Corporate Image Management Process †Free Samples to Students

Question: Discuss about the Corporate Image Management Process. Answer: Introduction: The enterprise operating environment is characterised by beverage products that fit a wide segment of customers. This creates a wide customer base since the nature of the product is usable by the whole population. However, the customer base mostly consists of the youth and working people who mostly carry packed lunch. The culture in the enterprise is based on a people-driven culture that recognises diversity and abilities of employees that are linked to the business strategy and vision(Black, 2003). This leads to loyalty to the organization by observing a set of laid down quality management standards for achieving organizational objectives. Each understands the role that they play to the whole system and are guided by the business strategy. This leads to business values of efficiency, customer service, integrity, honesty and transparency which transform employee abilities to business outputs. Individualism, poor customer service and low standards are examples of bad values that the enterprise cannot allow. The mission of the enterprise is to be the best leader in the beverage industry through producing products that meet the needs of the population in a changing business environment. This focusses on developing key competitiveness to survive in a highly competitive business environment. The business goals of the enterprise revolve around increased efficiency to reduce business costs, better customer service to increase sales, employee training to achieve high competency levels and on overall increased margin from better business processes that meet the organizational goal. Since the enterprise aims at being a global leader in the beverage industry then its business goals revolve around capturing a bigger market share through the above strategies that lead to higher standards. Sample customer service policy: To meet the needs of customers through delivering their requests within the specified time without delays and give adequate early explanations in case of delays to increase customer satisfaction. This code ensures that the organization sets targets with the customer while management and employees work together around the clock to meet customer requests and demands. This calls for prioritising work objectives to ensure it is completed on time. The trickle down of the policy leads to setting of daily targets by each employee to meet the overall output that the business seeks to achieve. Fryer, Antony, Douglas (2007) suggest that continuous improvement focuses on making products better over time. As an employee I participated in the continuous improvement process through creating an environment that allows other employees to work better. First of all I discovered that the process is a step by step activity that is based on finding a rhythm that works for the organization and all employees. This led to building trust among my fellow employees for us to work together. Then the next process entailed being open to dialogue with my colleagues to determine the best strategies we can induce in the organisation to improve processes. then third step focussed on creating a workplace that accommodates everyone. Diversity is a strategic advantage that can lead to competitiveness through giving room for all employees. Lastly, determining what motivates other employees to ignite the innovation fire in them ensured that performance increased. This step used autonomy, mastery and p urpose to create a task force that is quality improvement oriented. In the organization I work, individual performance is managed through performance appraisal tool that sets key performance indicators for the employee and how they relate to the organization(White, 1995). Through the tool, I assisted the employee set annual targets that need to be achieved in appraisal form then worked on strategies to ensure the employee meets the targets. They were then reviewed on a quarterly basis to determine challenges faced by the employee and suggest possible ways to improve them. At the end of the year, I sat down with the employee to appraise the achievements and find out areas that have not been met with reasons from the employee. This forms the basis of targets for the following year. I coached an intern who had been recruited in the organization. The first encounter was a meeting where I sought to understand his background and set contractual agreements. The questions I asked were based on a semi-structured interview style to understand the needs, strengths and weaknesses then later set goals on what needs to be achieved. After this I provided key information on the expectations of the organization, roles and responsibilities and then performance assessment based on the agreed goals I positively influence teams through analysing the nature of the team to understand areas that I need to work on. Then I will set goals and develop strategies to achieve them paired with a reward for the whole team. Since the members work together, they will assign each other smaller tasks that are interrelated and connected to the whole process to increase participation an accountability. Every individual will account for the part they did and it contributed to whole project. To gain positive acceptance, I will act as the team leader through playing an oversight role in all the activities and responding to challenges facing the team. Informed decisions are based on existing facts and considering the best outcome that meets the needs of the team(Nowduri, 2012). The first step will entail gathering information through assessing existing literature and comparing with notes taken when working with teams. Then individuals will be allowed to give an overview of what they feel about the situation and allow them to propose solutions. The suggestions will be analysed together with existing facts to determine an alternative that satisfies the business need. The teams will then be assembled and informed of the decision and the reasons for the decision. Then the team will work together to develop plans for implementing the decision and means of measuring performance. The enterprise image can be improved through leadership, corporate culture and positioning. Leadership entails aligning business processes to organizational strategy to develop appeal to customers(Abrat, 1999). Corporate culture defines how employee and organizational processes are defined and how the values meet the demands of the customer and the market. Then positioning allows the organization to utilise its competencies and develop an appealing image to the customer. Positioning differentiates the enterprise from others based on the brand and key features that define its business processes and products. The three elements create an image that defines what the company offers. Personal and management performance standards define the nature of the individual within the organization. The first way is through leadership style that the manager uses, managers gain acceptance from subordinates through their leadership style that increases followership(Rausch, Sheta, Ayesh, 2013). The individual should borrow from different styles rather than using one method which may not be effective. Through combining several leadership styles, the individual achieves best performance standards by meeting employee needs. On the other hand, performance standards can be achieved through setting standards and targets that need to be achieved at a personal and organizational level. Then the individual should ensure that employee needs are met through understanding the challenges they face and developing strategies to improve them. References Abrat, R. (1999). A Mew Approach to the Corporate Image Management Process. Journal of Marketing Management, 5, 53-76. Black, R. J. (2003). Organizational Culture: Creating the Influence Needed for Strategic Success. Hoboken, New Jersey: Willey. Fryer, K. J., Antony, J., Douglas, A. (2007). Critical success factors of continuous improvement in the public sector: A literature review and some key findings. Total Quality Management, 19(5), 497517. Nowduri, S. (2012). Management information systems and business decision making: review, analysis, and recommendations. Journal of Management and Marketing Research, 3(2), 1-8. Rausch, P., Sheta, A., Ayesh, A. (2013). Business Intelligence and Performance Management: Theory, Systems, and Industrial Applications. U.K : Springer Verlag. White, A. A. (1995). Managing for Performance. Windmill Street: Piatkus Books.