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Improving the Practice of Management — Then and Now

• Laura Amico
• Amy Bernstein

It’s been a full century since the first issue of Harvard Business Review was released. What can we learn from the most pressing issues facing leaders then — and what’s changed? In this essay, two HBR editors outline the original purpose of the magazine and explore how “a proper theory of business” has evolved to include a broader definition of management — and of who a leader can be. They also introduce components of the Big Idea series that this piece is part of, including articles on what makes great leaders, organizations, and jobs.

As HBR turns 100, we look back on our original mission, how we’ve changed, and what the future holds.

In October 1922, the very first essay in volume 1, number 1 of Harvard Business Review laid out the purpose of the brand-new journal. “It is pertinent to inquire how the representative practises [sic] of business men generally may be made available…and how a proper theory of business is to be obtained,” wrote Harvard Business School dean Wallace B. Donham . Without such a theory, “business will continue unsystematic, haphazard, and for many men a pathetic gamble.” To remedy that situation, HBR would seek to provide “a better theoretical basis for executive action.”

Mastering the ABCs of innovation at scale.

• Laura Amico is a former senior editor at Harvard Business Review.
• Amy Bernstein is the editor of Harvard Business Review. asbernstein2185

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How to Write a Powerful MBA Essay—With Examples

The MBA essay is critical to your business school application. Read our guide to writing the perfect MBA essay, with successful admit examples.

Posted April 4, 2024

Featuring Karla M.

From Waitlisted to Admitted: Insider Tips for MBA Admissions

Tuesday, april 9.

6:00 PM UTC · 60 minutes

What is the MBA Essay?

The MBA admissions essay.

Those words alone are enough to make most MBA candidates run screaming. Writing in general is hard enough. Writing about why you want an MBA? Your short-term goals and career aspirations? What matters to you most, and why? Forget it.

Of course, you still have to write these essays.

The MBA essay is perhaps  the most important part of the business school application. (It's also getting more and more important by the day, with some business schools moving away from traditional, quantitative measuring sticks, like the GMAT and the GRE.) Every other part of the application — your GPA, your test scores, your letters of recommendation — are quantified, cut and dried, or out of your control. The essay is your chance to show up as a fully realized MBA candidate, with hopes, dreams, and vulnerabilities. Admissions committees are not simply assessing your candidacy as a future leader — they're looking to admit human beings. That's where the MBA applicant essays come in.

That being the case, rather than being intimidated by it, treat the essay like the opportunity that it is — the chance for you to highlight your unique, iridescent self; the only moment in the MBA admissions process (prior to the interview) when you can speak directly to the admissions officers; the time when you'll show them who you really are. It's not easy to write something that will do that, of course, but with the tips and tricks in this guide, and some help from one of Leland's vetted, world-class admissions coaches, we know you can do it. Give the essay the time, attention, and respect it deserves, and you'll be on your way to an offer of admission at your dream school.

Without further ado, let's dive in!

Ultimate MBA Essay Guide

See the MBA essay prompts, top tips from experts, and real examples from admits with this comprehensive guide.

How Long Will My MBA Essay Take?

First thing's first: let's talk about timing.

The MBA application is a behemoth; between exams, resumes, gathering your official transcripts, letters of recommendation, and the applications themselves, there's a lot to juggle. That being the case, we suggest you give yourself ample time to draft, write, and revise your essays. The last thing you want is to be rushed to the finish line.

So, give yourself  at least three months to write your MBA essays. That should allow you ample time to draft, write, and edit. For more information on timing your entire b-school application, click here for  A Comprehensive MBA Application Timeline--With Chart .

Now, on to the critical question:

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What Makes a Great MBA Essay?

At the highest level, the answer is the one that is truest to you. The whole point of these essays is to shine through as an authentic, vibrant human being, so the best essays are the ones that cut through the clutter, and allow you do to that.

Which begs the question — how  do you cut through the clutter and shine through as a vibrant human being? Here are four critical tips to follow as you begin thinking about your essays.

1. Answer the Question

This one sounds obvious, but you'd be surprised how many applicants launch into their story, get carried away, and forget to answer the question. Follow the prompt, and answer the question the admissions committee has asked you. Those prompts can actually be very useful when writing your essays — it's a great deal harder to write when you have no guidance or guardrails. With the MBA essays, you have a very specific question you need to answer. So answer it!

2. Be Specific

Another mistake some MBA applicants make is to stay at a high level in their essays, keeping their writing abstract and therefore inaccessible to the admissions committee. If at any point, an admissions officer could replace your name with the name of another applicant, then your essay isn't getting deep enough. It's not enough, for instance, to say that you suffered adversity in high school, or that you really, really want a Wharton MBA. You need to explain, in detail, the adversity you faced, and give concrete and unique reasons why you think Wharton is the right program for you. The best essays offer hyper-specific examples and anecdotes, with details and anecdotes that no other candidate could bring to the table. To get those anecdotes, we recommend using the STAR template, as explained below:

• Situation : What was the situation you were facing? Where were you? How old were you? If you were in a professional role during this anecdote, what was the role, and how long had you been in it? If you were volunteering, at what organization? How long had you been volunteering there? Why did you start? Offer all the relevant information that the admissions readers will need to understand your story.
• Task : What was the task at hand? What went wrong? In your professional role, what was the challenge you faced? In that volunteering experience, what were the hurdles you had to overcome? You can't have a good story without conflict or tension, so after you set up the anecdote, explain what that conflict or tension was (and remember, be specific!).
• Action : What was the action you took to resolve the problem? What did you have to do to fix that issue at work? How did you clear that hurdle in your volunteer experience? Again, be specific about how you came through on the other side of that conflict/tension — and while you're doing it, highlight your leadership capabilities as much as possible! Remember that top MBA programs are looking for future leaders who can assess a situation and decisively take action. (We'll say a bit more about this below, in the Personal Statement section.
• Result : What was the result of your action? If you were facing a growth problem at work, were you able to increase sales? If so, by what percentage? If you were advocating for diversity and inclusion at your local charity, what new programs did you implement to help with that effort, and what was the enrollment like in those new programs? Detail what happened in your anecdote with as much specificity as possible — and quantify, quantify, quantify!

3. Get Vulnerable

Most MBA admissions essay prompts are written with the goal of getting to know as much about you as possible in the shortest number of words. To do that, you're going to have to share real things from your life — to get personal, intimate, and vulnerable. Do not shy away from this. If you're starting to get emotional during the reflection, drafting, and writing process, good — that means you're on the right track. Keep going. Pro tip: If it’s making you cry, it will make them cry. Another good rule of thumb is to put something real and true on the table. Admissions officers have to read literally thousands of applications from thoroughly qualified individuals, some of whom might come from similar roles to yours, with letters of recommendation from equally impressive supervisors. In order to cut through that noise, you'll have to share something honest. If you're doing it right, this can feel risky. At some point, you’ll likely think to yourself: “Can I say that?” The answer is: “Yes.” Of course, there is a line, you don’t want to be crass or offensive but err on the side of being open and authentic. The very worst thing you can do is be overly cautious, and write something you think will please the admissions committee. These poor people have to read thousands of essays. If yours is just like everyone else’s, they’ll fall asleep. Don’t let that happen. Wake them up by putting yourself —your true, bright, vibrant, quirky self—on the page.

4. Don't Exaggerate

Finally, do not exaggerate, over-inflate, or lie. This goes without saying, but admissions committees are looking for honest candidates. The surest way to get rejected is to lie about something. (Business schools do a background check on you before you're properly admitted, so they will find out.) Don't be the person who over-inflates on their essays, then has their offer letter rescinded.

The Types of MBA Essays

All right — since we've covered high-level approaches to the MBA essays, it's time to dig into the various types.

There are three general categories of MBA essays you'll see across the board.

1. Personal Statement

These questions ask you to offer up something sincere about yourself. They'll often touch on such things as your values and your character. In these, you'll want to be as authentic as possible, while also highlighting attributes like leadership, intellectual vitality, and teamwork, that business schools are looking for. Here are a few examples of personal statement essays:

• As we review your application, what more would you like us to know as we consider your candidacy for the Harvard Business School MBA program? (HBS)
• What matters most to you, and why? (Stanford GSB)

2. Why an MBA/Why This School

The next category of essays is the "Why an MBA" / "Why This School" set.

In these, schools first want to hear about how an MBA will fit into your career, both short and long term. Top MBA programs are looking for candidates who will: first of all, be gainfully employed upon graduating, second of all, have an illustrious career that will make their institution look good and encourage future generations of applicants to apply, and third, be consistent and generous donors. That being the case, they want to know about your career trajectory, and how an MBA will fit into it.

Pro tip: Here, you want to be ambitious and inspiring in laying out your future career, but not naïve. Walk the line between shooting for the stars and sounding dreamlike and uninformed.

In this set of questions, you'll also encounter questions geared at figuring out why you would want to attend a specific school. MBA programs want to know that you're serious about attending their school — yield, or the percentage of admitted candidates who accept their offers of admission, is an important metric for them — but they also want to envision how you'll contribute to their admitted class. What will you uniquely bring to the table, the things that you'll do that the other candidates wouldn’t be able to offer?

We've heard former deans of business schools say that, in choosing a class, they're curating a world-class dinner party, and that each person invited to the dinner party has to bring something different. What will you bring to the dinner party?

Pro tip: To demonstrate that you've done your research, and to help the admissions committee envision you in their program, indicate which classes you might take when earning your MBA and why, which professors you might hope to study with, and in which clubs you might participate.

Here are a few examples of "why MBA / why this school" essays:

• How is a Columbia MBA going to help you? (Columbia)
• What do you hope to gain professionally from the Wharton MBA? (Wharton)
• Why Stanford? Describe your aspirations and how your Stanford GSB experience will help you realize them. (Stanford GSB)

3. Behavioral/Other

Finally, most other essays will either be behavioral, asking you about experiences, traits, strengths, weaknesses, and achievements. There's a wide variety of topics here, but all the guidelines from above apply, with the final note to always prioritize authenticity (as mentioned in the Personal Statement section) and leadership ability (remember, business schools are choosing future leaders). Here are a few examples of behavioral/other essays:

• Describe the biggest commitment you have ever made. (Yale SOM)
• Tell us about your favorite book, movie, or song and why it resonates with you. (Columbia)
• Think about times you’ve created a positive impact, whether in professional, extracurricular, academic, or other settings. What was your impact? What made it significant to you or to others? (Stanford GSB)

Top MBA Program Essay Prompts (Updated 2022)

To help you get started, we've compiled the required prompts from a few top MBA programs below:

1. Harvard Business School (HBS)

As we review your application, what more would you like us to know as we consider your candidacy for the Harvard Business School MBA program? (900 words)

For more information, visit A Guide to the HBS Essay .

2. Stanford Graduate School of Business

What matters to you most, and why? (650 words)

Why Stanford? (400 words)

Read What Matters Most When Writing the GSB Essays.

How do you plan to use the Wharton MBA program to help you achieve your future professional goals? You might consider your past experience, short and long-term goals, and resources available at Wharton. (500 words)

Taking into consideration your background – personal, professional, and/or academic – how do you plan to make specific, meaningful contributions to the Wharton community? (400 words)

For Wharton-specific advice, visit A Guide to the Wharton Essays .

4. Columbia Business School

Essay 1: Through your resume and recommendation, we have a clear sense of your professional path to date. What are your career goals over the next three to five years and what, in your imagination, would be your long-term dream job? (500 words)

Essay 2: The Phillips Pathway for Inclusive Leadership (PPIL) is a new co-curricular program designed to ensure that every CBS student develops the skills to become an ethical and inclusive leader. Through PPIL, students attend programming focused on five essential diversity, equity, and inclusion skills: Creating an Inclusive Environment, Mitigating Bias, Communicating Across Identities, Addressing Systemic Inequity, and Managing Difficult Conversations. Tell us about a time you were challenged around one of these five skills. Describe the situation, the actions you took, and the outcome. (250 words)

Essay 3: We believe Columbia Business School is a special place. CBS proudly fosters a collaborative learning environment through curricular experiences like our clusters and learning teams , an extremely active co-curricular and student life environment, and career mentorship opportunities like our Executives-in-Residence program .Why do you feel Columbia Business School is a good fit for you academically, culturally, and professionally? Please be specific. (250 words)

5. Chicago Booth

How will the Booth MBA help you achieve your immediate and long-term post-MBA career goals? (250-word minimum)

An MBA is as much about personal growth as it is about professional development. In addition to sharing your experience and goals in terms of your career, we’d like to learn more about you outside of the office. Use this opportunity to tell us something about who you are… (250-word minimum)

Read more at A Guide to the Booth Essays .

6. Kellogg Northwestern

Kellogg’s purpose is to educate, equip and inspire brave leaders who create lasting value. Provide a recent example where you have demonstrated leadership and created value. What challenges did you face and what did you learn? (450 words)

Values are what guide you in your life and work. What values are important to you and how have they influenced you? (450 words)

Read How to Nail Your Kellogg MBA Application Essays

7. MIT Sloan

MIT Sloan seeks students whose personal characteristics demonstrate that they will make the most of the incredible opportunities at MIT, both academic and non-academic. We are on a quest to find those whose presence will enhance the experience of other students. We seek thoughtful leaders with exceptional intellectual abilities and the drive and determination to put their stamp on the world. We welcome people who are independent, authentic, and fearlessly creative — true doers. We want people who can redefine solutions to conventional problems, and strive to preempt unconventional dilemmas with cutting-edge ideas. We demand integrity, respect, and passion.

Taking the above into consideration, please submit a cover letter seeking a place in the MIT Sloan MBA program. Your letter should conform to standard business correspondence, include one or more professional examples that illustrate why you meet the desired criteria above, and be addressed to the Admissions Committee (300 words or fewer, excluding address and salutation)

Applicants are required to upload a 1 minute (60 seconds) video as part of their application. In your video, you should introduce yourself to your future classmates, tell us about your past experiences, and touch on why MIT Sloan is the best place for you to pursue your degree.

How to Start Your MBA Essay

So you've read about the types of essays, and seen some of the prompts from top MBA programs. Now it's time to actually start diving into the essay.

The very first thing to do, before putting pen to paper, is to look inward.

Why do  you want an MBA? What role will this degree play in your professional growth? How do you imagine it will shape your life? What do you want out of your career? What is the most important thing in the world to you?

Yes, these are life’s deep-end questions, but you’ll need to tackle them in these essays, so before you start writing, take the time to think through them. Go for a run, swim some laps, bake a cake—however you get into the flow — and start a dialogue with yourself. Put down your work, turn your phone off, and give your mind permission to go to the places it usually avoids. That’s a good place to start. That’s where the answers are.

Pro tip: The first sentence is the hardest one to write. When you're starting out if it can intimidating and anxiety-producing. The trick is to simply put  anything  down — and don't look back. Keep putting one sentence after the other. You can edit later: let whatever comes to you out onto the page. If you’re struggling with self-critique, dim your computer screen until you can’t even see the words you’re typing. Then keep going.

Additional Tips & Tricks

Once you've started your essay, it's a matter of persistence: keep writing, then keep drafting and editing until you have something you're really proud of.

To help you with that process, here are a few more tips and tricks:

• Take Breaks

When you hit the wall — you will hit the wall — stop. This is your brain telling you it needs to do something else. Walk your dog. Take a lap around your room. Eat some cheese. Your body needs sleep every night to function; your mind is the same way. That next leap of inspiration will come exactly at the moment when you’re least expecting it.

• Read it Out Loud

When you finally have a draft, print it and read it out loud to yourself. Your ear will catch things your eyes miss. Reading out loud is the best way to pick up on spelling errors, clunky transitions, and paragraphs that still need ironing out. It’s also a good way to envision how the admissions committee will experience your essay.

Don’t be precious with your essay. Send it to anyone willing to read it. Solicit as much feedback as you can. If you don’t like what people have to say, you don’t have to incorporate it, but you need an impartial third party to give notes on what they’re seeing, thinking, and feeling. (You’re too close to things to do it for yourself.) This is where a Leland coach comes very much in handy!

• Complete Everything Early

This is more of a timing consideration, but you do not want to trip at the finish line because your internet went down the night before the deadline, or your credit card was denied when paying your application fee (it's happened before). Don't let that be you!

Here is another article to get you started, written by an expert essays coach: 7 MBA Essay Tips to Make You Stand Out in 2022 .

Example MBA Essays

Finally, here are two essays to help inspire you. The first, a personal statement essay, was submitted by an admit to Berkeley Haas' Executive MBA program; the second, a career goals / why MBA essay, was submitted by an admit to Chicago Booth's deferred MBA program.

Haas Admit:

A person’s identity is shaped by many different aspects, including family, culture, personal interests, and surrounding environments. Please share a facet of your identity or story that is essential to who you are. (300 words) My upbringing in India, filled with countless myths and legends, had a profound influence on me. The most formative tale was about a sage who prays for years to the goddess of knowledge, but in vain. In the end, the goddess didn’t appear for the sage because he was turning his prayer beads the wrong way! As a child, this story upset me: the sage worked so hard and had the right intentions. As an adult, though, I’ve come to realize that the goddess of knowledge was right: you can’t succeed unless you do things the right way. Seven years ago, two friends and I started a company, XXXX: a digital health platform that would allow patients to store medical records online and consult doctors remotely. We had early success—we brought on 2,000 patients at XXXX, a gynecology clinic in XXXX—but ultimately we didn’t have the resources to properly scale, and had to shut the company down. Among the many lessons I learned, the most valuable was that ideas and hard work are common; businesses succeed or fail based on execution—on doing things the right way. Two years ago, I relearned this lesson in the most painful way possible: when my marriage ended. My wife and I loved each other, but we weren’t there for each other when it mattered most. Our feelings weren’t enough—we had to back them up with the right actions. It’s disheartening when you have good intentions but still fall short. When this happens, though, you have to keep trying—because eventually you will do things the right way. I carry the story of the sage with me always, not as a harsh lesson, but as a motivating goal: one that keeps me striving towards doing things the right way.

Booth Admit:

How will the Booth MBA help you achieve your immediate and long-term post-MBA career goals? (250 word minimum)

I want to start a geothermal company that will help lead the energy transition away from fossil fuels and toward renewable energy—by targeting existing oil wells as sites for geothermal plants. Oil fields are close to electric grids and have high nearby subsurface temperatures, making them ideal sites for geothermal plants. By building geothermal infrastructure nearby, my company will produce cleaner, cheaper energy, making it more profitable for operators to switch from oil to geothermal. As oil companies decommission their wells, I’ll negotiate for their land rights, so I can use their existing wells for new geothermal vents. I want my company to prove the case for economically viable, carbon neutral energy production. After getting an MBA I want to start a geothermal company which will help me lead the energy transition away from fossil fuels to renewable energy. I plan to target developed oil fields in Texas, where, in many places, producing wells are flowing enough hot fluid to generate clean energy. Using this geothermal heat, the carbon footprint of oil and gas extraction will decrease as fewer fossil fuels are utilized to power surrounding infrastructure. As the wells approach their economic life, I will negotiate the lease from various operators, saving them millions in plug and abandonment costs, and retrofit the wells for direct geothermal energy production via closed loop binary fluid systems, bringing emissions to zero. To accomplish this goal, I need to shore up my knowledge of energy economics and entrepreneurial finance, develop a strong sense of leadership, and build a network of like minded individuals that will help me lead the transition and I believe I can get those things at Chicago Booth. My immediate career goal is to develop my first co-production site in Shelby County, Texas at the Blanton well site, which produces abnormally heated fluid from the flanks of an active salt dome. Before investing in capital expenditures, developing a strong sense of energy economics and broader markets is necessary to verify financial feasibility. University of Chicago, through the Graduate-Student-At-Large: Business program, is already allowing me to accomplish this goal with my enrollment in “Microeconomics” with Professor Andrew McClellan. His instruction helped me understand the impact taxes and subsidies have on market equilibrium, an important aspect of renewable energy as green energy tax incentives continue to change on a yearly basis. As my company continues to grow, having a strong finance and accounting foundation is imperative to building and sustaining a healthy company. Electives such as “Accounting for Entrepreneurship: From Start-Up through IPO” will provide the skills I need to be successful by following the life-cycle of a business that originates as a start-up, and covers topics such as building an initial accounting infrastructure. I understand that execution of the business is as important as developing the idea and proof of concept, and Booth is the best place for me to develop financial fluency. Leading the energy transition will require a strong sense of leadership. Not only will I need to lead those I get to work with over my career, but to lead the energy transition, and reverse the impact fossil fuels have had thus far, I must have the emotional intelligence to inspire others to join me in my journey. The “Interpersonal Dynamics” course at Booth will allow me to develop my communication skills and better understand the emotions and perceptions of my colleagues. These skills, synthesized with leadership development acquired in “Leadership Practicum” will prepare me to act as a relational leader, who understands the needs of others. As a relational leader I hope to foster an environment which promotes happiness, and maximizes efficiency, not only to make our efforts in changing the world more successful, but to excite other people to join our cause.

To find the greatest chance of success in leading the energy transition, I will need a network of like-minded individuals who can provide a diversity of thought. Chicago Booth provides the opportunity to develop that network through different community experiences. The Energy Club’s “Energy Forward” conference, which designates time to topics in oil and gas and renewable energy will allow me to hear from industry leaders, build meaningful relationships with peers and contribute my sector experience to the public forum as I learn from those around me. Opportunities through the Entrepreneurship and Venture Capital Group such as “SeedCon” will help me connect with successful entrepreneurs and early-stage investors whose ideas and funding might change the course of my venture’s trajectory. Even in the GSALB program I have had the opportunity to connect with other students in various sectors, including the energy industry. I hope to continue to strengthen those connections and continue building new ones with matriculation into the full time program.

Here are several other articles that you may find helpful as you put together your MBA application:

• The Most Frequently Asked Questions on MBA Applications
• How to Answer the "Why an MBA?" Essay Question
• My Top Piece of Advice for MBA Applicants
• How I Nailed My MBA Interview and Gained Admission to Top 10 Business Schools
• 4 Expert Tips on Paying for Business School

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How to Write Successful Business and Management Essays

• Patrick Tissington - University of Warwick, UK
• Markus Hasel - Management Consultant, Paris
• Description

A systematic guide to successfully producing written work for business and management degrees. The authors address the all-too-common pitfalls of essay assignments, as well as providing readers with a step-by-step programme to approach essay questions, both in coursework and exam contexts.

New to the Second Edition:

• Relevance of writing skills to employability highlighted throughout
• Additional content on researching a topic
• New content on adapting writing for different audiences
• New content on academic writing tips
• Addition of useful websites
• Additional coverage of plagiarism
• More on critical evaluation
• More on changing requirements through different levels of study.

Suitable for all business and management students looking to improve their essay writing skills.

Student Success  is a series of essential guides for students of all levels. From how to think critically and write great essays to boosting your employability and managing your wellbeing, the  Student Success  series helps you study smarter and get the best from your time at university. 

Supplements

Visit our hub for free academic skills, wellbeing and employability resources from our new and bestselling guides, designed to support you from day one all the way through to graduation and beyond.

This resource is a must for teachers and students alike. It is relevant and up-to-date on curriculum change and on disruptive technology impacting learning and teaching delivery. It will enable mastery of essay writing for life.

This book presents a much needed, well structured and extremely accessible opportunity to those seeking further guidance on writing essays.

This book is a must for students in higher education, not only those studying business and management but across the social sciences. It demystifies essay-writing by providing a practical and accessible yet rigorous guide to writing excellent essays.  It offers students a route to develop their own informed voice, a critical skill both in higher education and in the wider world of work.

A concise book to support this essential skill, step by step process to complete an essay in an easy read format.

My students have found this book invaluable

Preview this book

Sample materials & chapters.

Chapter 10: How Essay Writing Will Help with Your Career Success

For instructors

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• 02 Apr 2024
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Experts say happiness is often derived by a combination of good health, financial wellbeing, and solid relationships with family and friends. But are we forgetting to take stock of whether we have enough of these things? asks James Heskett. Open for comment; 0 Comments.

• Research & Ideas

Employees Out Sick? Inside One Company's Creative Approach to Staying Productive

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mPharma, headquartered in Ghana, is trying to create the largest pan-African health care company. Their mission is to provide primary care and a reliable and fairly priced supply of drugs in the nine African countries where they operate. Co-founder and CEO Gregory Rockson needs to decide which component of strategy to prioritize in the next three years. His options include launching a telemedicine program, expanding his pharmacies across the continent, and creating a new payment program to cover the cost of common medications. Rockson cares deeply about health equity, but his venture capital-financed company also must be profitable. Which option should he focus on expanding? Harvard Business School Professor Regina Herzlinger and case protagonist Gregory Rockson discuss the important role business plays in improving health care in the case, “mPharma: Scaling Access to Affordable Primary Care in Africa.”

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Business Management Extended Essay Topic Ideas and RQs

Table of contents

• Writing Metier

If you’re gearing up to write your Business Management Extended Essay and feeling a bit overwhelmed with where to start, you’re in the right place. In this article, we will walk you through various IB BM EE topics that span across different aspects of business management. 

From organizational culture and leadership dynamics to financial management and even diving into some of the most buzzing modern business trends of 2023 and 2024, we’ve got you covered. 

Whether you’re fascinated by the impact of AI in finance or curious about how businesses are tackling sustainability, these topics are designed to spark your interest and guide your research.

No more long introductions; let me go straight to the Business Management extended essay topics list.

Business Management EE Topics

Here are nine topics and corresponding research questions for each subcategory, starting from organizational culture and leadership.

Impact of Leadership Styles on Organizational Culture

Topic:  The Effect of Transformational Leadership on Organizational Culture in Tech Startups

Research Question:  How does transformational leadership impact the organizational culture in emerging tech startups?

Topic:  Autocratic Leadership and Its Influence on Corporate Culture in Traditional Manufacturing Companies

Research Question:  What is the impact of autocratic leadership on the organizational culture within established manufacturing companies?

Topic:  Comparing the Effects of Democratic and Laissez-Faire Leadership Styles on Organizational Culture in Non-Profit Organizations

Research Question:  How do democratic and laissez-faire leadership styles differently influence organizational culture in non-profit organizations?

The Role of Organizational Culture in Mergers and Acquisitions

Topic:  Cultural Integration Challenges in Cross-Border Mergers and Acquisitions

Research Question:  What are the key challenges of cultural integration in cross-border mergers and acquisitions, and how do they affect the success of the merger?

Topic:  The Impact of Organizational Culture on Employee Retention During Mergers in the Banking Sector

Research Question:  How does organizational culture influence employee retention during mergers in the banking industry?

Topic:  Assessing the Role of Organizational Culture in the Success of Mergers and Acquisitions in the Pharmaceutical Industry

Research Question:  What role does organizational culture play in determining the success of mergers and acquisitions in the pharmaceutical sector?

How Leadership Adaptation Influences Employee Morale and Productivity

Topic:  Leadership Adaptation in Remote Work Environments and Its Impact on Employee Morale

Research Question:  How does leadership adaptation in remote work settings affect employee morale?

Topic:  The Effect of Adaptive Leadership in Times of Organizational Change on Employee Productivity

Research Question:  In what ways does adaptive leadership during organizational change impact employee productivity?

Topic:  Evaluating the Influence of Leadership Adaptation Strategies in Multicultural Organizations on Employee Productivity

Research Question:  How do leadership adaptation strategies in multicultural organizations influence employee productivity?

Alright, after exploring how leadership shapes a company’s culture, let’s shift our focus to marketing. It’s a whole different ball game where creativity meets strategy, and we’re going to see how businesses reach out to their customers and build their brands.

Marketing Strategies

Effectiveness of Social Media Marketing in Small Businesses

Topic:  Social Media Marketing Strategies and Their Success Rate in Local Cafés and Restaurants

Research Question:  How effective are social media marketing strategies in enhancing customer engagement and sales in local cafés and restaurants?

Consumer Response to Green Marketing Practices

Topic:  The Impact of Green Marketing on Consumer Purchasing Decisions in the Cosmetics Industry

Research Question:  How do green marketing practices influence consumer purchasing decisions in the cosmetics industry?

The Impact of Branding on Customer Loyalty in the Retail Sector

Topic:  Branding Strategies and Customer Loyalty in Fast Fashion Retailers

Research Question:  How do branding strategies affect customer loyalty in the fast fashion retail sector?

Now, moving on from the flashy world of marketing, it’s time to talk about the backbone of any business – its people. Human Resources isn’t just about hiring and firing; it’s about nurturing a workforce that can take a company to new heights.

Human Resources Management

The Influence of Employee Training Programs on Organizational Efficiency

Topic:  The Effectiveness of Digital Skills Training Programs on Employee Performance in IT Companies

Research Question:  How do digital skills training programs influence employee performance and organizational efficiency in IT companies?

Strategies for Managing Workplace Diversity

Topic:  Diversity Management Strategies and Their Impact on Team Performance in Multinational Corporations

Research Question:  What is the impact of diversity management strategies on team performance in multinational corporations?

The Role of Motivational Theories in Employee Retention

Topic:  Application of Maslow’s Hierarchy of Needs in Employee Retention Strategies in the Hospitality Industry

Research Question:  How does the application of Maslow’s Hierarchy of Needs in employee retention strategies affect staff turnover in the hospitality industry?

Next up, let’s talk ethics and social responsibility. This is where businesses show they’re about more than just profits. It’s about doing the right thing and making a positive impact on society and the environment.

Corporate Ethics and Social Responsibility

ontinuing in the same vein, here are topics and research questions for the categories of Corporate Ethics and Social Responsibility, and Globalization and International Business:

The Impact of Corporate Social Responsibility on Brand Image

Topic:  Analyzing the Influence of CSR Initiatives on Consumer Perceptions in the Fast-Food Industry

Research Question:  How do corporate social responsibility initiatives impact brand image and consumer loyalty in the fast-food industry?

Ethical Considerations in Advertising Campaigns

Topic:  The Ethics of Emotional Appeals in Children’s Advertising

Research Question:  What are the ethical implications of using emotional appeals in advertising targeted at children, and how does this affect brand reputation ?

Business Responses to Environmental Sustainability Challenges

Topic:  Sustainable Practices and Their Impact on Corporate Performance in the Automotive Industry

Research Question:  How have environmental sustainability challenges shaped the operational practices of companies in the automotive industry, and what has been the impact on their corporate performance?

From the moral compass of businesses, we’re now stepping into the global arena. International business is a complex and exciting field, where cultures collide and businesses expand beyond borders.

Globalization and International Business

Challenges and Strategies of Entering New International Markets

Topic:  Market Entry Strategies and Challenges for Retail Businesses Expanding into Emerging Markets

Research Question:  What are the key challenges and effective strategies for retail businesses entering emerging international markets?

The Impact of Globalization on Small Local Businesses

Topic:  The Effects of Global E-Commerce Giants on Local Retail Businesses

Research Question:  How has the rise of global e-commerce platforms impacted the survival and strategies of small local retail businesses?

Cross-Cultural Communication and Its Effect on Business Negotiations

Topic:  The Role of Cross-Cultural Communication in Successful International Business Partnerships

Research Question:  How does effective cross-cultural communication influence the outcomes of business negotiations in international partnerships?

After looking at the big picture of global business, it’s time to zoom in on the numbers. Financial management and accounting are crucial for any business to thrive, especially in today’s fast-paced economic environment.

Financial Management and Accounting

Continuing with the topics and research questions for Financial Management and Accounting, and Operations Management:

Analysis of Risk Management in Investment Decisions

Topic:  Risk Management Strategies in Cryptocurrency Investments

Research Question:  How do modern risk management strategies impact investment decisions in the volatile cryptocurrency market?

The Role of Financial Planning in Business Growth

Topic:  Financial Planning and Its Impact on SME Expansion

Research Question:  What role does strategic financial planning play in the growth and expansion of small and medium-sized enterprises (SMEs)?

Comparative Study of Traditional vs. Digital Accounting Practices

Topic:  The Transition from Traditional to Digital Accounting: A Comparative Analysis

Research Question:  How does the transition from traditional to digital accounting practices affect the efficiency and accuracy of financial reporting in medium-sized enterprises?

And from the world of numbers and spreadsheets, let’s move to the action-packed area of operations. This is where plans and strategies become real products and services, the real nuts and bolts of a business.

Operations Management

Efficiency of Lean Management Techniques in Manufacturing

Topic:  Implementing Lean Manufacturing Techniques in the Automotive Industry

Research Question:  How do lean management techniques improve operational efficiency and product quality in the automotive manufacturing industry?

The Role of Technology in Supply Chain Management

Topic:  The Impact of Blockchain Technology on Supply Chain Transparency

Research Question:  How is blockchain technology transforming supply chain management practices, particularly in terms of transparency and efficiency?

Quality Control Measures and Their Impact on Consumer Satisfaction

Topic:  Quality Control in the Pharmaceutical Industry and Its Effect on Consumer Trust

Research Question:  How do quality control measures in the pharmaceutical industry impact consumer satisfaction and trust?

These topics are designed to delve into key aspects of Financial Management and Accounting, and Operations Management, offering a platform for in-depth analysis and exploration. 

Alright, let’s switch gears and look at what’s happening in the business world right now. We’re moving into areas like artificial intelligence, sustainability, and the gig economy. These are the hot topics that are really defining how businesses operate and succeed in our current times. 

It’s all about staying ahead and being in tune with the latest trends and technologies.

BM Extended essay topics in 2023/2024

A list of 12 contemporary and engaging topics for a Business Management Extended Essay, each accompanied by a relevant research question. 

These topics are tailored to reflect modern business trends and issues pertinent to 2023 & 2024:

• Research Question:  How is artificial intelligence transforming decision-making processes in major financial institutions?
• Research Question:  How are leading fashion brands integrating sustainability strategies to address environmental concerns?
• Research Question:  How is virtual reality technology being used to enhance customer experience and engagement in retail businesses?
• Research Question:  What factors contribute to the success of subscription-based business models in the entertainment industry?
• Research Question:  How does influencer marketing impact consumer purchasing decisions in the beauty industry?
• Research Question:  How are corporations adapting their employment structures in response to the rise of the gig economy?
• Research Question:  What impact do remote work policies have on employee productivity and well-being in IT companies?
• Research Question:  What are the opportunities and challenges presented by the adoption of blockchain technology in supply chain management?
• Research Question:  How are businesses adapting their marketing strategies to cope with changes in social media algorithms?
• Research Question:  How do ethical and sustainable practices influence consumer attitudes and choices in the fast food industry?
• Research Question:  How is big data being utilized for personalized marketing strategies in e-commerce platforms?
• Research Question:  What crisis management strategies were effective for hospitality businesses during the COVID-19 pandemic?

Need a Helping Hand?

Just a quick heads-up! Refrain from sweating if you’re stuck with choosing the perfect topic or if the thought of writing and editing your IB Extended Essay seems daunting. You’re not alone in this. The team at Writing Metier and our  expert extended essay writers  are here to lend a hand. 

Whether you need fresh ideas for your topic, guidance in structuring your essay, or a professional eye to edit and refine your work, we’ve got your back. 

So, if you need that extra boost to make your essay shine, don’t hesitate to contact Writing Metier . We’re all about helping IB students like you nail their Extended Essays!

Btw.. if you are searching for BM IA topics, this article is for you!

Wrapping up!

And there you have it! We’ve journeyed through various Business Management topics, each offering a unique lens to view and analyze the business world. 

Whether you were drawn to the traditional aspects of business like marketing strategies and human resources, or found yourself intrigued by the challenges of globalization and the latest trends in the business sphere, we hope this list has given you the inspiration and direction you need for your Extended Essay. 

And always remember, the key to an excellent business management extended essay is not just choosing the right topic , but also bringing your own curiosity and perspective to it. 

So, pick a topic that resonates with you, dive into the research, and let your insights shine.

Free topic suggestions

Vasy kafidoff.

Vasyl Kafidoff is a co-founder and CEO at WritingMetier. He is interested in education and how modern technology makes it more accessible. He wants to bring awareness about new learning possibilities as an educational specialist. When Vasy is not working, he’s found behind a drum kit.

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Business Essay Topics to Write with Impact

Business essays are a common requirement for students pursuing various business-related courses. The key lies in choosing a familiar subject out of various business essay ideas that spark inspiration, one that can be thoroughly researched with ample sources, intriguing facts, or statistical data. In this article, we offer a comprehensive list of business essay topics ideas for you to write a paper that is unmatched!

Business Essay Topics Ideas: Navigating the Selection Process

Selecting the most suitable business essay topics can prove to be a challenging endeavor. Due to the intricate and sensitive nature of the subject, it is crucial to handle business terminologies with care while ensuring that your chosen topic remains intact. To aid you in this process, our custom coursework writing has compiled a set of important tips that will assist you in identifying an impressive essay topic.

• First and foremost, choose a topic that aligns with your personal interests and passions. This will not only make the writing business essay more enjoyable but also enable you to delve deeper into the subject matter.
• Additionally, opt for a business essay topic that offers a wide scope for research. Having access to a wealth of resources and information will enhance the quality and depth of your analysis.
• Select argumentative business essay topics that provide a rich pool of information and sources for reference. This ensures that you have a solid foundation to support your arguments and analysis.
• Prioritize topics that offer evidence, examples, or facts to substantiate the major points of your thesis statement. This not only strengthens your arguments but also demonstrates your understanding of the subject matter.
• Avoid the temptation to opt for overly broad subjects, as they can be challenging to cover comprehensively within the given deadline. Instead, focus on more specific aspects that allow for in-depth analysis and exploration. For instance, if you're writing an expository paper, you can enhance your approach by utilizing an expository essay outline . This will help you structure your major points more efficiently and ensure a clear and logical flow of ideas in your writing. 
• For case studies, consider selecting a business essay example centered around well-established companies and discussing their successes or failures. By offering concrete solutions, you can showcase your critical thinking and problem-solving skills.

50+ Business Essay Topics Ideas: Unleashing the Best Choice

While there is an abundance of business essay topics ideas to explore, we have curated a selection of exceptional choices to assist you in this endeavor. Take a thorough look at our handpicked list and discover an ideal topic that will serve as a solid foundation for crafting a detailed and engaging business essay.

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Business Management Essay Topics

Business management is a broad field that covers various topics affecting the management of business operations. It encompasses finance, marketing, sales, human resources, and supply chain management. The principles of business management are applicable to all types of businesses, whether small or large. Here are some topics from our ' Do my essay ' experts that can help you explore this area.

• Leadership Styles and Their Impact on Organizational Performance: Analyze different leadership styles (e.g., autocratic, democratic, transformational) and their effects on employee motivation, job satisfaction, and overall organizational performance.
• The Role of Emotional Intelligence in Effective Management: Explore the importance of emotional intelligence in managerial roles, examining how self-awareness, self-regulation, empathy, and social skills contribute to effective leadership and team management.
• Strategic Human Resource Management: Discuss the role of human resource management in achieving organizational objectives, focusing on topics such as talent acquisition, employee development, performance management, and retention strategies.
• Ethical Decision Making in Business: Examine ethical challenges faced by managers and organizations, analyzing frameworks and approaches for making ethical decisions and creating an ethical culture within the business environment.
• Change Management and Organizational Resilience: Explore strategies for effectively managing organizational change, considering topics such as change communication, employee engagement, resistance management, and building organizational resilience.
• Innovation and Entrepreneurship: Discuss the role of innovation and entrepreneurship in driving business growth and success. Analyze topics such as fostering a culture of innovation, managing risk, and strategies for promoting entrepreneurial thinking within organizations.
• Strategic Marketing Management: Examine the importance of strategic marketing in achieving competitive advantage, discussing topics such as market segmentation, targeting, branding, product development, pricing, and promotional strategies.

Business Law Essay Topics

Business law is a critical component of any business operation. It covers a wide range of topics, including contracts, intellectual property, securities, and trade secrets. Here are some business law essay topics:

• The Role of Intellectual Property Laws in Protecting Innovation and Creativity in the Business World.
• The Legal and Ethical Implications of Data Privacy and Cybersecurity in Business Operations.
• Corporate Social Responsibility: Balancing Legal Obligations and Ethical Considerations in Business Practices.
• The Impact of Antitrust Laws on Promoting Fair Competition and Preventing Monopolies in the Market.
• The Legal Challenges and Opportunities of International Business Transactions: Navigating Cross-Border Trade and Investment Laws.
• The Role of Employment Laws in Protecting Employee Rights and Promoting Fair Labor Practices in the Workplace.
• The Legal and Ethical Implications of Corporate Governance: Ensuring Accountability and Transparency in Business Organizations.
• The Impact of Consumer Protection Laws on Safeguarding Consumer Rights and Regulating Business Practices.
• Legal Challenges and Strategies for Managing Contracts and Negotiations in Business Transactions.
• The Role of Environmental Regulations in Balancing Business Operations and Sustainable Development.

Business Ethics Essay Topics

Business ethics refers to the set of moral principles that govern the decisions and actions of businesses, and if you need assistance, professionals can help you ' write my research paper ' to explore this topic in-depth. Meanwhile, here are some business ethics essay topics:

• Ethical Dilemmas in the Workplace: Analyzing Real-Life Scenarios and Decision-Making Processes.
• The Role of Corporate Social Responsibility (CSR) in Promoting Ethical Business Practices.
• The Impact of Ethical Leadership on Organizational Culture and Employee Behavior.
• Ethical Considerations in Marketing and Advertising: Balancing Profitability and Consumer Protection.
• The Ethics of Workplace Diversity and Inclusion: Promoting Equality and Fairness.
• Ethical Issues in Supply Chain Management: Ensuring Fair Labor Practices and Environmental Sustainability.
• The Ethical Implications of Technology and Artificial Intelligence in Business Operations.
• Whistleblowing and Corporate Misconduct: The Role of Ethics in Promoting Accountability.
• The Ethics of Corporate Governance: Ensuring Transparency and Responsible Decision-Making.
• Ethical Challenges in International Companies: Navigating Cultural Differences and Corruption Risks.

Business Administration Essay Topics

Business administration covers various topics related to the administration and management of business operations. Here are some ideas you can also use as dissertation topics :

• Effective strategies for managing employee diversity in business operations.
• Effective supply chain management strategies.
• Business incubation and entrepreneur support strategies.
• Effective leadership and its impact on business performance.
• Best practices in business decision-making and problem-solving.

International Business Essay Topics

International business operations are characteristic of companies that operate on a global scale. Here are some international business essay topics:

• The impact of globalization on international business operations.
• The impact of cultural differences on international business negotiations and operations.
• Digital transformation challenges and opportunities for global businesses.
• Effective entry strategies for multinational corporations into emerging markets.
• Effective strategies for managing global supply chain operations.

And if If you're wondering how to write a nursing essay focused on international business operations, here are some essay topics to consider:

• The Impact of Globalization on Nursing Practice: Analyze how globalization has influenced the nursing profession on a global scale, considering factors such as international collaboration, workforce migration, and cross-cultural challenges.
• Ethical Considerations in International Healthcare: Explore the ethical dilemmas faced by nurses working in multinational healthcare settings, examining issues like cultural relativism, patient autonomy, and disparities in healthcare access.
• Strategies for Managing Cultural Diversity in Nursing: Discuss effective strategies and best practices for nurses to navigate cultural diversity in international healthcare environments, emphasizing the importance of cultural competence, effective communication, and respectful care.
• Nursing Leadership in Global Healthcare Organizations: Examine the leadership skills and competencies required for nurses to succeed in global healthcare organizations, focusing on aspects such as cross-cultural leadership, strategic decision-making, and managing international teams.
• International Collaborative Research in Nursing: Explore the benefits and challenges of international collaborative research projects in nursing, discussing the importance of knowledge exchange, research ethics, and the potential impact on healthcare outcomes.

Organizational Behavior Essay Topics

Organizational behavior studies the behavior of people and organizations in the workplace. Here are some topics to create a thorough business essay example:

• The relevance of leadership and management in organizational behavior.
• The impact of motivation theories on business performance.
• Diversity management strategies in organizational behavior.
• The impact of workplace stress on employee performance and mental health.
• Effective communication strategies in organizational behavior.

Trending Business Essay Topics for Exam

Here are some current business essay topics ideas that are likely to be examined in exams:

• The Rise of E-commerce: Transforming Traditional Retail
• Sustainability and Corporate Responsibility: Balancing Profit and Environmental Impact
• The Gig Economy: Redefining Employment Relationships
• The Role of Big Data Analytics in Business Decision-Making
• The Influence of Artificial Intelligence (AI) on Business Operations

Good Business Essay Example

If you are one of those students who don't need business essays and need college essay writing services you've come to the right place too. Our professional writers have done it for you. In the next section, you can explore a business essay example.

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With our comprehensive list of business essay topics ideas, we've laid the foundation for your inspiration to take flight. With your chosen topic in hand, you're now prepared to conquer the world of business essays and create a masterpiece that will captivate your readers and leave them amazed. So, take the leap and let your business essay reach new heights of excellence!

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Business Essay Examples

13 Business Essay Examples for Students

14 min read

Published on: May 1, 2023

Last updated on: Jan 30, 2024

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Are you struggling to figure out the structure, research, or data required to make your essay stand out? Or frustrated by the lack of inspiration and ideas for your essay?

But don't give up yet! We have a powerful solution that will make your essay writing a breeze. Our list of business essay examples is here to help! 

We have compiled expertly written business essay examples that will illustrate how to write a striking business essay.

With our examples, you'll be able to see how to structure your essay and generate creative ideas for your topic. And our tips will help you make the most of these examples.

So, let's dive in and get ready to learn!

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What is a Business Essay?

A business essay is a type of academic writing that focuses on business-related topics and issues. These essays can cover a wide range of topics such as marketing, finance, management, entrepreneurship, and more.

The importance of business essay lies in presenting a well-researched and informed analysis. To do this effectively, writers need to conduct extensive research and analysis on the topic at hand.

Referring to examples of business essays can help you gain insight into the structure, tone, and content of a well-written essay.

Business Essay Examples For Students

Here is a list of business writing examples

Business Essay Examples Pdf

Business Essay Example Grade 10

Business Essay Example Grade 11

A Level Business Essay Examples

University Business Essay Examples

International Business Essay Examples

Short Essay About Business

College Essay About Starting A Business

Types of Business Essay with Examples

When it comes to business essay writing, there are several different types that you might encounter. 

Here's a brief overview of each type, including their characteristics and an example of each.

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Case Studies

A case study is an in-depth analysis of a specific business situation or problem. It involves extensive research and data analysis to provide recommendations.

Case studies often showcase the application of theory to real-world business scenarios.

Research Papers

Research papers involve a more academic approach to business writing. They typically require an extensive literature review, data analysis, and original research. 

Business research papers aim to contribute new knowledge to the field of business. These often involve a hypothesis or research question.

Argumentative Essays

Argumentative business essays aim to persuade the reader to adopt a particular point of view or take a specific action. They present an argument and use evidence and logic to support their claims. 

Argumentative essays can address various business topics such as management practices, ethical issues, or market trends.

White Papers

A white paper is a document that provides a detailed explanation of a particular issue or problem, often with recommendations or solutions. 

White papers are typically used to educate stakeholders about a specific topic. These are often used in the business-to-business (B2B) context.

Comparative Essays 

Comparative business essays compare and contrast two or more topics or ideas. They typically analyze the similarities and differences between the topics to evaluate their pros and cons. 

Comparative essays can focus on various aspects such as products, companies, markets, or strategies.

How to Structure Your Business Essays

As you begin writing your business essay, it's important to structure it in a clear and organized way. 

Here's a step-by-step guide with business essay samples to help you do just that:

Executive Summary

The executive summary is a brief overview of your entire essay. It should summarize your main points and highlight your recommendations. 

This section should be written after completing the essay, as it gives a clear picture of what the essay covers. 

Here is how you start a business essay sample:

Introduction

The introduction sets the stage for the rest of the essay. It should introduce the topic, provide background information, and explain the purpose of the essay. 

Here is a business essay introduction example:

Industry Analysis

In this section, you'll conduct a thorough analysis of the industry in which the business operates. You should examine factors such as competition, market trends, and customer behavior. 

Here is a sample industry analysis

Key Issues or Problems

This section should identify the main issues or problems faced by the business. You should provide evidence to support your claims and analyze the impact of these issues. 

Here is an example paragraph:

Solutions or Recommendation

Here, you'll provide solutions or recommendations to address the issues identified in the previous section. Your solutions should be well-supported and feasible. 

For instance:

Implementation Plan

For this part, you'll outline a plan for implementing the solutions or recommendations you've proposed. This is sort of a description of the business model you suggest. 

This section should be detailed and include specific action steps. 

For example:

Finally, you'll wrap up your essay by summarizing your main points and reiterating your recommendations. 

This section should be clear, concise, and impactful. 

By following this structure, your business essay will be well-organized, coherent, and easy to follow for your readers.

Tips for Using Business Essay Examples Effectively

Now that you have quite a few business essay examples at hand, you should know how to use them effectively:

• Use them as a guide, not a template : While it's great to learn from examples, you should never copy them outright. Instead, use them as a starting point for your own research and writing.
• Analyze the strengths and weaknesses of the essay : Take note of what works well in the example essay, as well as any areas that could be improved. This will help you understand how to make your own essay even better.
• Use them to inform your own research and writing : Pay attention to the research methods, sources, and evidence used in the example essay. This can give you ideas for your own research and help you strengthen your arguments.
• Avoid plagiarism and ensure proper citation: Whenever you use ideas or information from an example, make sure to cite your sources. This will help you avoid plagiarism and maintain academic integrity.

You now have a plenty of business essay examples on different topics to help you get started!

By following our tips and studying the sample essays, you can confidently write your own essays that are clear, concise, and impactful. 

However, if you still find yourself struggling with your business essays, just reach out to our professional business essay writing service . 

We have the best online essay writing service and are ready to provide you a high-quality business. Our writing service has subject specialist writers who can tackle any business essay topic.  

So why wait? Contact us today and let our AI essay writer take your business essays to the next level!

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Essay on Management: Top 9 Essays

Here is a compilation of essays on ‘Management’ for class 9, 10, 11 and 12. Find paragraph, long and short essays on ‘Management’ especially written for school and college students.

Essay on Management

Essay Contents:

• Essay on the Importance of Management

1. Essay on the Introduction to Management :

Management is a vital aspect of the economic life of man, which is an organised group activity. It is considered as the indispensable institution in the modern social organisation marked by scientific thought and technological innovations. One or the other form of management is essential wherever human efforts are to be undertaken collectively to satisfy wants through some productive activity, occupation or profession.

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It is management that regulates man’s productive activities through co-ordinated use of material resources. Without the leadership provided by management, “the resources of production remain resources and never become production”.

In the words of Drucker manager is the life-giving dynamic element in every business. Productive resources-men, money, materials-are entrusted to the organising skill, administrative ability and enterprising initiative of the management.

Modern business is the complex scene of forces of change constantly at work. The size, strategy, structure, motivation of modern enterprises underline the need of creative touch in successfully piloting their affairs. New products, new methods and techniques appear day-after-day to cater to the ever-changing trends of consumers’ tastes and needs. The ceaseless competitive drive to capture markets necessitates intellectual handling of refined requirements of consumers.

Management today is not just an exercise of blind authority or bossism but it implies scientific thinking, accurate planning and meticulous control to ensure quick and better results. Management has become a profession in view of the modern business becoming more sophisticated.

As ownership gets divorced from management, specialisation in business operations becomes more marked. Proprietors, shareholders and even their directors remain comparatively in the background and experts specialising in delicate and intricate matters of industrial techniques play increasingly positive and prominent role in running the business. Professional experts like engineer, scientist, market surveyor, trained executive, researcher, technician, occupy important place in running the affairs of an enterprise today.

Management now a days, therefore, consists of cadre of experts who performs a profitable job to build-up the competitive strength of the firm and they strive to “develop and expand the assets and profits” of the proprietors. According to Drucker, “Management, which is the organ of society specially charged with making resources productive, that is, with the responsibility for organised economic advance, therefore, reflects the basic spirit of the modern age.”

2. Essay on the Meaning and Definition of Management:

It is not an easy job to give the exact meaning of management.

Different writers have used the term “Management” in different senses, which will be clear from the following discussion:

Management as a Process :

In the words of George R. Terry, “Management is a distinct process consisting of planning, organising actuating and controlling performed to determine and accomplish objectives by the use of human beings and other resources.” The elements of management are: planning, organising, actuating (directing) and controlling.

These are also called the functions of management. It is through the performance of these functions that management is able to effectively utilise manpower and physical resources such as capital, machines, material, etc. to produce goods and services required by the society.

This has been shown in Fig. 1:

Henri Fayol has defined management as a process consisting of five functions: “To manage is to forecast and plan, to organise, to command, to coordinate and to control.”

However, modern authors do not view coordination as a separate function of management. They consider it as the essence of managing. Koontz and O’Donnell have classified the functions of management as follows: planning, organising, staffing, directing and controlling. These functions are inter-dependent and interrelated. There is no fixed sequence of their performance. They are performed more or less simultaneously.

Management is regarded a process because it involves a series of functions as shown in:

It starts with planning and ends with controlling. But it does not mean that managerial functions are followed in a specific sequence. A manager performs all the managerial functions simultaneously. Moreover, Management is a never-ending process.

There are three features of management as a process:

(i) Management is a social process as it deals with human beings.

(ii) Management is an integrating process as it organises human resources for the efficient use of other resources like capital, materials, technology, machines, etc.

(iii) Management is a continuous process. It is always involved in identifying the organisation problems and solving them.

“Management is the technique of getting things done.”

“Management is the art of getting things done.”

Marry Parker Follet defined management as “an art of getting things done through others”. This is a traditional definition of management. It emphasises that management directs the workers for getting results from them and supervises their performance. The workers are treated merely as a factor of production like materials, machines and capital.

This definition is insufficient in the modern world because of the following reasons:

(i) The above definition is incomplete because workers are treated as a mere means to organisational goals.

(ii) The management tries to manipulate the behaviour of the workers.

(iii) The needs and aspirations of the workers are not considered.

People are not mere cogs in the wheel and so they should not be treated as commodity or mere means to certain ends. Needs and aspirations of the people working in an organisation should not be overlooked. They must be satisfied so as to obtain sustained and consistent effort towards organisational objectives.

Management may be defined as a technique of getting things done through others by satisfying their needs and providing them opportunity for growth and development. According to Harold Koontz, “Management is the art of getting things done through and with people in formally organised groups. It is the art of creating environment in which people can perform as individuals and yet cooperate towards attainment of group goals.”

In order to accomplish results, management must create opportunities, and encourage growth and development of employees and provide guidance and assistance, wherever necessary. All this demands skillful application of the basic principles of the science of management. Managers must have conceptual, technical and social skills in translating the abstract organisational philosophy into concrete action.

Management is the dynamic life-giving element in every organisation. It is the activating element that gets things done through people. It provides the force necessary to transform the resources of a business organisation into desired goods and services. The primary job of management is to convert the disorganised resources of men, machines and materials into a productive organisation.

Management as a Group :

In the words of sociologists, management is a group or a class who together carry out various managerial activities.” Thus, management refers to the group of people in an enterprise who are carrying out management functions.

In other words, all individuals occupying managerial positions are collectively known as management. A manager is a person who performs the managerial functions of planning, organising, staffing, directing and controlling.

Since a manager performs the managerial functions, he is a member of the management of the organisation. Used in this sense, management includes all those who manage the affairs of an organisation. But in practice, the term ‘management’ is used to indicate the top management consisting of chairman, managing director or chief executive and Board of Directors.

Management as a Discipline :

As a discipline, management refers to the body of knowledge and a separate field of study. Management is an organised body of knowledge which can be learnt through instructions and teaching. It entails the principles, practices, techniques and skills of management which help in achieving organisational objectives. This discipline is taught widely in schools and colleges in most of the countries of the world.

Management has acquired the status of a discipline because of the following two reasons:

(i) A lot of research is being carried out by the scholars in the field of management. The results of research will be useful for future managers.

(ii) It is a specialised body of knowledge, which is studied and practised in management institutions.

Management as an Activity :

Management is an activity concerned with getting things done through people and directing the efforts of individuals towards a common objective. In the words of Harold Koontz, “Management is the art of getting things done through and with people in formally organised groups.”

Management gets results from the people by satisfying their needs, and expectations, and providing them opportunity for their personal growth. Management is a distinct activity in any organisation which is necessary for the achievement of its objectives.

According to another functional classification management activities are classified as:

Classification of Management Activities

1. Informational Activities:

Management has to act as a communicative link between subordinates and superiors. On one hand management receives, requests explanations, statements and suggestions from their subordinates and on the other hand it also receives orders and instructions from superiors. In their informational role as managers the requisite information is passed on to both subordinates and superiors.

2. Decisional Activities:

Management being both administrative and executory has to take routine and strategic decisions regarding various operational activities so that the organisation work is executed smoothly. In their decisional role as managers, management can also be termed as innovators, resource allocators, negotiators and crisis managers.

3. Inter personal Activities:

Management being a team work and group activity requires cooperation, coordination and harmonious relationship between individuals and departments. In order to integrate and charrelise best efforts of individuals to attain predetermined objectives of the enterprise, managers in their interpersonal role act as a figure head of the enterprise, as a leader and as a liason.

Other Definitions of Management:

Various writers have given various definitions of the management.

The following are some of the important definition:

According to E.F.L. Brech, “Management is the process of planning and regulating the activities of an enterprise.”

According to Lawrence A. Appley, “Management is the development of people and not the direction of things management is personnel administration.”

According to Koontz and O’Donnell, “It is the task of manager to establish and maintain an internal environment in which people working together in groups can perform effectively and efficiently towards the attainment of group goals.”

According to Kimball and Kimball, “Management embraces all duties and functions that pertain to the initiation of an enterprise, its financing, the establishment of all major policies, the provision of all necessary equipment, the outlining of the general form of organisation under which the enterprise is to operate and the selection of the principal officers. The group of officials in primary control of an enterprise is referred to as “the management.”

According to William Spriegel, “Management is that function of an enterprise, which concerns itself with the direction and control of the various activities to attain the business objectives.”

According to Keith and Gubellini, “Management is the force that integrates men and physical plant into an effective operating unit.”

According to S. George, “Management consists of getting things done through others. Manager is one who accomplishes the objectives by directing the efforts of others.”

According to Newman, Summer, Warren, “The job of management is to make cooperative endeavour to function properly. A manager is one who gets things done by working with people and other resources in order to reach an objective.”

3. Essay on the Characteristics of Management:

The main characteristics of management are as follows:

(i) It is Goal-Oriented:

The important goal of all management activities to achieve the objectives of a business concern. The objectives of the business may be economic, social and humane.

(ii) It is a Process:

When it is used in the sense of a process, it refers to what management does. In other words, it refers to the process of managing, planning, organising, staffing, guiding, directing supervising and controlling.

(iii) It is a Group Activity:

For the success of a business, it is necessary that all human and physical resources are co-ordinated to achieve the maximum levels of productivity. We all know that the combined productivity of various resources will always be higher than the total productivity of each resources.

(iv) Management is Universal:

It is required in all types of organisations, e.g., family, club, university, government, army, business. The basic principles of management are applicable in business as well as in other organisations. However, these principles are flexible and they can be modified to suit different situations.

(v) It is an Art and Science:

It consists of both the elements of science and art. The science of management gives a body of principles or laws for guidance in the solution of specific management problems and objective evaluation of results. The management as an art consists of this use of skill and effort for producing desirable results or situations in specific cases.

(vi) It is a Factor of Production:

Not only the land, labour and capital are of effective use for the production of goods and services but the managerial skills are also used effectively for this purpose.

(vii) Management is Dynamic:

Management denotes is an ever-changing environment, It involves adoption of an organisation to changes in its environment, and modifying the environment for the benefit of the organisation. Therefore, management is a constantly growing process.

(viii) Management is a Profession:

Management is considered to be a profession as it possesses all the attributes of profession as:

(i) A systematic corpus of knowledge,

(ii) A period of apprenticeship, and

(iii) A code of conduct.

(ix) Management is an Important Organ of Society:

Management has become an important organ of society. Management of large scale undertakings influence the economic, social, moral, religious, political and institutional behaviour of the members of the society.

(x) It is a System of Authority:

In every organised group supreme authority must rest somewhere. There should be a clear line of authority from the supreme authority to every individual in the group.

4. Essay on the Nature of Management:

A study of literature of management often gives rise to a question as to whether management is a science or an art. The brief discussion which follows leads us to the conclusion that it is both a science and an art.

Management as a Science :

Science is by definition a body of knowledge gathered by experimentation and observation, artificially tested and expressed in the form of general principles.

Following are the essential features of science:-

1. Systematised Body of Knowledge:

Science being ‘systematic’ is based on cause and effect relationship. It consists of theories and principles which have the capacity to give reasons for past happenings and at the same time, can be used to predict the result of specification in future.

2. Scientific Methods being used:

Personal opinions and individual likes and dislikes don’t influence scientific principles. They are obtained through scientific investigation and reasoning. They are critically tested and can be scientifically proved at any time.

3. Principles based on Experiments:

Observation and testing the validity and truth through experimentation makes a statement, a principle.

4. Universally applicable:

Scientific princAples may be applied in all situations and at all times, exceptions though may be logically explained. These principles, under required given conditions never fail at any place or point of time.

The debate about whether or not managing is a science continues. The answer to this question depends largely on the degree to which the scientific method is used to determine managing principles and solve managing problems.

Management satisfies many of the scientific principles, for e.g.:

1. Management is a systematised body of knowledge. Its principles explaining cause and effect relationship between various variables, e.g., Principle of Unity of Command if not followed leads to inefficiency, confusion and duplication of work.

2. Management principles are evolved on the basis of observation and repeated experimentation. For instance, it is being observed through experiments that if stability in tenure of an employee is not there, his working efficiency decreases.

But, at the same time, there exists many scientific features which do not coincide with those of management.

Briefly, the method of science consists of the following steps:

1. Facts or data are collected in an objective manner.

2. These facts are classified in some way, usually on the basis of similarities or dissimilarities, in an attempt to make the data more meaningful.

3. From the classifications, hypotheses are formulated establishing cause and effect relationships between various given factors.

4. The hypotheses are then tested to determine their reliability and validity.

5. After the hypotheses are verified and if they stand the test of time, they then have interpretive or predictive value when applied to similar phenomena.

In referring to the hope of dream that a true science of management may someday be achieved. Professor Mee states, “This hope probably will be realized in another chapter in another book in another century.” Perhaps the best that can be said is that a science of management is just beginning to emerge.

It has often been stated that even when management attempts to use the method of science (from which managing principles are also derived), management is neither as precise nor as comprehensive as the natural and social sciences.

There are several reasons why this is true:

1. The rational approach and the application of the method of science are relatively new in business and industry. As a result, managing has not developed the comprehensiveness found in other disciplines that have used the scientific approach for a much longer time.

In fact, one of the more significant developments in the last seventy-five years in the field of management has been the tendency toward using the rational approach in solving management problems.

2. Relatively few managers are trained or experienced in using the method of science. Those who are trained may find it too time-consuming and, because of this as well as other limiting factors, seek other ways to reach decisions and to solve problems.

3. Precision measuring instruments and tools are not always available in management. A manager is forced to use relative measurement where absolute measurement is not possible or feasible. To evaluate the performance of a group of supervisors, for example, he may have to use a relative measuring device such as a carefully prepared rating scale. For his purposes, however, the relative measuring technique is just as useful and effective.

4. In the physical sciences, the researcher works with a single variable, holding all other factors constant. Managers can seldom do this. They almost always deal with people, the human element with all its weaknesses. The human element can never be treated as a constant; hence precision is less than in the physical sciences, though equal to that of the social sciences. Businessmen are always dealing with the unpredictable: people, governments and nature.

5. Most importantly, managerial decision-making, unlike problem solving in the sciences, stresses action rather than truth. A manager’s decisions must have practical application. Managers strive for reasonable results under uncertain conditions rather than for perfection. A method, technique, or device only has to be “good enough” to get the job done.

Management as an Art :

Art refers to the skill to put into action a systematized body of knowledge for the achievement of a given task. To get mastery in any skill it is necessary to have the thorough knowledge of the principles of doing the particular task. At the same time it is necessary to possess the tact, the care to be taken, the discretion and proper judgement in applying the principles involved.

Presence of mind, promptness to react to the given situation and correct response demanded by the prevailing condition are all essential to perform skillfully the task undertaken.

Experiences and judgement add to this skill. Management is also an art as it is necessary to apply the principles of management in planning, organising, staffing, directing and controlling the whole series of activities all through the managerial process.

Throughout the stages of the process of decision-making and execution of these decisions all the individuals occupying various positions at different levels of management need all the skills involved.

Briefly, these skills are called the planning skills, the organising skills, the staffing skills, the directing skills (how to motivate, to communicate, and to lead) and the controlling skills. Sometimes it is said that a good manager is born and not made. But it has been now established and accepted that it is through learning and training process that skilled managers are developed.

As Koontz and O’Donnell have rightly pointed out the work of managing a business or any group activity is an art. But for this the organised body of knowledge is required. It is certainly a science. Thus art and science are not exclusive terms but complementary ones.

Management as an art has the following features:

(a) Personal Skill:

Human beings apart, there are other factors which vary in their effect and role in the achievement of the managerial tasks. Managers have to apply their skill to deal with them.

(b) Practical Knowledge:

Business enterprises involve risks. Only those who have experience can deal effectively with such risks.

(c) Result Oriented Approach:

Management as an process aims at achieving concrete goals. It aims at utilising available resources optimally by creating a congenial atmosphere.

(d) Personal Judgement:

No doubt there are useful principles of management, but it needs individual judgement to apply them properly and at appropriate time. It means art is necessary.

(e) Continuous Practice:

The art of management is much older than the science of management which as an organised body of knowledge is hardly about ninety to hundred years old.

Management: Both Science and Art :

Management is a combination of an organised body of knowledge and skillful application of this knowledge. According to Brech, “A systematic body of knowledge underlies the competent practice of management”.

Much of this knowledge are to be found in various academic disciplines. Competent performance of various management functions necessarily needs an adequate basis of knowledge and a mature scientific approach.

Thus management is both a science and an art. It is a science because it uses certain principles. It is an art because it requires continuous practice to ensure the best possible result. Thus science and art in management are not mutually exclusive. Both of them exist together in every function of management.

Management as a Profession:

Profession is defined as a composite of intellectual and executive qualities applied to carry out successfully the specified activities for the benefit of others. It is an intellectual field. One enters into it to work without any expectation of a direct share in the profits earned out of the activities to carry out which one might be contributing his specialist knowledge or intellect.

According to George, “Profession is that which has a well-defined body of knowledge, which is learned, intellectual and organised, to which entry is restricted by examination, or education and which is primarily concerned with service to others above self-award.”

Features of Profession:

The above statement makes the following features of profession clear:

1. Existence of a body of knowledge, techniques, skills and specialised knowledge.

2. Formalised methods of acquired training and experience.

3. The establishment of a representative organisation with professionlisation as its goal.

4. The formation of an ethical code for the guidance of its conduct.

5. The charging of fees based on the nature of service extended.

In the light of what has been said above management can be said to be a profession.

The arguments in favour of this statement are given below:

1. Body of knowledge:

All over the world there is marked growth of an organised systematic body of knowledge about management as a process.

2. Formal methods of teaching:

The establishment of professional schools of management in which management as a body of knowledge can be taught is seen everywhere. India is no exception to it as is clear from the establishment of Indian Institutes of Management at Ahmedabad, Calcutta, Bangalore, Lucknow and Post­graduate Departments of Management as well as Institutes/Colleges of Management being established in different parts of the country.

3. Fee as remuneration:

The number of management consultants is increasing Even a large number of well reputed firms are establishing their consultancy agencies.

4. Existence of ethical code:

There is growing emphasis on the ethical basis of management behaviour.

5. Establishment of representative organizations:

Both at the national and international levels management associations have been formed with their membership rules, codes of conduct, etc. All India Management Association, New Delhi.

National Institute of Personnel Management, Calcutta, Institute of Marketing and Management, Institute of Chartered Accountants of India, New Delhi, Institute of Costs and Works Accountants of India, Calcutta are the well established associations in India. And many more organisations in the specialised fields/ branches of management are being organised.

Management as Profession: A Controversy :

However, there is no agreement on this point. Questions are asked: Is management a profession? Is it becoming a profession? As it is well known, a large number of business units are operating as sole traders and single entrepreneurship enterprises. By definition and in practice they are managed by proprietor-managers. So is the case with partnership firms and joint Hindu family firms.

But company form of business enterprises in India and corporate organisations in USA and other countries are even by definition the enterprises in which ownership is divorced from management. Even then question remains if all of them are managed by professional managers. As things stand, under law it is the shareholders who elect the Board of Directors from amongst themselves.

Thus the topmost group at the top level management of a company or corporate body are not professional managers. But all the big companies operating on large scale do appoint executives and managers on salary-cum-perks basis. Thus they are the professional managers.

In large companies even the Vice Presidents of marketing, finance, etc. who are on the Board of Directors are the professional managers. So are all those working at the middle level and lower level of management. In case of public undertakings management is in effect with the professional managers. Exceptions to it are Departmental Undertakings such as Railways. Posts & Telegraphs etc. which are controlled by the various departments of the Government.

But there also other than the Minister-in-charge all those looking after the management are professionals. A new trend is becoming more and more marked. Proprietary managers are becoming more interested in acquiring the latest knowledge and technique of management. They are sending their own sons, daughters and other close relatives abroad to acquire degrees and diplomas in management.

Others are joining short- term courses in management run by organisations like Administrative Staff College, Hyderabad. All India Management Association etc. Such persons are now occupying positions at the topmost layers of the managerial hierarchy.

Are these persons to be regarded as proprietary managers or professional managers ? No doubt all the features of profession are not applicable to them. But they do possess other features.

In conclusion, it may be said that all the requirements of profession are not satisfied by managers at the top. But management is, by and large, becoming professionalised, it is more so in the developed nations. But even in India large number of managerial cadres are getting professionalised.

This is applicable to both the public and private sectors. Even the case of smaller enterprises, which are run by proprietary managers, assistance of professionals such as chartered accountants, cost accountants and lawyers are being utilised to a great extent.

5. Essay on the Objectives of Management:

Objectives can be divided into three categories: Individual, Social and Organisational. Recognising the three categories and reacting appropriately to each is a challenge for all modern managers.

(I) Individual Objectives :

Individual objectives are the personal goals each organisation member would like to reach through activity within the organisation. These objectives might include high salary, personal growth and development, peer recognition, and societal recognition.

(II) Social Objectives :

Social objectives deal with the goals of an organisation toward society. Included are obligations to abide by requirements established by the community, such as those pertaining to health, safety, labour practices and price regulation.

Further, they include goals intended to further social and physical improvement of the community and to contribute to desirable civic activities.

It should be noted that most business houses in achieving their primary goals also contribute to their respective communities by creating needed economic wealth, employment and financial support to the community.

(III) Organisational Objectives:

Drucker indicates that the very survival of management may be endangered if managers emphasize only a profit objective. This single-objective emphasis encourages managers to take action that will make money today with little regard for how a profit will be made tomorrow.

In practice, managers should strive to develop and attain variety of objectives in all management areas where activity is critical to the operation and success of the system. Following are the eight key areas in which Drucker advises managers to set management objectives.

1. Market Standing:

Management should set objectives indicating where it would like to b£ in relation to its competitors.

2. Innovation:

Management should set objectives outlining its commitment to the development of new methods of operation.

3. Productivity:

Management should set objectives outlining the target levels of production.

4. Physical and Financial Resources:

Management should set objectives with regard to the use, acquisition and maintenance of capital and monetary resources.

5. Profitability:

Management should set objectives that specify the profit the company would like to generate.

6. Management Performance and Development:

Management should set objectives that specify rates and levels of managerial productivity and growth.

7. Worker Performance and Attitude:

Management should set objectives that specify rates of worker productivity as well as the attitudes workers possess.

8. Public Responsibility:

Management should set objectives that indicate the company’s responsibilities to its customers and society and the extent to which the company intends to live up to those responsibilities.

6. Essay on the Levels of Management:

More of the authors have conceived of three levels of management in any fairly-sized business undertaking.

These are as follows:

1. Top Level Management

2. Middle Level Management

3. Lower level Management

Management is considered as a Three-tier activity. The top tier centres round the determination .of objectives and policies, the middle tier concerned with implementation of policies through the assistance of lower tier of the organisation.

The various tasks in a business enterprise “become structured somewhat like a pyramid, with the highest level of management centred at its apex”.

The managerial set-up of any undertaking, therefore consists of three levels – Top Management, Middle Management and Operating Management or Lower Level Management.

The following chart illustrates Levels of Management in a company form of enterprise of fairly large size:

This gradation of level of management is not a watertight arrangement but represents a hierarchy of authority and responsibility designed to secure a systematic sequence of operations. Each level is blended into another through its functions and all the layers of authority constitute an integrated arrangement.

The demarcation of the levels is only to analyse the range of responsibility and span of control and it underlines the principle of specialisation in administrative executive processes.

A. Top Level Management:

Top level management is made up of Board of Directors, its Chairman, Managing Director or General Manager and other key officers responsible for smooth and systematic conduct of the affairs of the enterprise.

The top level management is a concept of functions concerning the manner in which the enterprise should be shaped.

In view of large size of modern companies, the key functions cannot be performed by a single person, and hence a compact group of elected office-bearers, experts and executives form the top management level of enterprises these days. Board of Directors is assisted by Managing Director, General Manger etc. in directing the company’s operations.

Top level management’s work is a creative process and it also involves commitments of high order of responsibility. As Allen observes “top-management work is a work which must be performed at the apex of the organisational pyramid because it cannot be carried out effectively at lower levels.”

Top management is also described “as the policy-making group responsible for the overall direction and success of all company activities.” It is a chief custodian of the property of the enterprise. It is the main mobiliser of resources in men and materials essential for the inception, maintenance, operations and expansion of the undertaking.

It is more basically a panel of planning the company’s operations and in due course shall develop into an evaluating and controlling medium for securing the maximum possible performance. It is concerned with the problems and policies of the entire enterprise.

The functions of top management include:

“Identifying key factors for the survival and growth of the company and devising basic objectives, policies and programmes for dealing with these factors: being sensitive to the inter-dependence of the numerous actions and maintaining a strategic balance in these actions; and keeping an eye on how current activities of the company will cutting with predicted changes-social, political, technological and competitive-and adopting company plans to the anticipated environment.”

Functions of the Managers at the Top Level Management :

The fundamental functions of mangers of the top management may be classified into the following categories:

(1) Determining the objectives.

(2) Framing the policies and making plans to carry out the objectives and policies.

(3) Setting up an organisational framework to conduct the operations as per plans.

(4) Assembling the resources needed to put the plans into operation.

(5) Controlling the operations through organisation.

1. Determining the Objectives :

Objectives are goals which every enterprise seeks to achieve. Most of the companies describe in detail the nature of their activities in the objects clause of their Memoranda of Association. But by and large the general objectives which top management should aim at are survival, profit, business growth, prestige or status and social acceptance.

Production of particular product of specific quality, satisfaction of customer’s needs, earning of profit by production and sales, looking out for expansion and diversification of business, building up an image or reputation of the company in the eyes or estimation of the society are the broad objectives set up by top management.

Objectives also may be specific. They relate to types of activities. Specialty in workmanship, competitive pricing, marketing method, widening the area of sales abroad, relations with the workers, customers, public, government, etc.

2. Framing of Policies :

The objectives are realised through policies framed by the management. Policies signify the decisions taken by the management on different strategic aspects of company’s operations or activities.

Production policy indicates the schedules of production to meet the market demand.

Product policy lays down the standards, specifications, size, design, colour shapes etc. of the product.

Marketing policy describes the channels of selling the product (direct sale or dealership, agency etc.), advertising and sales promotions techniques to be adopted, the sales targets to be attained etc.

Pricing policy emphasises the quality aspect of the product as well as the comparative competitive nature of the rates quoted, discounts allowed etc.

Personnel policy deals with recruitment, placement, training, remuneration, promotion, rewarding and regulating the productivity of the personnel.

Financial policy is concerned with procuring funds required for investment in fixed assets or required to be held over for working capital needs, sources of finance, e.g., borrowing, self-financing, issuing additional capital etc.

Top management has also to devise plans and schemes for precise execution of policies within a given time. Plans set out the course along which operations in different departments are to be conducted as per the criteria laid down in the respective policies.

production schedule, sales campaign, financial arrangements, personnel motivation have to be drawn as to focus and guide the activities of the company in the direction of the realisation of the basic objectives.

3. Organising:

Organisation means division of functions, allocation of duties to the personnel, fixation of range of their responsibility and the scope of their authority and co­ordination of the activities of the departments of the undertaking. Standardisation of administrative procedures is the main task of organising the enterprise.

Systems and procedures are the methods intended to govern the departmental activities of a company. Organisation ensures smooth flow of work from one stage to another, or from one department to another, so that the whole undertaking is enabled to achieve the targets to the benefit of the company and satisfaction of customers.

4. Assembling the Resources:

Prior to the launching of the plans, the resources of money, men and materials have to be assembled. Executives and operatives are appointed after careful selection on the basis of their merits and the nature of jobs to be handled.

Money capital has to be raised through issue of shares, debentures, etc. and arrangement for working capital has to be made through reserves, bank advance etc.

Then the physical resources-machinery, tools, furniture, buildings, water supply, power, other ancillary equipment-have to be collected as per estimated needs. The management has to find out the sources of finance for implementing the plans and programmes.

5. Controlling :

Top level management does not directly execute work. But the Chief Executive in the top management has the responsibility of exercising supervision over all the departments to make sure that the middle and lower managements are functioning as per the plans.

By controlling we mean instituting checks or comparisons of actual results with the planned targets. It implies evaluation or measurement of the work turned out in each section or department with reference to the goals envisaged in the basic plans and policies of the company.

The top level management lays down the standards of performance for the purpose of comparison of the actual results with the planned performance. Standard cost per unit, sales quotas, net profit per unit of sales are some of the reliable criteria for comparison.

Top level management finds out to what extent the performance has been upto the mark and identifies in the course the sources of strength and weakness in the different phases of organisation and operations.

Top level management has to act as coordinator and regulator of the activities of the undertaking in its different dimensions. It will call for reports, statistical data, special studies, accounting records to know the position of performance and to apply regulatory checks wherever and whenever necessary.

B. Middle Level Management:

Middle level management is concerned with the task of implementing the policies and plans chalked out by the top management. Middle management comprises departmental heads and other executive officers attached to different departments.

These departmental managers and officers are expected to take concrete steps for actual realisation of the objectives and operational results visualised in the plans finalised by the top officers of the organisation. “This group is responsible for the execution and interpretation of policies throughout the organisation and for the successful operation of assigned division or departments.”

Managers at the middle level management level exercise the usual functions of management in respect of their own departments. They have to plan the operations, issue instructions to their assistants, collect the resources required and control the work of the men under them and evaluate the results achieved by their department with reference to the plans formulated by the top management.

If the top management is endowed with the authority of policy-making, middle management is entrusted with the programming of efforts essential for implementing the basic pre-determined policies.

Functions of Managers at the Middle Level Management :

The functions of the managers at the middle level management can be broadly summarised as follows:

(i) Interpretation of policies framed by top level management.

(ii) Preparing the organisational set-up in their departments for fulfilling the objective implied in various business policies.

(iii) Finding out the suitable personnel and assigning duties and responsibilities to them for the execution of the plans of the concerned departments.

(iv) Compiling detailed instructions regarding operations and issuing them to the assistants and operatives to focus and guide their efforts accordingly.

(v) Motivating the personnel for higher productivity and rewarding them for their merit, capacity or calibre.

(vi) Cooperating with other departments so as to evolve a smoothly functioning organisation.

(vii) Collecting reports, statistical information and other records about the work turned out in respective departments and forwarding the same with their observations to the top level management.

(viii) Recommending to the top management, new or revised policies for their departments to secure better performance.

Middle level management managers are responsible for all the leading functions within each department. They provide “the guidance and the structure for a purposeful enterprise”.

The top management’s plans and ambitious expectations cannot be fruitfully realised without the key officers at the middle level management.

Managerial Structure at the Middle Level Management :

Generally the following functions at the middle level management are performed through the various departments under the departmental managers or heads.

1. Production department headed by works manager is concerned with the following functions:

(i) To collect the work orders and issue them to concerned sections.

(ii) To guide the foremen, and prescribe methods and process to be followed in execution of the work allotted.

(iii) To devise a system of inspection of factory functioning, the components, semi-finished and finished products.

(iv) Assembling the tools, equipment, plant, qualified personnel etc. to execute the production’s plan.

(v) Controlling the factory expenses.

2. Engineering Department headed by chief engineer has to perform the following functions:

(i) Production-planning, routing, scheduling.

(ii) Plant layout suited to the execution of production plans.

(iii) Designing the products, their specifications, standards, quality, workmanship etc.

(iv) Research in methodology of production for improving technical efficiency.

(v) Plant and tools maintenance and development of the full capacity of production.

(vi) Economy in production costs and resource consumption.

3. Personnel Department:

It is headed by the chief personnel officer, labour officer. He has to devise selection procedure and training schemes: he has to maintain service records of the staff and formulate methods of remuneration in conformity with the productivity and cost of living. He has to assure wholesome working conditions to the personnel and look after their social and economic security and welfare.

4. Stores Department headed by stores manager is concerned with systematic organisation of purchasing raw materials, stores articles, tools, equipment, spare parts, etc. and proper custody of the materials with the responsibility of issuing them to the requisitioning departments.

He has to sort and arrange neatly the stockpile of materials etc. and keep an up to date record of materials, stores, tools, etc. received, issued, consumed, balance held in stock, etc.

5. Office Manager is in-charge of secretarial work of correspondence, filing, indexing, use of office appliances, maintenance of records and reports pertaining to the different departments.

6. Accounts Department:

The chief Accountant is responsible for maintaining up-to-date accounts of financial transactions and recording sales, purchases, receipts and payments.

He is also required to compile periodically the Trading Account, Profit and Loss Account and Balance sheet of the firm.

He should ensure that monthly financial statements indicating the position of the firm are placed before the Board and other top management officials.

7. Costing Department:

In bigger enterprises a separate department for costing is constituted and cost accountant is appointed to administer the functions of the section.

Costing department is entrusted with the main functions of ascertaining the prime and supplementary costs and submission of cost-sheets to the top level management for appraisal.

Costing department keeps detailed records of costs of completed jobs in progress, costs of materials, labour, factory overhead costs and sales on cost. It helps the management to find out the disparity between estimated costs and actual costs and the reason thereof so that remedial measures can be adopted.

8. Sales Department:

This section is the life-blood of the enterprise because the sales are the barometer of business profits and reputations of the firm. The work of the department is to create demand for the goods for promoting maximum possible sales at quick pace in wider markets.

The vital functions of the department are as follows:

(i) Market research to find out the needs, tastes and buying habits of the consumers.

(ii) Looking out for new markets for the goods.

(iii) Organising advertisement campaigns and other sales promotion activities for creating, maintaining and expanding the demand.

(iv) Collecting orders from the customers through agents, dealers or salesmen.

(v) Executing the orders by timely despatch of goods.

(vi) Supervision of salesmen’s efforts, training and stimulation of salesmen.

(vii) Organising after-sale service and similar sales promotion efforts.

(viii) Looking after proper warehousing, packing and despatch of goods.

(ix) Attending to customers’ complaints and suggestions.

C. Lower Level Management (Operating Management) :

It is described as the lowest level in the administrative framework and actual operations are the responsibility of the rank and file constituting this level of management.

Foremen, supervisors and sub-departmental executives assisted by a number of workers, clerks etc. carry out the actual operations as per schedule. Their authority and responsibility is limited and they have to follow the lines drawn by the higher levels of management.

The plans and policies of the top level management will fail if the foremen and operatives do not fully realise the spirit of sustained work. The quality of the workmanship and quantity of output will depend on the hard labour, discipline and loyalty of the operating personnel. The foremen or supervisors are responsible for executing the work orders allotted to their respective sections.

They pass on the instructions of middle level management to the working force, procure the materials, tools etc. required for the jobs, assign specific duties to individual workmen and guide them in acting upon the instructions and handling the job on hand with ability and accuracy.

They seek to maintain precise standards of quality, prevent wastage of materials by negligent workmen, look to the safety of machines and equipment and ensure steady flow of output as per plans and programmes prescribed by the top level and middle level managements.

They are also responsible for maintaining discipline among the respective batches of workers, preserving and boosting their morale and fostering the team spirit in them.

7. Essay on Theo Haimann’s Three Notions about Management:

According to Theo Haimann management is used in three different senses:

(i) It is used as a noun. It refers to the group of managerial personnel of an enterprise.

(ii) It refers to the processes of managing, planning, organising, staffing, guiding, directing, supervising and controlling.

(iii) It is used apart from the above two—personnel and activity- but it describes the subject, the body of knowledge and the whole practice, the discipline.

I. Management is an art of getting things done through other people :

It is a process of activity consisting of some basic techniques for getting the objective of an enterprise fulfilled through the efforts of people. It is the activating element in any concern for getting things done through people. But today it is thought to be against humanity. At present: “It is the art of getting things done through and with the people informally organized groups.”

The job of management is to give active leadership that unites the productive but passive resources into a fruitful organization.

As per E. Peterson and E.G. Plowman:

“It is a technique by means of which the purposes and objectives of a particular human group are determined, clarified and effectuated.”

As per E.F.L. Breach it has been said as:

“A social process entailing responsibility for the effective of efficient planning and regulation of the operations of an enterprise, such responsibility involving a judgement and decision in determining plan and using data to control performances and progress against plans. The guidance, integration, inspiration and supervision of the personnel comprising enterprise and carrying out its operations.”

Breach signifies that it is not possible to take management in relation to things or mechanical operations of machines but only in relation to the people who are employed to operate or use such things.

As per Prof. Harold Koontz it is:

“The art of getting things done through and with people informally organized groups. It is the art of creating an environment in which people can perform as individuals and yet co-operate towards attainment of groups’ goals. It is art of removing blocks to such performance, a way of optimizing efficiency in reaching goals.”

II. Management is what management does:

The three functions of management are:

(i) Planning,

(ii) Implementing, and

(iii) Controlling.

Planning includes formation of policy and its translation into plans. Implementing includes the execution. Controlling means exercising administrative control over the plans.

In the words of Dr. James Lundy:

“Management is principally a task of planning, co-ordinating, motivating and controlling the efforts of others towards a specific objective. It involves the combining of the traditional factors of production (land, labour and capital) in an optimum manner, paying dues attention, of course, to the particular goals of the organization.”

This definition includes three major management activities of:

(1) Planning is the ascertainment of the course or objectives of a business, division or department to attain maximum profit effectiveness, the establishment of policies and continuous seeking and finding out new and better ways to do things.

(2) Implementing seeks to the doing phases, after preparation of plans, personnel attend their jobs with training of motivation not do rightly. Activities must run to the planning, supervision and direction of the subordinates and at the same time groups efforts are coordinated.

(3) Lastly, controlling seeks to evaluate acts of those who are responsible for executing the plans agreed upon. It consists of: (a) Controlling adherence to plans (b) appraising performance.

III. Management is the development of the people:

Business is not the management of things. As Appley Lowrence puts it: “The development of people and not the direction of things.” It is the selection, training supervision and development of people. These days most of the large as well as medium-sized enterprises are managed by the professional managers i.e., the managers who have got either little or no share in the ownership of the enterprise. They take management as a career.

Mcforland has noted following characteristics of a profession:

1. A body of principles, techniques, skills and specialised knowledge.

2. Formal methods of acquiring training.

3. Laying down of certain ethical codes of guidance of conduct.

4. Charging of fees according to the nature of services rendered.

And management is truly a profession in the sense that it fulfills all these conditions. Management these days is very much a systematised body of knowledge (science) and is an identifiable discipline. It has also developed a number of its tools and techniques.

In India, now there are a number of management institutes and university departments imparting formal management training. But management still, at last so in our country, does not fulfill the last time requirements of being a profession. There is, for example, still no unified ethical code of conduct for the managers as is there for the doctors and lawyers.

8. Essay on the Functions of Management:

Various authors have given various functions of management according to the time and development of the management science.

All these can be classified into the following categories:

(i) Planning

(ii) Organisation

(iii) Direction

(iv) Co-ordination

(v) Control.

These functions of management have been discussed in detail in the following paragraphs:

(i) Planning:

It is deciding in advance what is to be done, how it is to be done and when it is to be done. Planning involves projecting the future course of action for the business as a whole and also for the different sections within it. It helps in bridging the gap between the present and the future.

Planning is possible whenever there is a question of choosing and planning process is possible only when alternatives are there. In fact planning is an intellectual process. It signifies use of rational approach to the solution of problems. The important aspects of planning process are defining and establishing objectives, policies, procedures methods, rules, budgets, programmes and strategies.

(ii) Organisation:

Organisation is the structural relationship in an enterprise between the various factors i.e., men, material and management which combine to achieve the objectives set by the enterprise. In a dynamic society like ours, the organisation is not fixed. If it does not promote the objectives of the enterprise, it must be modified.

(iii) Direction:

Direction consists of command, execution, control, supervision and motivation i.e., achieving the good results. It is concerned with to use Lawrence H. Appley’s maxim “that management is essentially getting things done through the efforts of other people.”

It needs the personal touch. A good manager has to see that his orders are properly carried out and have achieved the desired results. It will need proper supervision by him and control of all the levels below him.

Moreover, his order must always create motivation among subordinates. It is only possible when his orders are of the right type and at the right moment. For it, more of initiative, sincere and tact is required than aggressiveness. A good executive must always be a good leader.

(iv) Co-Ordination:

Co-operation permeates all operating organisations and makes their entire structure more effective by harmonizing and property timing the various activities. It means synchronising the activities of all persons and functions in the enterprise and rooting out personal prestige and vested interests.

Proper co-ordination presupposes a number of conditions which can be summed up as:

(i) Fixed responsibility

(ii) Adequate authority at each executive level

(iii) Organisational structure facilitating

(iv) Co-ordination.

(v) Control:

This includes the setting of the targets or standards and comparing the actuals with standards in order to know the deviations, analysis and probing the reasons for such deviations, fixing of responsibility in terms of persons responsible for negative deviation, and correction of employees performance so that group goals, and plans devised to achieve them are accomplished.

9. Essay on the Importance of Management:

Management is absolutely essential if human efforts are to be effective to meet all round development of the society through productive activity, occupation or profession. It is essential in all organisations and at all levels of organisation in an enterprise. Without the enlightened guidance and leadership made available by management “the productive resources will remain resources and shall never become production”.

Management is a dynamic element which gives life to a business enterprise. The productive resources such as materials, men, and money are entrusted to the administrative ability, enterprising initiative and organising skill of management.

In short, management is important for the following reasons:

(i) Provides Effectiveness to Human Efforts:

It helps achieve better equipment, plants, offices, products, services, human relations. It keeps abreast of changing conditions, and it supplies foresight and imagination. Improvement and progress are its constant watch-words.

(ii) Critical Ingredient in Nation’s Growth:

An underdeveloped nation usually lacks adequate managerial know-how. National development is not solely one of transferring capital, technology, and education to citizens of an undeveloped nations. It is also supplying or developing management which provides the generation and direction of effective human energies. Management know-how utilizes the available resources effectively toward achievement of basic needs.

(iii) Brings Order to Endeavours:

By means of management, apparently isolated events or factual information or beliefs are brought together and significant relationships discerned. These relationships bear on the immediate problem, point out future hurdles to be overcome, and assist in determining a solution to the problem.

(iv) Provides Judgement and Courage:

To determine worthwhile goals, carefully select and utilize resources efficiently by means of applying planning, organising, directing and controlling require a high degree of judgement and the exercise of great courage.

From time to time, gadgets and aids are offered to replace management, but actually at best they assist and do not represent management. Serious consideration of such devices usually points out the need for more management judgement and courage to be used. Nothing takes the place of management.

(v) Helps in Achieving Group Goals:

Management touches and influences the life of nearly every human being. Management makes us aware of our potentials, shows the way toward better accomplishment, reduces obstacles, and causes us to achieve goals that we probably would not otherwise attain.

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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 management. The reason that I am applying for the scholarship is that it will help me to pay for my academic tuition, academic resources (books, programs, etc.) and spend much more time on my studies.

Today I have to work full time in order to advance myself with a degree in business management. I am currently pursuing my Associate’s Degree, but I am not going to stop my education. To become a true professional in business management, it is necessary to learn more about the key business strategies that will help to enhance management practices and develop the proper skills and abilities. I am going forward to achieve my Bachelor’s Degree.

I am currently pursuing a career course that will help me to advance my leadership and management skills and have the opportunity to work in an advanced management field.  My specific academic goals contribute to my professional growth. Some of my academic goals include:

• To develop effective leadership and management skills in order to apply these skills in practice;
• To improve my academic performance in order to become more professional in decision making and goal setting practices;
• To develop good technical skills in order to apply new technologies in business practices;
• To learn more about business management strategies that could be applied in practice;
• To learn how to identify and successfully resolve various organizational and business problems;
• To develop my communication skills that are necessary in achieving strategic goals;
• To learn more about strategic planning in business;
• To use my skills and abilities to continue maintaining a “B” average;
• To do everything possible to keep satisfactory attendance.

My career plans depend on my academic achievements and work experience. I know that business management is not an easy field to work in.  I will be focused on my professional development. My work experience involves dealing with conflicts within management, problem solving, decision making, critical thinking, discrimination, as well as personal development. I have been well trained to deal with standard operating procedures and implementation of such standards, to satisfy the Department of Defense and be in compliance with the established laws and regulations of our Federal Government.

In addition, I will do my best to develop professional skills in business management practices that will help me to make good management decisions in my future career. To be a good manager, it is very important to develop not only effective interpersonal communication skills, but also good intuition, which helps to make effective management decisions.  I need general knowledge in HR management, finance and accounting operations. I know that Bachelor’s programs in this field are effective in achieving the established academic goals. The greatest pleasure for me would be to pass exams successfully. I believe that my personal skills and abilities will be useful in achieving my academic goals. I am self-confident, hard-working and persistent. I know that to become a good manager I should study hard. I know that a good manager should be competent in three key areas: managing people; managing and developing processes and policies; and managing and developing oneself. I believe that my Bachelor’s program in business management will help me to develop the proper skills to become competent in the above mentioned areas. Today I pay due attention to my personal development. I successfully deal with stresses and conflicts. A good manager should know how to avoid stressful situations which may lead to conflicts in the workplace. Besides, I use my creativity in decision making process to demonstrate the best traits of my character. Innovative ideas in business management provide massive opportunities for successful implementation of the established strategic goals.

Thus, it is necessary to conclude that my specific academic goals and career plans will motivate me to study hard. I know that to become a professional in business management, it is necessary to never give up and be quick about solving any problem or overcoming any barrier.  I realize that my academic and career goals are the essential goals I should achieve in the nearest future. Achieving these goals will help to succeed in the realization of my personal potential in profession and career. Business management practices guarantee professional success if a manager is goal-oriented and creative. One of my great desires is to pursue my Bachelor’s Degree in order to become a true professional in business management. I believe that I will be able to apply my best skills and abilities to succeed in academic performance and become a well-trained specialist. My work experience will help me to be confident in everything I need to do to attain my academic goals and career plans.

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Management Theory and Practice

The practice of management is influenced by developments in management science, new and old models, and understanding of management and its functions in organizations. Management was often considered one of the main tools that help organizations compete on the market and create strategic goals and competitive positions (Yukl, 2006). The modern business sector represents a unique market segment within a global trade. Modern business requires unique strategic goals and strategic thinking tools to compete in the market place. It is often asserted that the modern environment is so multifaceted that it is impossible to capture reality with the help of any formal model. In spite of great advantages and benefits proposed by modern theories and concepts of management, there are some limitations and weaknesses which prevent managers from effective implementation and introduction of their decision and management solutions.

Following Linstead et al (2004), the main concepts of modern organizations involve managing motivation, leading and managing, team management, conflict management, management of change, decision-making, networks and inter-organizational relations, etc. The main problem is that effective application of these concepts and issues requires careful attention and analysis of the current organizational needs and demands. Alvesson and Willmott (1996) underline that strategy is the process of deciding how to best position the organization in its competitive environment in order to achieve and sustain competitive advantage, profitably.

Modern strategy is formed at both corporate level (what industries/markets should we operate in) and business unit level (in what segments should we compete — and how). In their research, Studying Management Critically , t hey focus on corporate level strategic considerations. The pace of change has significantly increased in recent years, and the competitive arena has enlarged, driven by, for example, larger international corporations with an appetite for new markets, reduced barriers to international trade, and technology. Taking into account the built environment sector, it is possible to say that it will be difficult to apply these strategies because they focus on the process of strategy and analysis of the environment but do not involve recommendations and clear structure of strategy development (Yukl, 2006).

Amit and Schoemaker (1993) summarize some of the key shifts’ in strategic management. Both researches state that the structure of the industry will significantly effect the profit potential of the business operating in that industry like the4 built environment sector. The strategy and actions of a business operating in the industry may improve or destroy the industry structure. Each business (and the relevant decision makers) must recognize and evaluate the impact, short term and long term, of actions taken on the overall industry structure and attractiveness. In modern literature (Cole 1998) strategic thinking is defined as the positioning of the firm vis-à-vis its competitors and its customers, and with regard to its underlying resources and capabilities. For Whittington (2000), strategy is about how those two components are brought together. The organization in the built environment sector is a value-adding unit. Thus, it is important to realize that many of the customers and even competitors will be other units within the corporation. Again, this approach describes the process of strategy development but does not concentrate on steps and stages of its implementation in the modern environment (Mullins, 2005).

The art of strategy design should begin with the recognition of environmental threats and their transformation into opportunities (Cole 1998). The first limitations of the modern management theories are an awareness of the company’s dependency on its environment. Modern organizations rely on very popular Porter’s five forces, namely, competitors, buyers, suppliers, substitute producers, and potential new entrants. Thus, they do not take into account political and social factors outside the company (Parker, 2002). A second limitation is inadequate environmental scanning applied to the company beyond internal management information systems. In their responses to environmental challenges, managers are hampered by a variety of response barriers, such as entry, exit, and inertia barriers. These require keeping track of competitors’ moves, resource requirements, and environmental opportunities (Bratton, 2007). The strategic designers of the 21st century are far more outward-bound than the organizational designers of the fiftieth (Alvesson and Willmott 2003).

In order to apply motivation theories successfully, modern managers have to scan the transnational business scene and a specific product line or line of business. Modern managers have to devise ways to keep track of and to model environmental changes through triggering events and trends. This must be done carefully, to ensure that the various changes considered are compatible. Because there is no guarantee that situation components are compatible, managers and leaders have to screen both their essential assumptions and the compatibility of their business plans (Buchanan and Huczynski 2004).

The simplicity of the strategies and proposed management solutions limit the scope of analysis and opportunities assessment. Dynamic and complex environments are more difficult to measure and to model than complex but static markets. Yet, most difficult and complex are those business issues that are both multifaceted and dynamic; these environments are correctly termed discontinuous or turbulent environments. The major problem is that corporate-level managers are ill-equipped to do effective analysis because they do not understand the unique resources and capabilities in the organization, whereas managers have the knowledge, within the new sector, organizations should take a specula attention to internal and external resources, rapid changing environment and flexible planning process (Pittengrew et al

2006). For instance, change management strategies should be more effective, in terms of identifying what it is that the business should be doing today and tomorrow in order to survive and prosper in the long run (Thomas, 2003). The highly competitive nature of many markets and the likely future prospect of continued economic turbulence as national and global economic fortunes vary, requires that business managers continue to look for opportunities to improve performance. For this reason, organizations should concentrate on knowledge-based strategies and resources-based view to compete on the market (Parker, 2002; Yukl, 2006).

In recent years, researchers admit a great shift from traditional organizational structures based on bureaucratic strategies and hierarchies towards culturally-based organizations and controls. Researchers suppose that organizational culture can replaces organizational structure as the dominant method of management control. Large-scale bureaucratic organizations are operating in a business and economic climate that is tumultuous and tension-ridden. At the same time, these organizations must respond to the human condition by developing more open, trusting, flexible, collaborative, communicative, people-oriented cultures and environments for a changing workforce–changing in terms of age, gender, race, and ethnicity (Thompson and Martin 2006).

Alvesson and Willmott (1996) portray that in some of organizations, the top managers make almost all decisions themselves, after listening to the advice of subordinates. In other firms, the decisions are more clearly the result of a consensus among the senior officers. Yet in all these organizations, critics find a core group of about seven senior managers involved in working together and with the top manager to shape corporate direction. Subordinate managers, board members, major stockholders, and past senior officers are all consulted from time to time, and they do have an impact (Culp, 2001). Though, the corporate managers are the men who have the final say. Several historical trends have led to the appearance of corporate management as distinct from subordinate levels of operating universal managers. One is the establishment in most large companies of a multidivisional organization structure (Culp, 2001).

Following Dobson and Starkey (2004), modern companies are more than numbers of people or efficient administration. They are systems of values with goals and rewards. Modern companies have lifecycles and a propensity to stifle creativity and innovation, particularly as they grow over time or face an uncertain future. Modern companies are often thought to hold back progress, largely because of their rigid hierarchical formations, red tape, and paper-shuffling management. Bureaucracies are associated with the decay of civil infrastructures, lack of adequate quality education for tomorrow’s technologically driven society, failure of individual commitment to sociopolitical values, loss of the ability to make high-quality products, acquisitions and mergers, loss of a nation’s ability to be competitive or to be responsive to trade wars, and loss of scientific and technological dominance (Clegg et al 2005).

According to Drejer (2002), organizational culture cannot replace organizational structure as the dominant method of management control because it does not allow management to control duties and responsibilities of employees, measures organizational performance and effectiveness. The primary factor to consider in the organizational culture is the values. The values of the organization, and the people in the organization, determine what will gain attention. Values direct, not always at the conscious level, the outcome of millions of incremental decisions that are made daily by the members of an organization. Values determine who will rise in the organization. They are important to decisions about markets, products, and projects. These abstract constructs are translated into a lower level of constructs that are more specific and concrete, the values and beliefs. Three elements are important in reinforcing the values: rites and rituals, heroes and heroines, and the informal communications network. Rites and rituals are the formal and informal processes and procedures by which the values are canonized. The values are continuously reinforced by the policies, practices, rules, regulations, standards, and the informal method by which things get done (Drejer, 2002,)

Organizational culture encompasses three levels of analysis: artifacts, values, and basic underlying assumptions. Artifacts are material objects and, therefore, are the most accessible and readily observable facets of organizational culture. Material objects may include newsletters, computers, pens and pencils, and architecture such as office workspace and the actual design of buildings (Drejer 2002). These are components of what we call explicit culture in organizations (Cummings 2002). The availability, quantity, and quality of such objects differ from one organization to another, even though they may have similar tasks and occupational membership across organizational boundaries. The most important aspect of these artifacts is understanding their often deeply held meaning for organizational participants. Knowing their official or avowed purpose does not lead directly to knowing what they mean to organization members and the consequences of their interpretations (Cummings 2002).

A recent alternative to monolithic bureaucratization is to utilize free competitive market mechanisms (Drejer, 2002). These mechanisms are utilized by capitalistic, socialistic large-scale bureaucracies. Such creative and innovative activities employ deregulation, privatization, and decentralization. Research opportunities abound in formulating an answer to the question of whether free competition markets are the only alternatives. Cummings (2002) believes they are developing an alternative when they integrate the advantages of central planning and a market economy. Organizational culture does not allow develop global infrastructures, exploit new technologies for the benefit of all people, and providing more space and a better quality of life on a crowded planet place ever-increasing demands on creative and innovative ways to manage bureaucracies. Organizational cultures may be distinguished by the degree to which learning and problem solving occur (Cummings 2002)

Organizations are dependent upon their surrounding environments for employees, clients, customers, and so forth. Organizational leadership must effectively adapt to the socio-cultural, economic, and political nature of that environment. The prognosis for organizational survival is, in part, determined by executive awareness of organizational culture and its fit with the host culture. The ability of organizational leadership to read changes in the environment effectively and then communicate and discuss those changes with the staff is critical. The host culture may also define the social class and ethnic origins of employees joining the organization as well as clients and customers it serves. In addition, the host culture represents the character of the political climate of an organization, the degree to which it is friendly or hostile (Gardiner, 2005). Leadership sensitivity to the nuances of host culture assures the continued openness of the organization as part of a larger social system (Warner, 2001). Organizational structure and function come to serve defensive purposes, where boundaries enhance resistance to change and adaptiveness within and among organizations. The organizational identity becomes a social defense system against the anxiety of differences, separation, and individuality. Group cohesion becomes an important issue for organizational members (Thompson and Martin 2005).

Taking into account organizational research and management theory, it is important to mention such gurus as Gardiner (2005), who stressed the significance of informal social structure to understanding human behavior in organizations more deeply and more realistically. Grant (1998) the notion of culture in organizations reappeared in London in the 1950s and 1960s with the Tavistock Institute of Human Relations and, particularly, in a work by Elliott Jaques, The Changing Culture of a Factory (1951). He, along with such pioneers of group and organizational analysis as Wilfred Bion, Isabel Menzies Lyth, Eric Trist, Eric Miller, and A. K. Rice, is responsible for sustaining interest in the organizational cultural phenomenon (cited Grant 1998). This brief intellectual history of the notion of organizational culture provides some background for the exploration of its component parts, beginning with organizational history. Organizational myths and stories proffer meaningful information about individual experience and identification with institutions. When these stories are repeated by participants in discussions with nonmembers, such as researchers and consultants, themes often emerge that tell us how the organization and its leadership respond to critical incidents–patterns develop and a group identity is discovered (Goleman, 1996).

Cultural control means that formal rules and regulations are no longer necessary replaced by norms and values, traditions and beliefs. An adequate balance between role structure, status ranking, and power relations is very important to the functioning of a work team as well as for its survival (Watson, 1994). The distribution of power within a team has several consequences. In general, the expression of power by an individual team member makes him/her additionally attractive, influential, and well approved. The more power a team member has, the greater the probability that he/she may use it constructively (Grant, 1998). The question is how the utilization of power and influence fits into the role structure and status ranking (Goleman 2002).

If the organization had no structure, it would be impossible to delegate authority and control tasks completion. It would create difficulties in problem solving and collaboration among planners and administrators. Absence of structure would lead to changes in the organizational status quo caused by management cutbacks, retrenchment, leadership transitions, budgetary revisions, audits, expansions in size and workload, and the like, trigger anxieties and feelings of panic. Consequently, organizational culture, and all that it entails, is both endangered and exposed. Psychoanalytically oriented researchers and consultants find that critical moments are opportunities for reaching the suppressed and denied emotions of organizational members (Goleman, 2002).

In the global context, generalization is important because they help to control the multicultural environment and diverse traditions of the host and foreign countries. As a result of the complexity of large organizations, which include multiple layers of authority, responsibility, and tasks, groups emerge as subcultures with relatively distinct identities, our next topic. In addition to a leader’s characteristic response to stress and anxiety, organizational cultures and subcultures are driven by underlying basic assumptions According to Goleman (2002) organizations may or may not be compatible at any given time and, frequently, the unconsciously driven basic assumption group sabotages the more consciously driven task group. They include the following basic assumptions: dependency, pairing, and fight-flight. In the dependency subculture members desire a leader to protect and care for them. In the pairing subculture members focus on the relationship of two other members whose potential merger represents a sense of hope and rebirth.

Multiple and diverse basic assumption groups, or subcultures, may exist in large organizations. Greater autonomy and independence of each group from the central authority structure contribute to a subculture’s differentiation from the larger organizational culture. In most organizations, however, central authority patterns determine group subcultures, and the ways in which groups adapt to critical incidents become highly significant in comprehending the overall organizational culture (Locke, 1995). When the set of ideas that define the business have been developed, the next step is to improve productivity to capitalize on the ideas. This is a process of routinization usually carried out by a bureaucracy. The organization grows too large and the issues too complex for any one individual to handle. Rules, regulations, procedures, policies, and beliefs are established. During the canonization of the beliefs, a value set is formed, and the corporate culture takes shape. It is the bureaucracy that makes decisions (Moore, 2001). The system decides like some great mechanism (McAuley et al 2997).

In the global context, the informal communications network is the manner in which the values are perpetuated and strengthened. Each member of an organization has two jobs. The official job is the one defined by the formal structure. The second, and sometimes more important job, is that defined by the informal network. Information is passed much more quickly through informal channels. Values are reinforced by stories that are passed around the informal network. Actions of individuals within the organization that are value-rich are passed around. Some stories in strong culture organizations have been known to be repeated for years.

In a strong culture, there is an alignment of values, heroes and heroines, rites and rituals, and the stories passed along by the informal communications network. Strong culture organizations are more likely to be successful. They are efficient, take less time turning ideas into innovations, have high role, and require little day-to-day direction. Strong cultures are not easily changed; they resist change and are susceptible to attacks from outside their line of sight. A culturally astute manager assures that all the policies, practices, standards, promotions, and awards are reviewed against the values desired in the organization, and passes on the stories of the heroes’ and heroines’ actions. The challenge of a management system in these turbulent times is to create a strong corporate culture with flexibility. The culture must be able to change as the environment around the organization shifts (McAuley et al 2997).

The journey in search of strategic credibility is a long one, but it starts with a single step. With many companies, this first step is long overdue. Others, who have already set out on the journey, have found that a commitment to open, candid and timely communications is an investment in the future well worth making (Mintzberg et al 2004). These companies have a head start in the race to achieve world competitiveness–not just because they have outstanding strategy communications programs; world-class companies do many things well, including being responsive to the legitimate informational needs of key stakeholders and other concerned constituencies (Williams et al 2005). The apparent wrong perception of the company’s main activities led management to suspect that this might be one of the reasons for the undervaluation of the company’s share at international stock exchanges (McAuley et al 2997).

In sum, a management framework involves such concepts as technology, structure, effectiveness, and fit. Each of the concepts have a great impact on the modern organization and its functions. The main limitations of the concepts and issues covered by the modern management theories are lack of scope and simplification of the business environment and its forces. Organizational research might be used in the study of information technology in cooperative workgroups. In this discussion, the limitations of modern management concepts involve theoretical and empirical weakness. It becomes obvious that despite its popularity, modern management concepts have been subject to much criticism having to do with how to define and measure the key elements, as well as how to test the modern economic, political and social aspects of the theory. To use modern management concepts to study modern corporations, the manager must define the key attributes of the business and decide how to measure them. The correlation between these measures and measures of arrangement indicates how well the management decisions match structure. Modern management concepts do not reveal much about how the important properties of these systems should be measures. Many of these management concepts either compare groups with teams or compare current motivation with established standards.

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International Business Management Essay

Advantages of outsourcing manufacturing in other countries, potential costs and risks of outsourcing manufacturing, beneficiaries and losers in manufacturing outsourcing, effect of keeping all manufacturing in america, works cited.

Currently, the cost of manufacturing goods and products in America is very high. The developing countries present an advantageous and cheap platform to produce high-quality goods, parts, and components quickly and cheaply. Outsourcing manufacturing services and operations present several benefits to Boeing. Firstly, outsourcing manufacturing services and operations save a significant figure on a company’s operational costs. Instead of investing in manufacturing plants, the company could save that money and invest in other critical services or equipment (Jo et al. 155). Although Boeing mainly faces competition from Airbus, saving money would help them focus on raising the viability of their business, and eventually, profitability.

Secondly, it will help Boeing focus on core business areas. Boeing spends heavily o research, development, assembly, and manufacturing. The three operations are essential for its operations in producing high-end aeronautical products (Kivelä 150). By outsourcing manufacturing to other countries, the company can focus on more important issues like research, assembly of different parts, sales, and marketing. It also ensures the risks of faulty manufacturing do not befall the company.

Thirdly, the company will be able to lower its labor costs. Labor costs are significantly high in America than in Asia and Eastern Europe. As a result, outsourcing manufacturing ensures the company harnesses the low costs to its advantage. The company will also have access to advanced facilities which might not be present in America. Countries like China have better and more efficient factories. Outsourcing their services ensures Boeing enjoys such services without having to invest in them (Mishel 75). Outsourcing manufacturing helps Boeing produce a large number of parts and components in record time.

Outsourcing manufacturing processes has several risks which could impact the performance and reputation of Boeing at some point in time. First, is the loss of control over technology and the quality standards of their processes. Usually, tasks and processes carried out by Boeing staff will be carried out by other organizations over whom Boeing has no oversight power. Secondly, Boeing will lose innovation as it will not have to recruit skilled personnel into the manufacturing division. Instead, the contracted companies will innovate while Boeing stagnates (Sandhu et al 100). Sometimes, the cost of outsourcing could be higher than when the company carried out its operations. Lastly, Boeing customers could lose trust in the company when faculty occur and contracted companies are blamed. It implies to the customers that Boeing is not i control of its operations, resulting in dire consequences.

In outsourcing, the advantages and disadvantages befall all players. First, Boeing enjoys low labor costs, saves money, and focuses on key operations and managerial areas. The contracted companies gain revenue and can build their reputation and invest in talent. The transaction sees the flow of funds from the US to the countries of the contracted companies. However, there is a mismatch in the technology and talent gap. Outsourcing kills jobs in America, creating them in other countries which affects the global labor and talent gap (Hernandez and Abubaker 150). At the end of the day, while Boeing benefits, the American labor force loses. On the other hand, the outsourced companies benefit alongside their labor force.

Many politicians have pushed for manufacturing operations to be returned to America, citing job losses and intellectual propriety theft. However, corporations like Boeing are profit-driven and would do anything to reduce labor costs. Keeping all manufacturing in America would result in job creation, higher labor and operation costs, and the manufacturing of expensive end products (Hasan 93). it would also result in a subsequent drop in market share as competing brands would sell at lower prices.

Hasan, Rejaul. “Reshoring of US apparel manufacturing: a lesson from an innovative North Carolina-based manufacturing company.” Journal of Textile and Apparel, Technology and Management 10.4 (2018). 93.

Hernandez, Daniel Fierro, and Abubaker Haddud. “Value creation via supply chain risk management in global fashion organizations outsourcing production to China.” Journal of Global Operations and Strategic Sourcing (2018). 150.

Jo, Hyun-Joon, Timothy Connerton, and Hyun-Jung Kim. “Dynamic outsourcing development for sustainable competitive advantage in a High-Tech backend semiconductor equipment firm.” Sustainability 12.1 (2019): 155.

Kivelä, Alexander. “Manufacturing a Robot for the Boeing Company.” (2020). 150.

Mishel, Lawrence. “Yes, manufacturing still provides a pay advantage, but staffing firm outsourcing is eroding it.” (2018). 75.

Sandhu, Maqsood Ahmad, Ahm Shamsuzzoha, and Petri Helo. “Does outsourcing always work? A critical evaluation for project business success.” Benchmarking: An International Journal (2018). 100.

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IvyPanda . "International Business Management." April 6, 2023. https://ivypanda.com/essays/international-business-management-essay-examples/.

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Business Process Management (BPM) is a systematic approach to managing and streamlining business processes . BPM is intended to help improve the efficiency of existing processes, with the goal of increasing productivity and overall business performance.

BPM is often confused with other seemingly similar initiatives. For example, BPM is smaller in scale than business process reengineering (BPR), which radically overhauls or replaces processes. Conversely, it has a larger scope than task management, which deals with individual tasks, and project management, which handles one-time initiatives. And while enterprise resource planning (ERP) integrates and manages all aspects of a business, BPM focuses on its individual functions—optimizing the organization’s existing, repeatable processes end-to-end.

An effective BPM project employs structured processes, uses appropriate technologies and fosters collaboration among team members. It enables organizations to streamline project workflows, enhance productivity and consistently deliver value to stakeholders. Ultimately, the successful implementation of BPM tools can lead to increased customer satisfaction, competitive advantage and improved business outcomes.

3 main types of business process management

Integration-centric BPM focuses on processes that don’t require much human involvement. These include connecting different systems and software to streamline processes and improve data flow across the organization, for example human resource management (HRM) or customer relationship management (CRM)

Human-centric BPM centers around human involvement, often where an approval process is required. Human-centric BPM prioritizes the designing of intuitive processes with drag and drop features that are easy for people to use and understand, aiming to enhance productivity and collaboration among employees.

Document-centric BPM is for efficiently managing documents and content—such as contracts—within processes. A purchasing agreement between a client and vendor, for example, needs to evolve and go through different rounds of approval and be organized, accessible and compliant with regulations.

Business process management examples

BPM can help improve overall business operations by optimizing various business processes. Here are some BPM examples that outline the use cases and benefits of BPM methodology:

Business strategy

BPM serves as a strategic tool for aligning business processes with organizational goals and objectives. By connecting workflow management, centralizing data management , and fostering collaboration and communication, BPM enables organizations to remain competitive by providing access to accurate and timely data. This ensures that strategic decisions are based on reliable insights.

Through BPM, disparate data sources—including spend data, internal performance metrics and external market research—can be connected. This can uncover internal process improvements, strategic partnership opportunities and potential cost-saving initiatives. BPM also provides the foundation for making refinements and enhancements that lead to continuous improvement.

• Enhanced decision-making
• Efficient optimization
• Continuous improvement

Claims management

BPM can be used to standardize and optimize the claims process from start to finish. BPM software can automate repetitive tasks such as claim intake, validation, assessment, and payment processing—using technology such as Robotic Process Automation (RPA ). By establishing standardized workflows and decision rules, BPM streamlines the claims process by reducing processing times and minimizing errors. BPM can also provide real-time visibility into claim status and performance metrics. This enables proactive decision-making, ensures consistency and improves operational efficiency.

• Automated claim processing
• Reduced processing times
• Enhanced visibility

Compliance and risk management

By automating routine tasks and implementing predefined rules, BPM enables timely compliance with regulatory requirements and internal policies. Processes such as compliance checks, risk evaluations and audit trails can be automated by using business process management software, and organizations can establish standardized workflows for identifying, assessing, and mitigating compliance risks. Also, BPM provides real-time insights into compliance metrics and risk exposure, enabling proactive risk management and regulatory reporting.

• Automated compliance checks
• Real-time insights into risk exposure
• Enhanced regulatory compliance

Contract management

Contract turnaround times can be accelerated, and administrative work can be reduced by automating tasks such as document routing, approval workflows and compliance checks. Processes such as contract drafting, negotiation, approval, and execution can also be digitized and automated. Standardized workflows can be created that guide contracts through each stage of the lifecycle. This ensures consistency and reduces inefficiency. Real-time visibility into contract status improves overall contract management.

• Accelerated contract turnaround times
• Real-time visibility into contract status
• Strengthened business relationships

Customer service

BPM transforms customer service operations by automating service request handling, tracking customer interactions, and facilitating resolution workflows. Through BPM, organizations can streamline customer support processes across multiple channels, including phone, email, chat, and social media. With BPM, routine tasks such as ticket routing and escalation are automated. Notifications can be generated to update customers about the status of their requests. This reduces response times and improves customer experience by making service more consistent. BPM also provides agents with access to a centralized knowledge base and customer history, enabling them to resolve inquiries more efficiently and effectively.

• Streamlined service request handling
• Centralized knowledge base access
• Enhanced customer satisfaction and loyalty

Financial management

BPM is used to streamline financial processes such as budgeting, forecasting, expense management, and financial reporting. It ensures consistency and accuracy in financial processes by establishing standardized workflows and decision rules, reducing the risk of human errors and improving regulatory compliance. BPM uses workflow automation to automate repetitive tasks such as data entry, reconciliation and report generation. Real-time visibility into financial data enables organizations to respond quickly to changing market conditions.

• Increased operational efficiency
• Instant insights for informed decision-making
• Enhanced compliance with regulations and policies

Human resources

Using BPM, organizations can implement standardized HR workflows that guide employees through each stage of their employment experience, from recruitment to retirement . The new employee onboarding process and performance evaluations can be digitized, which reduces administrative work and allows team members to focus on strategic initiatives such as talent development and workforce planning. Real-time tracking of HR metrics provides insights into employee engagement, retention rates, and the use and effectiveness of training.

• Reduced administrative work
• Real-time tracking of HR metrics
• Enhanced employee experience

Logistics management

BPM optimizes logistics management by automating processes such as inventory management, order fulfillment, and shipment tracking, including those within the supply chain. Workflows can be established that govern the movement of goods from supplier to customer. Automating specific tasks such as order processing, picking, packing and shipping reduces cycle times and improves order accuracy. BPM can also provide real-time data for inventory levels and shipment status, which enables proactive decision-making and exception management.

• Streamlined order processing and fulfillment
• Real-time visibility into inventory and shipments
• Enhanced customer satisfaction and cost savings

Order management

BPM streamlines processes such as order processing, tracking, and fulfillment. BPM facilitates business process automation —the automation of routine tasks such as order entry, inventory management, and shipping, reducing processing times and improving order accuracy. By establishing standardized workflows and rules, BPM ensures consistency and efficiency throughout the order lifecycle. Increased visibility of order status and inventory levels enables proactive decision-making and exception management.

• Automated order processing
• Real-time visibility into order status
• Improved customer satisfaction

Procurement management

BPM revolutionizes procurement management through the digital transformation and automation of processes such as vendor selection, purchase requisition, contract management, and pricing negotiations. Workflows can be established that govern each stage of the procurement lifecycle, from sourcing to payment. By automating tasks such as supplier qualification, RFx management, and purchase order processing, BPM reduces cycle times and improves efficiency. Also, with real-time metrics such as spend analysis, supplier performance, and contract compliance, BPM enables business process improvement by providing insights into areas suitable for optimization.

• Standardized procurement workflows
• Real-time insights into procurement metrics
• Cost savings and improved supplier relationships

Product lifecycle management

BPM revolutionizes product lifecycle management by digitizing and automating processes such as product design, development, launch, and maintenance. Workflows that govern each stage of the product lifecycle, from ideation to retirement can be standardized. Requirements gathering, design reviews, and change management , can be automated. This accelerates time-to-market and reduces development costs. BPM can also encourage cross-functional collaboration among product development teams, which ensures alignment and transparency throughout the process.

• Accelerated time-to-market
• Reduced development costs
• Enhanced cross-functional collaboration

Project management

In the beginning of this page, we noted that BPM is larger in scale than project management. In fact, BPM can be used to improve the project management process. Business process management tools can assign tasks, track progress, identify bottlenecks and allocate resources. Business process modeling helps in visualizing and designing new workflows to guide projects through each stage of the BPM lifecycle. This ensures consistency and alignment with project objectives. Tasks assignments, scheduling, and progress monitoring can be automated, which reduces administrative burden and improves efficiency. Also, resource utilization and project performance can be monitored in real time to make sure resources are being used efficiently and effectively.

• Streamlined project workflows
• Real-time insights into project performance
• Enhanced stakeholder satisfaction

Quality assurance management

BPM facilitates the automation of processes such as quality control, testing, and defect tracking, while also providing insights into KPIs such as defect rates and customer satisfaction scores. Quality assurance (QA) process steps are guided by using standardized workflows to ensure consistency and compliance with quality standards. Metrics and process performance can be tracked in real time to enable proactive quality management. Process-mapping tools can also help identify inefficiencies, thereby fostering continuous improvement and QA process optimization.

• Automated quality control processes
• Real-time visibility into quality metrics

Business process management examples: Case studies

Improving procure-to-pay in state government.

In 2020, one of America’s largest state governments found itself in search of a new process analysis solution . The state had integrated a second management system into its procurement process, which required the two systems, SAP SRM and SAP ECC, to exchange data in real time. With no way to analyze the collected data, the state couldn’t monitor the impact of its newly integrated SAP SRM system, nor detect deviations during the procurement process. This created an expensive problem.

The state used IBM Process Mining to map out its current workflow and track the progress of the SAP SRM system integration. Using the software’s discovery tool, data from both management systems was optimized to create a single, comprehensive process model. With the end-to-end process mapped out, the state was able to monitor all its process activities and review the performance of specific agencies.

Streamlining HR at Anheuser-Busch

AB InBev wanted to streamline its complicated HR landscape by implementing a singular global solution to support employees and improve their experience, and it selected workday as its human capital management (HCM) software. Working with a team from  IBM® Workday consulting services , part of IBM Consulting™, AB InBev worked with IBM to remediate the integration between the legacy HR apps and the HCM software.

What was once a multi-system tool with unorganized data has become a single source of truth, enabling AB InBev to run analytics for initiatives like examining employee turnover at a local scale. Workday provides AB InBev with a streamlined path for managing and analyzing data, ultimately helping the company improve HR processes and reach business goals.

Business process management and IBM

Effective business process management (BPM) is crucial for organizations to achieve more streamlined operations and enhance efficiency. By optimizing processes, businesses can drive growth, stay competitive and realize sustainable success.

IBM Consulting offers a range of solutions to make your process transformation journey predictable and rewarding.

• Traditional AI and generative AI-enabled Process Excellence practice uses the leading process mining tools across the IBM ecosystem and partners.
• Our patented IBM PEX Value Triangle includes industry standards, benchmarks, and KPIs and is used to quickly identify process performance issues and assess where and how our clients can optimize and automate everywhere possible.
• IBM Automation Quotient Framework and Digital Center of Excellence (COE) platform prioritized and speeds up automation opportunities, ultimately establishing a Process Excellence COE for continuous value orchestration and governance across your organization.

Key improvements might include 60-70% faster procurement, faster loan booking, and reduced finance rework rate, along with risk avoidance, and increased customer and employee satisfaction.

With principles grounded in open innovation, collaboration and trust, IBM Consulting doesn’t just advise clients. We work side by side to design, build, and operate high-performing businesses—together with our clients and partners.

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Hayleys Fentons wins Merit Award at Best Management Practices Company Awards 2024

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Hayleys Fentons team victorious at the BMPC Award gala

Hayleys Fentons Ltd., Sri Lanka’s No. 1 Solar EPC company and MEP contractor, commemorates its first-ever award at the recent “Best Management Practices Company Awards (BMPC) 2024”, recognising exceptional management practices. The Best Management Practices Company Awards are organised by the esteemed Institute of Chartered Professional Managers of Sri Lanka (CPM, Sri Lanka).  “We are proud to receive this award from CPM Sri Lanka,” said Hayleys Fentons Ltd. Managing Director Hasith Prematillake. “This recognition serves as a strong validation of our commitment to continuous improvement and the tireless efforts of our team in upholding the highest standards of management practices. “We firmly believe that our unwavering focus on best practices will continue to be a significant driver of its growth and achievements.” This distinguished achievement underscores the company’s dedication to implementing best practices across all aspects of its operations, including leadership, strategic direction, human resources, collaborations, resource management, and process optimisation, ultimately leading to outstanding performance. 

Exorbitant fees and undisclosed kickbacks: Inside the poorly regulated strata management industry

Analysis Exorbitant fees and undisclosed kickbacks: Inside the poorly regulated strata management industry

Just after lunch on March 16, a pleasant Saturday afternoon, Stephen Brell took to the stage at a hotel in Lorne, on Victoria's Great Ocean Road.

The NSW President of the Strata Community Association was at an industry getaway which promised three days of “blending networking with relaxation”, interspersing canapés, barefoot bowls and golfing with talks by the leading lights of the strata industry that manages apartment buildings on behalf of owners.

Brell, a two-decade veteran of the strata game, was one of them.

He had risen to managing director of Netstrata, a naming rights sponsor of the Jubilee Stadium in Sydney and winner of multiple industry awards. The company last year turned over $66 million and Brell earned as much as $1.2 million in salary and dividends.

At 1.45pm he took the microphone to speak on his chosen topic, "Profitability and ethics in business management". Attendees were promised an exploration of the "intersection" of these concepts, including a focus on the industry's long habit of taking kickbacks from contractors and insurers. Brell spoke, and answered questions, on "the ethical considerations around commissions and how to balance profitability with ethical practices".

Just days later, it was these very issues which would turn Brell's world upside down. Confronted by evidence his firm had charged exorbitant and sometimes hidden fees and been the recipient of undisclosed kickbacks, he would be forced to step down from his leadership position with the organisation, then  resign from the SCA board altogether .

Less than a week after his talk on ethics, the organisation he had previously led announced an "independent review" into Brell's company, and the commencement of a "formal complaints management process" against the firm. The government regulator, NSW Fair Trading, would later confirm it too had "commenced an investigation".

Profitability and ethics

The turn of fortune came just days after returning from Lorne, when Brell was interviewed by ABC's 7.30 and made several admissions.

Key among them: that Netstrata had been accepting "referral fees" from a suite of contractors, including debt collectors — all hired with owners corporation's funds — without disclosing the quantum of those kickbacks to its clients. This, despite explicit promises in its annual reports to owners that it would do so.

Opaque arrangements

To get some idea of how extensive these side-deals are, and how opaque the arrangements, consider but one example.

A company routinely hired by Netstrata to perform data entry and trades compliance work is an outfit called Prime Strata Support Services Pty Ltd. It’s a company registered in Australia, but staffed and operated out of the Philippines.

Netstrata's mandatory disclosures have misidentified this company for many years. It is described in its report to owners by a name that does not exist on the Australian corporate registry.

When asked whether Netstrata's dealings with the company created any further conflicts of interest the company had yet to disclose, Brell confirmed it is owned and run by relatives of one of Netstrata's most senior executives, Jeremy Stone.

In Brell's words: "I certainly appreciate that one of our directors, his father-in-law owns that company. Prior to this interview, I did review that and I said we should be disclosing that as a personal relationship."

In just the past three years, Netstrata has reported the receipt of almost $1 million as a result of this side deal with Prime Strata.

Brell told the ABC that its referral fees from such arrangements can be "as high as 15 per cent". "Some go higher," he said.

The non-disclosure of such kickbacks in reports to owners — the ABC checked annual reports as far back as 2015 and found not a single referral fee mentioned — were among the matters that Brell pledged he would "tidy up" once he returned to the office.

A deluge of complaints

It was because of the extent of the problems identified at Netstrata that the ABC’s investigative unit decided to undertake a nation-wide investigation into the strata management industry.

We are asking for owners, regulators, contractors and industry insiders to come forward with information in the public interest and have established a website for them to do so.

The ABC's reports plunged the industry into damage control. In addition to sidelining Brell, the SCA National Council, which includes a representative from every state and territory body, released a public statement assuring consumers it had "listened to the concerns that have been raised … from within the sector and externally".

Among early reforms it has promised was the fast-tracking of a requirement for members to disclose insurance brokerage fees that was not previously mandatory.

New guidelines for the industry "that clearly addresses conflicts of interest … outside of insurance" have also been promised and these rules would be enforced by a new "independent chair" of a "complaints and conduct panel".

Alisha Fisher, CEO of SCA Australasia, said the industry was "committed to raising standards and improving practices among its members".

Her pledges are symptomatic of an industry in crisis, desperate to head off any serious push for new legislation. Many strata managers know that in the long absence of proper regulation by government, the industry has become addicted to the routine exploitation of apartment owners, and the easy profits which flow as a result.

Evidence of the trouble is in the deluge of responses received by the ABC thus far.

In the less than two weeks since we published our findings about Netstrata, we have received more than 1,000 separate reports about suspect activities by a wide sweep of strata management companies. Practically all of the complaints appear to be credible and well-documented. Several have been lodged by people with intimate knowledge of how the industry operates.

Some of the experiences being described are simply dreadful. Extraordinary self-dealing by strata management companies, using subsidiary and associate outfits in defiance of the wishes of their owners corporations. Refusals of strata managers to abide by a termination of their contract and their ongoing extraction of management fees. The failure to return the assets and records of buildings, and the disappearance of trust funds. Police having to be called to AGM meetings.

Most concerning, perhaps, are the persistent reports that some strata managers have protected property developers from building defect warranty claims. What is being alleged is an arrangement by which a strata management firm is appointed to oversee a new building while the developer still owns a sufficient number of units in the complex to control the owners' corporation — the strata manager gains a lucrative new building management contract, and, in return, it dissuades owners from lodging claims against the builder.

Many people are also deeply upset by the ABC’s revelations concerning strata insurance.

We discovered Netstrata had been using a wholly-owned subsidiary to charge insurance broking fees at inflated rates. These fees had not been routinely disclosed to owners but had reached as high as 64 per cent of the base premium, when brokers would commonly charge between 5 and 15 per cent, and sometimes 20 per cent.

Worse than we initially knew

We are now learning it is so much worse than what we had understood.

One of many buildings managed by Netstrata, and now demanding answers from the company, has since received copies of its insurance invoices dating back several years. The owners are aghast. In one year they realised they had been charged more for the broking fee than the insurance policy itself. The fee they had been charged was 115 per cent of the base premium.

Netstrata's only public statement since the ABC story was broadcast was an apology to customers "affected by any lack of transparency to date" and a pledge to do better. In addition to undertaking "an immediate audit" itself, it has also invited the regulator, NSW Fair Trading, to "conduct a review of our practices".

What might we expect of the NSW government? So far, we've seen a single-sentence statement announcing an investigation, and we've heard nothing at all from the state's new strata commissioner, John Minns. Read into that what you will.

Netstrata has invited the government regulator inside the hen-house perhaps believing it isn’t much of a fox to begin with. Indeed, the company might be hoping for a lacklustre investigation that turns into a public relations coup. 

Some at Netstrata certainly haven't been afraid of the Department of Fair Trading for a very long time. Two former managers at the company told me the regulator's nickname about the office was the "Department of Fairy Tales".

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Texas To Replace Ousted BlackRock with Dimensional and Intech

By Shelly Hagan and Amanda Albright

The Texas Permanent School Fund has selected Dimensional Fund Advisors and Intech as new money managers after announcing it would terminate BlackRock’s management of $8.5 billion in assets last month.

Dimensional Fund Advisors will manage the largest share of assets, but the fund has not yet set allocation splits, according to a spokesperson for Texas Permanent School Fund. The spokesperson said the fund is working to select additional managers.

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Home — Essay Samples — Geography & Travel — Travel and Tourism Industry — The History of Moscow City

The History of Moscow City

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