Assignment on Principles of Management

There are many factors that constitute on how to achieve excellence in management especially in the case of Starbucks under Howard Shultz. Indeed, management is getting things done, through efficient means that would maximize profit while keeping costs down. In order to be competitive and for an organization to be successful in the field of management and to be productive, there are lots of things to be considered.Such aspects are the performance of the leaders or managers of the firm and the performance of the firm as whole, safety measures regarding the management, risks that will come along that the organization are going to face and ways to overcome them, and the influence of consultation (Pollock, 2001). In line with these factors that management of organization must consider are the needs of the organization. These needs can be achieved through the knowledge of the management and technological approaches the management would choose (Barclay, 1997).Dealing with those needs is im portant and constitute to the excellence in management. There are lots of experiments on how to achieve excellence in management was done by Shultz in achieving the status Starbucks have today. Some findings are the need to change strategies, designs that can be used to evaluate the organizations’ success, measures as standard basis, methods and ways to adapt to a complex environment; whether to stay with their current strategies in a constant environment or to change due to the changing environment, and many more (Resources, 2006). A.Ways to Achieving Management Excellence 1. Excellence through Performance Management One design that will constitute on the excellence in management of an organization is through the giving incentives to the individual. This will be dependent on their performance in their field of work. This is called the pay-for-performance system (William K. Redmon, 2005). For the simple reason, the aim for additional income, the individuals’ developmen t can be achieve by doing this. By doing this, the gap in the individuals’ goal and the organizational goal can be lessen or even better, will be gone.In addition, the costs of goods and services are also in its minimal due to the incentive pays that motivates employees. This motivation factors makes employees to become more productive. In fact, some of the companies are now changing their way on how to pay their employees, from normal salary basis and or hourly basis wage systems, to payment based on the employee’s performance (pay-for-performance system). As of this time, organizations are having difficulty recruiting workers. This may be due to the minimum wage salaries that they offer.Because of this reason, the firms and other organizations are thinking of ways on how to attract new workers and to retain the old ones. Other companies have the way of increasing the employee’s salaries, thus making an addition to their expenses and labor costs. In addition to this, performance of these newly hired workers cannot be said to have reached the organization’s needs. Then the need for performance improvement are then on the play. Here comes the study on how to management motivates employees that will become a great use in achieving organizational goal.Organizations have used incentives using incentives such as additional pay depending on the performance of individual employees (Studies, 2004). What others have done is to give those who are in the hard work for the organization’s goal some incentives in the form of not a monetary value but for the recognition of their behaviors. Such examples of non-monetary value incentives are promotions. Most organizations do such things like this for motivating their employees to be more productive. Together with the individual’s aim for promotion, is the organization having greater profit and lessens the costs of services.Other non-monetary value incentives are recognition of the empl oyees, for example, employee of the month award, best employee of the year, and many more. Such behavioral way of motivations is of great help in achieving excellence in management of an organization. Implementation of a goal through goal-setting program can be used by management to evaluate employee’s performances. Feedback program can be added and to this method. Feedback may be of good or bad based on the goal settled by the organization. For employees perception of this settled goal may have different effects depending on the individual.Some responds to the better productivity, while others have done absenteeism. An increase in productivity means the goal settled by the management served as a challenge and thus motivates the employee for better work. On the other hand, this served as constraints for other workers. Feedbacks however are used to chase away criticism but are used for employee’s performance evaluation. That’s for the reason that criticisms are a gents of exploitation that management didn’t want to interfere with the management.What feedback supposed to do is to give an evaluation, whether it may be bad or good, that will serve as a constructive criticism to employees. If the feedback was bad, that doesn’t mean that the employee was bad at all, but to show the deficiency the employee have and to overcome for the employee to overcome this. If the feedback was good, that means that the employees work was recognized and then the tendency of being a more hard working employee will come up to the mind of the employee. This is how behavioral management in an organization plays.II. Management Practices: A. Comparison Let’s take a look at some organizations/companies that won some awards regarding the excellence in management. For the supply chain excellence, the Starbuck’s Coffee chain having the strategy model of high-speed build-to-order delivery services has been recognized. The Starbuck’s Coff ee won one of the dealings on the supply chain excellence; speed. To measure the excellence in management of the Starbuck’s Coffee, a checklist was made with all the criteria of being excellent in management as the standard basis.