In questions similar to these, the admissions officers are looking for:. Nancy, the CEO of Jasmine Publishing House, bought me a coffee and told me I should invest in warm gloves as we sat down at a corner diner for what would be a game-changing business meeting.
As the leading publishing house in Europe, Nancy informed me that JPH was interested in closing a multi-million dollar deal with our fashion magazine, Zoelle, provided we changed the magazine's appearance to attract a broader European audience.
As production manager, my job was to lead and supervise a staff of 30 to match Nancy's vision, working closely with the design team, photographers, production staff and marketing team.
After three weeks of heavy brainstorming, we developed a fresh appearance for the magazine. I invited Nancy to a meeting with me and three of our executive producers. I shared with her the strategy we had created in order to solve our appearance problem, as well as estimated costs and complications.
Nancy agreed that the direction our magazine was going fit well with her vision and audience, and that JPH would be happy to work with us within the next week. Although the team was excited to accept the offer, I was concerned that we were not prepared to complete the project so quickly. Though the executive producers did not understand, as our production team was to begin work on the next issue the following day, I explained that there may include deep financial consequences if we rush into the process.
I wanted to ensure that JPH received a consistent layout from Zoelle magazine. Nancy agreed to wait until the upcoming issue was complete before beginning work on the new look.
We began work the following Tuesday, after the latest issue was produced. I collaborated with an eight member marketing team to develop new branding for our magazine and mediated this branding with the design team, ensuring that it was able to blend well with their ideas and insights based on the first meeting with Nancy. I led the operation of the first issue to be published via JPH, supervising 30 employees. After the issue was published, our sales increased by 42 percent in the first week.
After leading the Zoelle team to a business deal close and a fresh start, I learned that with the proper leadership, a staff of varied talents, insights and opinions can work closely together to produce a magazine that continues to increase its sells each issue. Customers from Europe and the United States commented with positive remarks on the new look, showing interest in the replacement of the former look, which had been being published for seven years.
After this leadership experience, I was able to see my potential as a leader. I can communicate effectively with all members of a group and help connect them with one another to make a larger picture.
I protect my business discernment even against an upset crowd, and am able to properly persuade others to understand other perspectives. Through learning more about leadership every day with my work in Zoelle, I hope to continue to strengthen these abilities and witness the success they can bring to media production. In this essay, the applicant was asked to detail her leadership abilities through the application of a relevant example.
She was asked to do this in approximately words, using concise language and proper grammar and punctuation. I looked across my celebratory cheesecake and beamed up at my new coworkers. I couldn't believe I had finally landed my dream job. All of the senior editors were having lunch in the cafe across the street from the bakery where the finance team and marketing team shared dessert. I had been hired as a budget analyst at my favorite magazine.
Cane says that Harvester has also assigned to each team a coach who plays a very important part in the employee development.
The task of the coach is to give the support, advise, training, and development necessary to enable the team to fulfill its role as well as put into practice the concept of continuous development.
There were short and long term tangible and intangible benefits which were derived from the initiation of changes to the management style, culture, and structure. Turnover has fallen by 19 percent. Wage and administration costs were reduced.
There was also a noted low level of customer complaints. Problems were resolved more quickly without resorting to the manager.
The cultural context of the organisation was moving to a trust-based culture. Within the limits set, individuals were trusted to do their jobs without constant and close supervision. The reorganisation has led to improvements in the communications process.
Team members liked to know how they were doing. They began to value their contribution to the team. In terms of conflict resolutions, problems can easily be locally settled and decided immediately just as they arise. This has helped Harvester channel much needed resources for team building activities and other skills enhancements programs. Sometimes, the higher the number of management layers, the more likely that problems and solutions cannot be communicated on quickly enough.
The key to sustaining competitiveness rests on having every member of the organisation involved in the decision-making process, having a management approach and management style which is similar to autonomous teams and empowerment, and having a leadership style capable of building local team loyalties while securing their commitment to the overall goals and visions of the organisation.
It may be a risky proposition but it is better to live in an organisation that has a trust-oriented culture, where members value the service and information they share to the organization than in an organisation that controls and filters everything. If an organisation has the right structure and right management style, then the best people will ultimately shine and commit themselves invaluably and weak spots will eventually be discovered.
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New Management Structure In planning for change, it is important to identify the dimensions of change. Harvard Business Essentials, Electronic Sources Mcnamara, C n. This will ensure support from the workers and other leaders for they will be able to get the purpose for it Pareek, Organizational culture is an important aspect in any administration. It has great impacts in the change programmes of the organization. Strong cultures have been known to obstruct performance and most of the organization managers are struggling hard to manage it.
Through assessment of models and application of the current public and private sector operations, organizational culture is easy to administer. In addition, organisational cultures can be handled by establishment of an exterior rather than an internal orientation which is associated with less control focus.
Organizational managers should strive to administer the cultures with awareness so that success can be achieved and reduce the shortcomings brought about by lack of culture management issues Pareek, In order to successfully run an organisation, the management need to create subcultures for they have proved to work best resulting to good performances.
Subcultures consist of groups of people within a given culture who differentiate themselves from the well-built culture to which they belong. Organisational subcultures give responsiveness and freedom that a certain culture in the administration may be in a position of limiting.
The subcultures allows the organisation be able to generate diverse responses to the surrounding without necessarily intruding its internal consistency. For instance, the subcultures differ from the extent they dispute the overarching traditions Mullins, Subcultures often appear in response to varying demands and can provide as an outlet for members to articulate arguments and disputes arising during chaotic times.
Subcultures also present methods for changing fewer central principles which are important factors in any organisation.
With organisational subcultures, free interaction is enhanced particularly to the workers. This motivates the employees for they are able to present their problems or views to their leaders in a confident manner which makes them feel satisfied Mullins, Management includes storing particulars and recording facts for later use and those which are important within the organisation.
Nov 05, · Business Management essay. Business management is essential for me because I have a great desire to successfully manage people and business projects, as well as to develop effective business-related policies. I want to major in business in order to pursue my Bachelor’s Degree and become a true professional in business /5(4).
Business Management The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that .
The essay section is the most important part of any application, see the types of essays successful applicants have used to apply to business school. - U Property Management Coursework – Semester 2 Foreword Unit 20 – Apex Business Centre Previously a business unit comprising workshop and offices, the former owners transformed the modern detached two-storey unit into an office suite around a .
Choose from any of these essay topics on business and management. Research Haven's database of term paper and essay topics is the home to close to , sample . Portfolio Management and Strategic Management Paper We have essays on the following topics that may be of interest to you Economics (), Business management (22).