Management_Organizational_Functions

Management Organizational Functions An important characteristic to any organization in today’s business world is the organizing function. In general, the organizing function of management defines the process and the way in which people within the organization will interact with each other. The established organization functions at Kohl’s department stores and distribution centers has allowed the optimization of organizational resources to effectively and efficiently service the retail stores and their customers. Kohl’s Organizing Function of Management No business is able to operate and succeed without some form of planning, and the proper organizing of the organization allows a plan to be formulated. This function establishes the organizational hierarchy and the flow of managerial relationships. “The CEO occupies the top position and is the senior member of top management. The top managerial level also includes presidents and vice presidents. They are the strategic managers in charge of the entire organization” (Bateman & Snell, 2009, p. 294). The second level of management is the middle-management; this is the level of management responsible for the individual stores or distribution centers. Last, there is the lower-level management, which includes the front-line managers and supervisors as well as the associates who report directly to them (Bateman & Snell, 2009). An additional aspect of the organizing function of management is the aligning of the different levels of employees and the available resources to be used to reach common organizational goals. Kohl’s department stores are rapidly becoming the preferred retail outlet for many of today’s consumers. Kohl’s offers a customer focused approach where a commitment to the satisfaction and general shopping experience has been significant to the success of Kohl’s to this point. Kohl’s mission is “To be the leading family-focused, value-oriented, specialty department store offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting” (Kohl's, 2010). The Kohl’s culture follows specific guidelines in regard to their distribution centers and their stores nationwide. These strategies, such as the familiarity between locations and the specific way that things are done at all locations are established through an internal organizational structure. The focus is on the allocation of labor, the grasp of technology, and the flow of information within the network. Managing necessary resources to carry out the business goals is the process of creating structure, building relationships with associates and customers, and sharing resources to accomplish set goals. With efficient and effective organization, Kohl’s plans and develops projects to strengthen their commitment to their customers and associates. Effective management is planned and implemented with assets, such as technology, monetary, physical, human resources, and knowledge. Technology To keep up with today’s ever changing environment Kohl’s has catapulted themselves forward with technological advancements and environmental awareness. The convenience of the Kohl’s website allows shoppers to immerse themselves in a virtual store and fulfill their retail needs from the comfort of their own home. The operation of the web-based shopping is supported by an Information Technology department, operated 24 hours a day seven days a week out of the corporate offices in Wisconsin, this team of associates also aids in technological issues throughout the network of stores and distribution centers (Kohl's, 2010). In addition Kohl’s operates an e-commerce facility in Ohio to distribute customer orders nationwide (Kohl's, 2010). A technological advancement that Kohl’s has embraced is the use of bar-code scanning and radio frequency applications. Through the advancements in bar-code applications Kohl’s has turned their distribution centers into transfer stations in which fast selling retail product is turned around from inbound trucks to outbound trucks for delivery to the stores in a matter of days if not hours (Kohl's, 2010). No longer do Kohl’s distribution centers need to carry an inventory of product, which in the retail business is akin to keeping potential revenue locked in a warehouse unavailable to the customers. “Kohl’s is committed to protecting and conserving the environment by seeking innovation solutions that encourage long-term sustainability” (Kohl's, 2010). Kohl’s strives to achieve a balance between profitability and eco-friendly facilities through various energy saving environmentally conscious stores and distribution centers. Several aspects of building design have contributed to this initiative, such as water efficient buildings and landscape, recycled building materials, alternative transportation options, and mixed renewable energy sources (Kohl's, 2010). Human Resources If Kohl’s senior management team is considered the brain power of the organization, the human resources (HR) department can be defined as the central nervous system responsible for guiding the organization in the right direction. “Managing human capital to sustain a competitive advantage is perhaps the most important part of an organization’s HR function. But on a day-to-day basis, HR managers also have many other concerns regarding their workers and the entire personnel puzzle” (Bateman & Snell, 2009, p. 355). The different responsibilities of the department include recruiting talent from inside and outside the organization; developing training workshops that will help the team members develop new skills and continually improve on other skills; create a culture where associates are valued for hard work and innovative ideas; and building the Kohl's brand through team building initiatives and increased customer satisfaction (Kohl's, 2010). Planning, programing, and evaluating are vital aspects of the daily functions of the human resources department (Bateman & Snell, 2009). These functions require an open line of communication between the different departments and levels of management. The human resources department shares valued information throughout the network and works closely with management at all locations to create consistent solutions to individual and organization-wide problems. By holding all associate accountable for good and bad actions, the human resources department conveys equality to all levels and locations. Conclusion The established organization functions at Kohl’s department stores and distribution centers has allowed the optimization of organizational resources to effectively and efficiently service the retail stores and their customers. These concepts of management at Kohl’s are only a few of the reasons the Kohl’s organization has continued to be successful in these hard economic times. The organized functions of management can be efficiently and effectively put in place to contribute to the overall success of the organization. References Bateman, T., & Snell, S. (2009). Management: leading and collaborating in a competitive world (8th ed.). Boston, MA: McGraw-Hill. Kohl's. (2010-2011). Kohl's Cares. Retrieved from http://kohlsgreenscene.com/ Kohl's. (2010-2011). kohlscorporation.com. 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