Planning, Organizing Leading and Controlling

Planning, Organizing Leading and Controlling


Organizing is a branch of management which revolves around the development of frameworks in the organization and allocation of resources in that objectives set will be achieved. This includes formulating job descriptions for workers in the organization to ensure that each one of them has a clear understanding of their roles and responsibilities.  Organizing involves division of jobs and coordination within different units in an organization (Cummings, 2014). This is also referred to as departmentalization and is meant to ensure optimum utilization of human resources. Many organizations today, focus on the equilibrium of employee expertise and existence of job variety. Job design focus on encourages cohesion and cooperative efforts by employees. Organizing, therefore, brings together human resources, financial and physical assets for maximum production which leads to maximization of profits of an organization (Hatch, 2013)

Part One

Functions of managers in organizing

Activity identification; managers have to identify all the activities that need to be done in the organization. These include stock management, accounting, marketing and documentation of records. The manager has to classify these activities into various sections in the organization. Classification enables managers to be able to easily monitor all the changes happening in these units of the organization.

Division of activities; the manager allocates equivalent activities into departments. This is called departmentalization (Scott, 2015). Activities that are in one way or another provide a basis for forming departments in an organization. Each department performs particular set objectives that in turn lead to the attainment of the organizational goals.

Managerial ranking; at the instance of creating functional units, the manager allocates authority to different managers in the departments.  The topmost managers are responsible for policy formulation, middle management undertake unit supervision whereas the lower management helps in labor supervision. Thus, efficiency is enhanced in the organization and coordination is maintained. In essence, there is the management of time, labor, capital and smooth operations since fewer errors will be made.

The cohesion of management and workers; managers, make it clear for employees of their duties and responsibilities thus they can know their bosses to whom they will report to and receive directives from. This continued interaction between managers and subordinates leads to ease of communication in the organization (Reynolds, 2017). Workers become more open to their managers and can raise issues that affect them at ease. This leads to more productivity as workers will feel that they are being appreciated and will hence perform their set duties and responsibilities with motivation.

  What goal of the four listed must be accomplished first?  Why?  Prioritize the remaining goals.

The first goal that should be looked into is; Prototype toy trials to be completed and approved by QC by October 31, 2017.This is because toy production is the major objective and all activities involving planning, organizing, leading and coordination all revolve around the toys. Prototype characteristics will determine plant capacity evaluation, labor determination, and capital allocation through budgeting and material sourcing. Tasks to be looked at include product design, consumer preference, product differentiation, branding and production cost per unit.

Prioritize the remaining goals

The second goal is 1.5 million toys to begin production by January 2018. This will help determine the production capacity of the toys. It will create a realistic picture of the toys to be produced. The tasks involved include production capacity insight, budget formulation, raw material sourcing, timeframe analysis and training for the employees to boost production.

The third goal should be; each plant to produce 375,000 toys by May 31, 2018. This will aim to meet the anticipated demand for the end year sales. It will help marketers obtain the toys for timely promotion and sales. The tasks include demand anticipation, market analysis, consumer analysis, product development and variety creation.

The final goal should be; Shipment to customers to begin in June 2018. This will ensure timely dispatch and orders are met and help the company initiate their sale programs, and the company can accomplish logistics. The tasks are logistics, warehousing, insurance, financing, and policy adherence.

Part Two

 The reasons for the moral problem, explaining why and how motivation relates to change

Motivation is a responsibility of the management. It translates in productivity and team effectiveness (Cummings, 2014). You ought to play a major role in motivating the employees. The motivational issues of the employees in the galaxy toys inc. Erupts because the capacity of production of the 3D printers. Improving the employee’s morale will aid them to realize the fact that they can boost their capability regarding speed and exactness to see if they can obtain similarity inexactness and speed. Joyce’s advice to Yu should be to allocate some time to his workers. He should spend a considerable amount of his time trying to create a connection with his workers. He should not only undertake his management role but rather should inspire and motivate his employees in accomplishing the tasks ahead of them with the aim of raising productivity to a much higher level. He should often coordinate with the workers to determine whether they require appraisal, awareness or more complex duties and responsibilities. He needs to create a close relationship to harness trust. The workers need to feel supported by management. They need to know that management cares and is concerned about their wellbeing. Yu should have the ability to handle change. Initiating and implementing the operation of the 3D printers introduced change into the organization. The introduction impacted the employee morale through de-motivation.

The actual ideas and the specific ways Yu should take to motivate his existing employees in an effort that will build morale and keep production levels on track for the current contracts and the new project

Yu need to work on removing hindrances to encourage employee involvement in the production. Instead of advising them, he should instead receive opinions from the workers on ways of adopting the change and harmonizing the workplace environment. This will help boost the worker’s morale since their opinions count in the solution. Yu can also opt to raise the remunerations due to the employees regarding salary and other benefits. Increased salaries will boost their morale and encourage them to improve skills and expertise. He can also adopt performance appraisal for those workers with good performance records. He can also choose to offer rewards on a good performance. It may be either through gifts or promotion. This will, in turn, enlighten the employees. It makes them feel appreciated and are part of the organization.

Part Three

 Measurable Factors Standard Toledo Dayton White Plains Huntsville Juarez
Cost 5.56 5.67 5.87 5.45 5.52 5.01
Time 2.36 2.32 2.46 2.31 2.32 2.69
Quality Control Problem Ratio (per 500 units) 1 2.5 4 1.5 1.75 8.75
Training Time (per hour) 30 35 38 45 48 25
Shipping Problems/Damage (per 10,000 units) 1 0.333 0.222 0.133 0.178 0.4
3D Problems (per 10,000 units) 0.2 0.25 0.286 0.111 0.1 0.4
Total Number of Pieces Produced per year 375,000 435,000 455,000 550,000 525,000 378,000


Interpretation of the data

According to the production results, the average units produced during the period were 453,000 pieces. Looking at the training time, Juarez took the least training time while Huntsville took the longest. As a result, a higher value of quality controls problems of 8.75 as compared to that of Huntsville of 1.5. This shows that proper training corresponds to the quality of toys produced. It also corresponds to the time utilized in the production of the toys. The more training time allocated, the lesser time utilized in production. This is seen between the two branches: Juarez and Huntsville. In the case of Juarez, it took less time (25) in training and resulted in a much higher figure of 2.69 in the time taken to produce the toy. On the other hand, Huntsville took more training time and thus was able to produce in much lesser time. This shows the impact of intensive training in production. The higher the time allocated in training, the lower the time utilized in production and the higher quality realized in production.

From the data, it can be deduced that ample training is a critical element in ensuring quality toy production and lesser time utilization in production.

Using White Plains and Juarez branches as an example; White Plains took 45 hours to train its employees whereas Juarez only used 25 hours. The quality control problems were 1.5 in White Plains while the ratio for Juarez was 8.75, and the time taken for production was 2.31 and 2.69 respectively. It can be concluded that the more the hours are taken for training, the lesser quality control problems encountered. This is because the personnel used for the production will be more careful and confident in what they are supposed to do since they have been well trained. Additionally, too high-quality control problems result in increased time taken during production since the process will not be as smooth as in where quality problems are lower. Therefore, it can be concluded that it’s essential to take training more seriously to avoid the problems that are met during the production of toys.

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