a decision of Successful or unsuccessful performance.

Reference:

Baack, D., Reilly, M., & Minnick, C., & (2014). The five functions of effective management (2nd ed.). San Diego, CA: Bridgepoint Education, Inc.

Jonathan Watson

Explain why the four steps involved in the controlling function are important.

The four steps involved in the controlling function are as follows;

Review the standards set in the planning process.

Measure performance at the strategic, tactical, and operational levels.

Compare performance outcomes with the standards that were set.

Make a decision: Successful performance should be rewarded and Unsuccessful performance should be corrected. (Baack, Reilly, and Minnick, 2014).

These steps are important because they allow control in order to ensure everyone stays aligned with the organization’s goals. According to Baack, Reilly, and Minnick, (2014) “The controlling process may be considered as a feedback device for company leaders” (Section, 7.1). Basically, managers can check and make corrections to make for sure company goals are met.

Why is a good understanding of the various ratios used by accountants and managers important to the controlling function?

According to Baack, Reilly, and Minnick, (2014) “Ratio analysis takes the financial information made available to the accounting and finance departments and helps company leaders understand how well various operations are running (Section, 7.1). Basically, “Information is power”, if leaders understand what department are succeeding and which ones are failing, they can incorporate more control and make corrective decisions and plans.

Reference:

Baack, D., Reilly, M., & Minnick, C., & (2014). The five functions of effective management (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/

Discussion 2

Changes in Management

Of the five management functions, which do you expect will experience the most dramatic changes in the next decade? Defend your answer. Which will have the least amount of change? Explain your answer. Respond substantively to two other learners.

Guided Response: Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond substantively to at least two of your classmates’ posts.

Justin Patterson

Of the five management functions, I believe that leading will have the most changes over the next decade. I say this because as the baby boomer generation is retiring, a completely different leadership style will take place from other generations. Younger generations are more tolerant in many aspects compared to older generations. They still expect hard work but are more likely to lead and not just manage a group of employees. Younger employees can relate to a younger manager or supervisor, therefore, they can feel like their opinions may be heard and understood better than from a generation of managers that do not understand, nor in some circumstances care to understand, their opinions and input on situations and how to better a company.

Out of the five management function, staffing will have the least changes. I say this because staffing functions will continue to be of the job design, recruiting, selection, training, safety, and labor. There aren’t many more changes in staffing that can take place. The hiring process is different for all companies, but, at the same time is the same. An employee puts in a resume, gets an interview and is hired or not. I do not foresee many changes in this process.

Kathryn Beasock

Changes in Management

Of the five management functions, which do you expect will experience the most dramatic changes in the next decade? Defend your answer. Which will have the least amount of change? Explain your answer.

The step that I believe will experience the most dramatic changes in the next decade is the planning stage. “Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization will pursue” (Baack, D., Reilly, M., & Minnick, C., & 2014). Due to swift and continual changes in social, economic, technological and competitive trends, it will be increasingly important for managers to plan accordingly. Managers must use the tools that are available to them to try to forecast potential changes in these fields if they expect to keep the business profitable.

The step that I believe will have the least amount of change is the leading step. “Leading in a business context consists of all activities to help people achieve the highest level of performance” (Baack, D., Reilly, M., & Minnick, C., & 2014). I do not expect much to change in the controlling process because the art of leading, regardless of market trends, does not change. The management or supervisors, leading the organization will still be required to inspire, motivate and direct the employees to perform at their best (Baack, D., Reilly, M., & Minnick, C., & 2014).

Kathryn

Reference

Baack, D., Reilly, M., & Minnick, C., & (2014). The five functions of effective management (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/