Managers are tasked with the role of problem solving throughout the processing of achieving the goals set by their firm. They ensure that all the availed resources are utilized and the human resources allocated appropriately for maximum production. They not only solve problems that their organizations face bit also ensure that deadlines are met and all the objectives achieved. Essentially, managers focus on four main functions including planning, organizing, leading, and controlling (POLC).
In the planning phase, the manager schemes out the procedures required to achieve individual objectives such as increase in revenue or increase in clientele base. Planning could entail actions such as change of inventory, hiring more human resources, as well as investing more in advertising. With a well laid out plan, the manager is then able to organize the team by assigning different roles and responsibilities to different people as well as lead them by example.
The managers are also able to control the labor force by ensuring that they do not deviate from the original plan meant to realize objectives. The elements discussed below detail the last three functions in the managerial process including organizing, leading, and controlling based on Biotech Health and Life Products, Inc.
Organizing
The managers has a role in the implementing the organizing function of the managerial process. The company uses a large base of resources that must be assigned to different tasks in the organization and in specific quantities to ensure optimal production (Freytag, Munksgaard, Clarke, " Damgaard, 2016, p.6). The manager must ensure that there is a synchronization between the finances, human resources, and physical resources by liaising with the different managers from the procurement and inventory department, the HR department, as well as the accounts department.
The role of Luis Montego was to be the ideal model for Biotech Health and Life Products, Inc. to ensure that all the other branches of the organization can follow his example in rolling out the new products. As a manager, therefore, Luis must address several areas incorporating both the new and existing production projects. He must focus on the technology, production lines, the cost of the materials, research and development, production cost, as well as human resources.
Technology
With new products, there is need for an upgraded production system. The machinery and technology used in the production process must be updated to meet the current needs of the organization competing in the set market standards (Freytag, Munksgaard, Clarke, " Damgaard, 2016, p.7).
The machinery and technology used must be very specific as well as effective since the new products must be packaged in such a way that they are protected from direct sunlight. Additionally, with an added product quantity, there is need for movement machinery such as conveyor belts to make the movement work easier.
Production Lines
The production area must have a layout that ensure the complete production of the new pill from beginning to the end. The layout must be efficient since it will be replicated in the entire organization’s branches. The production line should cater for the creation of the pill, recording it in the inventories, as well as transporting it to the retailers. With the current production line, there is need for additional space and conveyor belts designed to protect the product from direct sunlight.
The Cost of the Materials
The new production calls for new raw materials added to the organization’s inventory. Since the ingredients for the new product are not sourced from the same place, there is need for the manager to plan the most effective way to acquire the raw materials. With Burra Gokhru and Chinaberry being sourced from India, the manager could, in this planning phase, consider different suppliers for the two main ingredients and at the most cost effective shipping contracts. Moreover, the manager could consider using other ingredients that could be used as substitutes and thus reduce the cost of raw materials.
Research and Development
With a new product, there is need to have effective research conducted from the start to the end of the production process. The manager must look at every step involved from the designing of the product until the final product is realized. Moreover, the research and development process must proceed even after the final product has been rolled out to ensure that the changes needed to be made on the product are not missed. As such, the organization will end up having the most effective products among all the competitors.
Production Cost
A new production project requires an increase in labor costs as since more human resources are needed in packaging and shipping the products. Moreover, more inventory will be handled requiring more laborers to handle the products. As such, Luis must focus on the organization’s need to operate at a lower production cost. Otherwise, the company will end up losing money even before the products get to the merchants in the market.
Skilled Human Resources
The workers in the production line are required to have experience in the operation of the machinery. The higher the skills among the laborers, the more quality and effective the new product will be. Moreover, the skilled laborers must be well vetted since they receive more pay compared to the unskilled laborers. Additionally, the manager must ensure that there are appropriate measures put in place to ensure that the employees receive regular training. The roles should be assigned in such a way that both the skilled and unskilled employees have a role to play in the entire production process.
The role of Luis Montego that requires immediate action is ensuring effective research and development is done. The ingredients to be used should be considered from a wide range of considerations such as the cost of importing them from India and packaging them. Research will go into what should be done to reduce the production cost as well as seek alternative substitutes to the ingredients to ensure that the substitute with the minimum cost of production is used.
Leading
It is the manager’s role to lead by example. Leading ensures that the objectives set are achieved and the plan laid out followed in the most effective manner. The manager as a leader must foster communication, motivation, guidance, as well as encouraging the laborers to stick to a common objective set for the organization.
The reason for the morale problem in Luis’ organization is inequality among the employees. For instance, most employees were disgruntled by the fact that employees foreign to the company were being employed at a higher pay. The employees felt that the managers were unfair by denying them opportunities to take up the roles through promotions.
The manager must identify the opportunities that will motivate the existing employees to achieve the highest levels of production such as considerations for higher paying jobs (Schraeder, Self, Jordan, " Portis, 2015, p.57). Despite Luis not being in a position where he can add the employees their salary, he has a role of having the employees regain the trust of the employer as well as advocate for them to the human resource department. Consequently, Biotech will be able to maintain their conducive work environment. When the employees realize that their leader raised their concerns to the relevant authorities, they feel satisfied and continue working optimally while their issues are being addressed by the supervisors.
Controlling
With all the managerial functions set in place, the manager oversees the whole process ensuring that the production meets the goals and any corrective action to a process during production is detected early enough. For the new pill, the standard specification were published for the first productive year. From the published results, it was evident that Biotech standardized quality control for the pills, the shipping concerns, the quantity of production, the time for production, as well as the cost for producing every 60 pill bottle.
Out of the five branches that were evaluated, only Detroit operated at a higher cost per bottle. The rest that operated below the cost per bottle included Sao Paulo, Los Lunas, Melbourne, and Wittlich. The five branches were also operating below the quality standards for control. The Sao Paulo, Melbourne, and Los Lunas branches need to focus on shipping per damage while Detroit ought to focus on their production time and reduce their high cost.
Sao Paulo, on the other hand, must reduce the cost of damages. At Melbourne, the production is at low time and cost resulting in high volumes. Nevertheless, all the branches meet the production levels of 400,000 annually. With corrective action, the organization will be able to address the cost per bottle as well as the time taken in production for every unit being among the most important internal controls. Otherwise, the consumers will not like the product and this will affect all the other products that the company will produce in future.
Planning Team Report
To sustain long-term profits, the recommendations include making considerable monetary investments for the building of infrastructure since more equipment need to be accommodated for standard production. Additionally, the managers of the business should consider the locations of all the branches to ensure that the operating environment is conducive. As such, the company will experience good quality products. Finally, there is need to develop leaders and managers from inside of the company. Hiring opportunities should first be given to existing employees. Alternatively, if the employees do not match the required profile for candidates, the organization should consider training them thereby giving them an incentive to grow as professionals everyone in their field.
Conclusion
The above discussion shows how a manager should operate and reach valid conclusions. The managerial functions of planning, organizing, leading, and controlling are vital for any successful business. A manager is able to follow a distinct plan and also make recommendations depending on the available resources. They are also able to identify problems in early stages both in the production process as well as the workforce and as such take the appropriate corrective actions in the leading stage. The succeeding and failing branches and departments can also be identified early enough when a manager focuses on their controlling role resulting in the long-term success of the company.
References
Freytag, P. V., Munksgaard, K. B., Clarke, A. H., " Damgaard, T. M. (2016). Organizing and strategizing in changing networks: Contributions to theory, methodology and management. Industrial Marketing Management, 58, 4-10.
Schraeder, M., Self, D. R., Jordan, M. H., " Portis, R. (2015). The functions of management as mechanisms for fostering interpersonal trust. Advances in Business Research, 5(1), 50-62.
