Companies motivated to improve governance should seek to prioritise specific measures to ensure that proper attention is given to the most urgent tasks. It is important for an organisation to ensure that it identifies and prioritises various corporate governance mechanisms so that it can be efficient in its activities. This will ensure that everyone in the organisation understands what needs to be done, when and why. It will identify expected results and benefits and identify those responsible for implementation. A formal plan will also create accountability of all involved in the governance transformation process (Business Information Agency 2006).
For an organisation to be successful, it needs to ensure that it balances and sets priorities. These are fundamental issues that must be addressed in a formal way. This way, an organisation is able to achieve better results in its activities. This paper illustrates the factors that should be considered in order to help an organisation prioritise tasks. It discusses the manner in which issues such as self-examination and corporate governance enable a person to gain proper vision regarding the various practices that an organisation engages in. The paper highlights sources of governance, guidance and advice and lays out recommendations for the development of a formalised action plan for governance improvements (Business Information Agency 2006). Companies Circle members` experiences are presented throughout the chapter.
When leaders of companies first become familiar with good governance practices and become aware of the benefits achieved by those, who have adopted them, they usually begin looking for ways in which they can cope with issues such as pessimism and optimism in an effective manner. This influences their attitude about their organisation.
The pessimists
Organisation may be seen as if improvements are not possible within an organisation, especially if the management sees that the policies and practices do not reflect the desired goals of an organisation. In this case, the company’s leaders may lack a clear understanding of where to start or how to achieve desired results given available resources (Dotinga & Kwiatkowska 2002). In this case, they may not have an idea on what practices they should adopt to enable them to come up with effective governance practices.
This kind of attitude can force companies to give up on the governance transformation process. The gap may appear to be impossible to mend. Most pessimist leaders should be given some ample time to understand their strategies so that they can devise the most effective ways of implementing their governance practices in an effective manner (Dotinga & Kwiatkowska 2002). In this case, it is important for them to understand that in order for them to improve their governance procedures, the progress that they achieve would reap benefits to them in the long run for everyone in the organisation.
The optimists
However, there are those leaders in an organisation who appear to be optimistic in all the activities that they undertake within an organisation. They may even fail to be realistic in terms of implementing effective governance transformations. In this case, they may believe that the strategies that they adopt can help improve the operations of an organisation. In this case, they may fail to be realistic enough in terms of setting goals and priorities for the organisation. They might do this by reflecting on other organisations which fit their own goals and experiences. However, they might do so without considering whether they have sufficient resources to cope with the demands of the organisation (Gold, Thorpe, & Mumford 2010). In this case, the overly optimistic leaders may feel that if they make a decision, the latter one will make it possible for the processes to flow efficiently. However, this kind of an attitude is carried with risks that can lead to losses, thereby discrediting the entire organisation.
There are various factors that influence the manner in which prioritisation of governance can be improved. There are those companies, which adopt good policies in certain areas, whereas there are other companies, which adopt weak strategies. In this case, it is evident that there are certain cases whereby some companies adopt efficient governance policies. However, inefficiencies in cases, such as auditing, may land an organisation into serious problems (Dotinga & Kwiatkowska 2002).
Some domination measures need pre-conditions, while others are stand-alone. This way they can be addressed independently without relying on other measures. There are some measures, which are easy to implement, while there are other ones, which are difficult to implement. In this case, the measures that are complex to implement often lead to resistance (Gallop & Hafford-Letchfield 2012). In this perspective, therefore, it may take more time to implement the project. As a result, such a variety of measures aimed at implementing transformation may help an organisation identify its priorities in an easier way.
Motivations Drive Prioritization
The motivation that is given to people often makes it possible for the people addressing the measures to move at a consistent pace. This sets the pace for the agenda.
There are those companies which are known to look for investors who hold minority positions in the organisation. In this case, they hope that their rights will be respected. As a result, the governance policies and shareholder rights reflect that necessary measures should be adopted to enable full participation of the shareholders. In this case, they need to be given the relevant information regarding the performance of the organisation, so that they can participate fully within the organisation.
There are those companies which seek to improve the operational skills as well as improve their decision making processes. In this case, therefore, it is important for an organisation to define the rules and procedures, which would guide the decision making process of the shareholders.
Most governance measures also play a vital role in terms of optimising various family-owned businesses (Gallop & Hafford-Letchfield 2012).
There are those companies that face these types of situations simultaneously. In such situations, the leaders of the company are the ones who are endowed with the duty of deciding where to start, depending on the areas that, they think, are in an urgent need to be intervened. In this case, therefore, in terms of prioritising governance, the size of a company needs to be given more emphasis. The human and financial resources that are available should be directed in such a way that they meet the demands of the organisation. Moreover, internal issues should be also analysed in order to determine the impact that they have on the investors (Ibp Usa 2005).
In order for an organisation to benchmark effectively, it needs to look for ways that can enable it gather critical information by putting into consideration the shortcomings and successes that may befall a company. This makes it possible for organisations to learn more about the effectiveness of the policies that they adopt to succeed in the market. This way, an organisation would be able to adopt the best practices that can enable it to remain competitive in the market (Gallop & Hafford-Letchfield 2012).
The goal of this analysis is to focus on wholesale enterprise “Tumen battery” that sells domestic chemicals and auto batteries. The number of workers in the organisation is 42. It is a branch of the bigger firm “Luch”. The organisation is a family-owned business. In this study, I will investigate how to improve inside services in warehouse (How to improve speed of goods collection). I believe that without it we cannot improve our services. I think it can play a big role in terms of establishing a computerisation warehouse as well as improving equipment present in the warehouse. The next step will demonstrate the manner in which high-quality China goods can increase our assortments and bring profit within the next one and a half years. However, the cause is an incompetent situation which is composed of old contracts (Ibp Usa 2005).
In the case of the warehouse I will focus on data size, temperature inside the warehouse, how many workers work there, how many transport we have for loading and shipment of goods. I will also choose special software for allocation goods, not only real but also virtual ones, which will allow faster searching of the commodities. Moreover, I will speak with the chief manager to share his ideas and information. As for China goods we already ordered one test container which will arrive next week. After that I will see what types of goods are present in the store and analyse how they can compete with other goods on the market. This is because I have analysed the market and noted that not many people sell these types of goods. The thought of how I can promote this product has also been on my mind. To be successful in this activity, I will speak with people who ordered and chose the goods from test container.
Moreover, I will have a look at Warehouse keeping book. The source of information will comprise of internet resources. However, when dealing with China next time I will require a purchase invoice; that will help me in carrying out the next investigation. In this case, the teacher provided various comments regarding the project. For example, Maxim was regarded as an interesting topic area of improved warehouse service.
To realise my objectives, I will introduce the company briefly and in general terms as well as indicate the plan which needs more details in terms of organisation background, methodology and why I chose this topic and secondary research. I also looked at internal issues regarding warehouse operation and this is regarded as primary research.
Though primary research is not a requirement for this report, it will be based completely and solely on secondary research. In this perspective, secondary research indicates looking at textbooks, professional journals, and credible websites. It might, for instance, look at the whole area of logistics and transport management, and I am sure there are a lot of relevant materials about it. This will be the primary focus of the research.
Discussion
For this report I described structure of the company engaged in wholesale. In detail it describes functions of the general director, the finance director, the accountant and the warehouse organisation. The second paragraph tells us about activity and role of the chief manager in the firm. At the end of the report we will see what difficulties can arise in relationship between subordinates and chief manager and ways of problem solution. “The Tyumen accumulators” is a branch of “Luch” company, where structure is much more difficult. However I consider “The Tyumen accumulators” separately, as at this stage of development the main goal is to have a closer look at the company`s independent work.
Organisational Structure
“The Tyumen accumulators”, the wholesale enterprise, start its activity with simple linear structure, in which distribution of powers goes from top to bottom. As responsibility of workers of top levels increases, there is a need to increase power of specific employees of lower level of management, having assigned to them only advisory functions.
General Director
CEO takes responsibility for the affairs of the enterprise. He plans and analyses the structure of the organisation, determines personnel policy, and solves the problems of the company development. For the purposes of prevention of incompetent decisions` acceptance by CEO and excessive concentration of power, the special managerial divisions are created, owning more detailed and deep information.
Financial Director
Financial Director analyses, forecasts and accordingly develops the strategy of the firm’s finances. He heads the finance department. He defines the credit policy, i.e. the appointment and placement of credit. Allocation of the company` funds also requires a thorough analysis of the financial market, the ratio on its supply and demand of goods at the time and the ability to predict the situation. The Finance Department works in three main areas. These include Marketing and Finance, Financial management, and Public relations.
Accountant
An accountant is appointed by director and reports directly to him. The accountant provides control and reflection on accounts of all operations conducted now, the provision of intelligence, drawing on time accounting, providing (together with other services) economic analysis of financial and economic activities of the company.
Storehouse
Despite the automation and advanced equipment, some of the most expensive operations in the wholesale distribution are operations related to receiving, storage and shipment of goods. Total operating, handling, transportation, and manufacturing operations are processed in the warehouse. Organization depends on the period when goods are transferred from the supplier to the consumer. The warehouse is divided into three main stages. These include goods receiving; storage; and goods issue. The main stages of the goods receiving process comprise of unloading of the goods; checking the number of goods; acceptance of the documents; and checking goods.
The warehouse officer and the storekeeper
The work process of the company, for which I have the honour to work, is as follows: the product arrives at the warehouse with the accompanying documents. The warehouse or the storekeeper shall be present during unloading, since he actually performs identification of the goods, specified in the accompanying documents. Extraction is not performed, but the package is checked for integrity and deformation. After registration of necessary documents, goods registration is made.
Storage of the goods includes accomplishment of the following transactions. Organisation of warehouse space: placement, movement, replacement of the goods; creation of necessary storage conditions and reliable protection of the goods; organisation of the goods accounting; possibility to use weight-handling equipment; and other transactions.
Chief Manager
The chief manager takes responsibility for managing department’s work and provides its control. Besides, he is responsible for the profits which are growing out of all firm`s activities and he has the maximum degree of freedom within general control. Work of department is conducted in the following directions:
– Development of partner relations and intermediaries;
– Strategy development at the moment;
– Collection and handling of information on competing firms and their price policies;
– Exchange of information with partners;
– Determination of the price policy;
– Carrying out exhibitions and promotion activities;
– Clerical work.
Before bringing the unknown or little-known product to market, the market research should be conducted; it helps to determine the feasibility of this product.
At this time, the complex of promotional activities should be implemented:
– Prestigious advertising lengthy complex activities related to popularise not only goods, but also its manufacturer should be conducted; it would help to advertise a trademark of the company: technical advances, high quality of all products. It stirs an interest in this company and its products; the company maintains the product for some time (but not too long) and gradually releases this product for sale on the “fertile soil”. Chief Manager forms pricing policy.
When conducting a market research information that is not available from official sources should be also collected. Managers requests and receives required information from existing and potential customers, sometimes from suppliers and various experts. Possession of information and related analysis helps in avoiding many difficulties, adjusting the company`s behaviour in the market.
Communicative wall between subordinates and manager
The various issues that are prevalent include the typical errors and salvations and stereotyped response. However, to understand the situation, the head manager often uses stereotypical demotivated phrases. There should be no hasty decisions made under the influence of passion. Better try to keep a clear head, during critical situations and don’t make– a decision without understanding the situation.
Certain situations often cause unpleasant associations (memories). In such cases, people react, not understanding what is really happening. But the more you comprehend the situation, the better it will be able to react. Sometimes, there can be an incorrect assessment of value problems. Person can make a decision about particular problem depending on his/her mood, unpleasant associations that this problem has been caused. Employees are particularly unhappy that the same problem in a different time is estimated differently by the Head manager. Another common issue is insufficient analysis of errors. For example, an employee performs a new task. Boss tells him, “How long are you going to do this?” But he really did not understand why the officer performed the work slowly. Always try to find out background events.
-Insufficient account of the different target systems.
What goals are crucial in taking action by director: business goals, personal goals, team goals as a whole? Determine what you are going to achieve when using specific measures. If necessary, it is important for a person to set priorities.
-Insufficient account of the actions` effect.
When making decisions, the head of the company must constantly ask, “What are the unwanted effects that this behaviour can have on my team?”
-Lack of consideration of different points of view of the manager and staff.
It is known that most readily man does what decided independently. So if possible, involve your employees in a decision-making process.
-Unrealistic self-esteem.
Subjective assessment of your own success affects the selectivity of perception, i.e., evaluating our own success we particularly highlight the positive aspects and negative retouching. We tend to justify our decisions in other people`s eyes. On this basis, the head of the company feels that his actions are confirmed, and so they appear with even greater force. Discuss from time to time with colleagues the measures to which you resort as a leader.
Barriers to understanding the chief of subordinate
One of the problems faced by managers is the inability and lack of knowledge of ways of putting themselves on someone else`s place.
Conclusion
The company has a fairly complete line structure at this point of development. Each person is in place and does his/her job to the fullest. General Manager has a lot of freedom to make decisions and can act independently in some cases. The relationship between subordinates and superiors is therefore going to be satisfactorily in nature.
