Kraft FoodsEssay Preview: Kraft FoodsReport this essayMost would agree companies have aspirations for great success and continual, positive growth. If growth and success was not a common goal, there is a probability most companies would not be in business for long. With the exclusion of small, one-man operations, the greatest asset companies possess is staff. However, how well a staff is managed is the difference between a good or bad company and its likelihood for success. According to the (Rue and Byars), there are three areas to the management process, which consist of managements tasks, roles, and skills. Although each process of management are extremely important to develop successful managers, consistent improvements in conceptual, technical, and human relations skills are by far the most important as it relates to the direct influence on staff.
The business world is consistently evolving, and as technology and consumers taste change, companies are forced to think of new and more innovative ways to do business in a competitive marketplace. While in a rush to remain viable, managers sometimes fail to realize change takes times, as conception to implementation often takes years. Senior management is often far removed from the daily functions of each department; they rely heavily on statistics and the input of middle management. As it is impossible to know the working details of every position, to a fault middle management rarely takes into account human error, or trusts the input of staff members who work intimately on the companys objectives daily.
As technology advances, companies are forced to make drastic changes in order to revolutionize the way they are currently doing business. As many workers are not receptive to rapid and drastic changes, managers tend to take the “business as usual” approach. To stay current, senior management often adopts new systems that promise streamlined, efficient processes, but normally at the staffs detriment. This lack of cohesiveness, compounded with training on new systems, workflows and processes usually conflicts with the daily business at hand, and results in poorly trained staff, confusion, and a stressful work environment.
While strong conceptual and technical skills are both important to well versed managers, human relations skills are by far the key component to successful management. It is believed that many managers approach their job vigorously with high expectations. There is also the expectation with the companys continued growth; they will experience their own personal growth and success within the company. However, the same expectation for development does not often carry over to subordinates, or only a few hand-selected individuals are positioned for advancement. Although occasionally inadvertent, these practices tend to create a glass ceiling affect. While Middle level managers eagerly climb the corporate ladder, some shun ideas and suggestions of subordinates
A typical project would involve three companies: the top-down, first-level, and all-stars. The top-downs are the workers who get hired. Each of the companies have their own strengths and weakness in every area of leadership. In many cases, the only goal of the top-down workers, while their superiors might be interested in their career development, is to gain their loyalty. As managers, however, the only goal of their subordinates, for what they are doing, is to achieve something.
Why should an engineer and an expert team be compared? How should they be compared in comparison to a business organization, which has a single person? The most important differences are in their training, experience, and the structure of the company. For example, the engineer (one of the leaders) is expected to be the main leader. When they are already well versed in an industry, the group leaders are expected to improve. If an engineer and a major expert team are held to a separate standard, they are compared to an organization, which has a single person. This is sometimes referred to as the single organization. In order to compare what an organization has to offer (in terms of product, service, and leadership skills), a company has to present solutions, to be successful and compete strongly in the enterprise. In these organizations, the majority of management’s responsibilities are to serve the managers, rather than to assist them.
Who is an Engineer to Lead a Business Organization?
The following diagram is an outline of the roles assigned to engineers in an industrial organization. To compare these organizational roles, we refer to three different groups with different basic responsibilities in which the following two groups of employees are included:
The top-down engineers
The technical team (e.g., one of the technicians)
The third group includes the senior and senior leadership. It refers to the people and their interests based on performance, knowledge, and service. The highest and lowest engineers of each group are expected to take care of the staff, manage the operation and control, and perform technical work. They all have different levels of skill and individual responsibilities. The first two groups were the technical team (e.g., with a degree degree in computer science), the senior-led team (e.g., full-time in this occupation), and the senior-led team (in this position, with a certificate from the European Community). They all have different roles and different levels of responsibility. These two groups tend to be held together on similar axes. In their respective roles they work on production, business, and operations.
The technical team typically represents a group of people who can execute product plans, manage the business operations, and manage a team. The technical team represent engineers who handle technical and financial problems in the production, business and operations, both domestic and international. These groups are typically in the same category as managers. The technical group have their own expertise and also have different responsibilities. They work on individual projects and for organizations with similar business environments.
The technical team also represent engineers who help in the execution of certain