Need 1 PowerPoint Slide Per Issue: The Issues Are Below

Need 1 Powerpint Slide Per Issue The Issues Are Below With All Of Th

Management Process DC has identified and recommends that CanGo revise their management process which is out of line with other successful corporate structures, their process is broken and not working for them. First we need to figure out what exactly a management processes is and how does it work. By definition, a management process is “a process of setting goals, planning and/or controlling the organizing and leading the execution of any type of activity, such as: a project (project management process) or. a process (process management process, sometimes referred to as the process performance measurement and management system)». (Definition of management processes) So in other words, it is the starting point of the business as well as a guidance tool.

In order for a good or rather great management process to happen in your job, you first must have the right people. So this means people who are genuinely patient and can multi-task two or more problems at once. For instance, in Can-Go`s situation, if they had, had a good management team in place we believe that their managers would of put a little more thought into going out and spending money on a machine they really had no need for. Also we think that had they had a good management team, they could have been more prepared for what could lay ahead for their job and future at Can-Go. Now our group is not saying that buying the machine was a horrible idea, we just do not really think it was the best time to.

We believe that this piece of equipment could have been bought future down the road when there was enough business in the company to be profitable. But, at the end of the day it usually comes down to the management team for a vote to see what passes and what does not pass.

Paper For Above instruction

The issues identified in CanGo’s management and organizational processes highlight critical areas needing restructuring to align with successful corporate practices. Effective management processes serve as the backbone of operational efficiency, guiding goal-setting, planning, organizing, leading, and controlling activities within a company (Drucker, 2007). In CanGo’s case, its current management is perceived as dysfunctional, emphasizing the importance of having a competent and strategic management team to oversee decision-making and resource allocation.

A fundamental element of a robust management process is the selection of the right personnel. The management team must possess patience, multitasking ability, and strategic foresight. For instance, the decision to purchase a new machine without thorough consideration exemplifies a lapse in management judgment. Properly evaluated, such investments should be timed to coincide with sufficient business growth to ensure profitability (Daft, 2015). If the management team had engaged in comprehensive planning and analysis, they might have recognized that the timing was not optimal for such expenditure, thereby avoiding unnecessary financial strain.

Further, strategic decision-making policies are essential to prevent impulsive investments. A participative approach involving votes or consensus among managers could have mitigated premature or poorly timed investments. Empowering managers to scrutinize expenditures aligns with best practices in corporate governance and risk management. Modern management emphasizes data-driven decisions and collective accountability (Porter & Kramer, 2011). Therefore, CanGo must implement mechanisms, such as structured decision protocols, to improve oversight and prevent individual managers from making unilateral choices without proper evaluation.

Revamping the management process involves redefining roles, establishing clear procedures for decision-making, and fostering a culture of accountability. Training managers in strategic thinking, financial analysis, and risk assessment can bolster their capacity to make informed choices. Additionally, integrating performance metrics linked to strategic goals creates a feedback loop that enhances continuous improvement (Kaplan & Norton, 1996). These steps can form the foundation of a leaner, more agile management system capable of adapting to market changes and internal challenges.

In conclusion, CanGo’s management process must evolve from a broken, reactive system to a proactive, strategic framework. This development requires careful human resource planning, participative decision-making, and ongoing training. By aligning their management strategies with proven best practices, CanGo can improve operational efficiency, optimize resource allocation, and position itself for sustainable growth amid competitive market pressures.

References

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