Management Practices
Business Philosophy
The business has no formal vision and mission statements. The owners of the business do not believe in taking a lot of risk or making capital investments in to the business. Waheed Sons demonstrates a typical Pakistani Seth organization culture within its ranks. Most of the decisions are taken by the owners of the business.
The owner’s objective is to maximize their return on investment. They do not believe in Human Resource development. Most of the labor is hired on contractual basis. Only the sales force and finance people are permanent employees of the business.
In the words of the General Manager their business Philosophy is
“Customers pay cash today, take delivery tomorrow”. Overall our
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A lot of times the specs don’t match and the supplier and the manufacturers lack coordination and blame each other for the mistakes. This causes a problem for the business as they don’t book orders for not more than 2-3 months in advance and it eventually causes orders arriving late.
The owners visit China on a cycle of 3-4 months and the GM visits every 6 months. Business is usually done through electronic means but visiting suppliers is very important as a lot ambiguities are cleared through face to face contact. Contracts and specifications are clearly laid down, which minimizes error. After the shipment arrives at Karachi Port, they are cleared with the help of a clearing agent. The goods are then stored at the business’s own warehouse which is a 3 story building. Goods are then forwarded up-country for sales in central and north regions. They have smaller warehouses in Lahore and Islamabad, but the goods have to be forwarded to the retailers within a few days as those warehouses lack capacity.
The premises in Karachi also have a small display area where products are displayed.
Waheed Sons has its own sales team which is responsible for selling to the retailers. The sale is done mostly on cash basis but credit is allowed to larger customers, which is approximately 30 days. The sales people book orders and the delivery is made later. They are also responsible for the collection of payments.
Thus, if employees are treated in a Theory X manner, they will become lazy. If they
Highly skilled, loyal workers that provide steady employment throughout the year. Employees are the foundation of this firm and keeping them happy and loyal lowers the chances of disputes and improves production and efficiency.
They even desired to open a warehouse in any city in Australia. Thus, there are a number of Australian clients who embraced the idea. They even asked the company to take charge of their goods from Australia to the different states in the U.S. However, the CEO cannot afford to establish one without making preliminary plans. Furthermore, they looked forward to meticulously design a business strategy or plan to ascertain successful and efficient operations. Described below are the warehouse operations that present the company’s supply chain.
Owners have to do things carefully especially in profit because if they will so much money it things which is not important for the company it may going to cost the company and also it will go down, so owners before they do things they have to make sure that will not going to affect the profit in a company.
As companies continue to try to come up with a plan for remaining profitable, some are overlooking one of their best opportunities due to their short sightedness and obsession for short term gain. It is the very asset which most firms claim is their most important and the one which provides them their competitive advantage. It is also, in some companies, the asset which is most mistreated and neglected as it is the most costly. It is the company’s employees. I don’t know of any company which would not state that employees and their knowledge of the company, its products and services, processes,
The authors also write about the inability to no longer be able to customize products and services to customer needs due to shipping container space limitations and month long order times limiting flexibility and responsiveness of supply chains (p. 1). They went on to say that due to these inflexible supply chains customers would no longer be able to receive goods, services, and products tailored to their needs although I did not find conclusive enough evidence in the writing to agree with its inclusion. I believe this portion of the article was an attempt to persuade the reader by using examples of possible frustrations customers would experience. Although these issues may be true, I did not see the research necessary to support the claims.
When you’re choosing a supplier, you’re not just choosing a particular product, but the people who push that product as well. Issues or late shipments are inevitable, but when those things happen, you want to feel confident that you’re working with professionals that will solve things quickly.
2. Employees will exercise self-direction and self-control if they are committed to objectives. External control and the threat of punishment are not the only means to make employees to work towards objectives.
1. HQ contacts the supplier and tells them how much of each product the company needs.
human resources departments to help them out. It is very difficult for smaller business owners to
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They do not have their own distribution system because they put the responsibility trust in specialised merchants which have good
Harris is using what is called a time objection also known as stalling technique. In this particular case study Harris already has the need fulfilled by a different supplier and while they have had a few late deliveries Harris need to determine if it worth going through all of the work to get set up a new vendor. The time objection is often one of the hardest objections to gauge because it can mean many different things. In certain cases changing product can be a major process and can be very time consuming. With such a major change it is understandable that buyers want to take
This paper is a critique of preceptor leadership methods. I will describe my current preceptor’s leadership style, giving an example of an observed valuable leadership strategy and why I found it to be successful. Shadowed by an example of an observed unsuccessful leadership strategy, how I responded, and a recommended strategy for the situation described. Ending with the type of leader I aspire to be in the future and my final thought regarding leadership.
My parents divorced when I was 11 and my mother left for Europe to be with her family. She definitely moved to USA when I was 16. I was really close to her while growing up so after she left I did not really have a female figure to look up too or to share my worries with. I grew up in the city and I was going to a private school; being the kid without a mother at home made me feel different but that was not something you could talk about in my dad’s house. He is a proud man and he put that pride in us so we had to keep our heads up all the time. Still, I had people talking on my back. I started keeping to myself from there and doing everything on my own without asking anyone help because that is how my dad wanted us to be: educated, successful, proud and independent so we wouldn’t have to deal with failure or rejection. I realize today that as people, we will always need someone’s help at some point in our life, and pride is not everything. It is hard letting go of old habits, but I am trying to be more of a people person because we can also learn from failure and rejection. They are all part of life.