Management for Organizations

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There is usually no shortage of applicants but to find the right people with the right skill, experience and education is always difficult. This problem is common for most industries in America and other countries as well. Hiring the wrong candidate can be expensive for the organization in terms of employee investment and organizational performance.

Bridgestone's leadership roles are usually fulfilled by employees that have been promoted through the ranks. Some leaders have actually advanced from entry level positions to upper level management and leadership. Bridgestone takes the view that leadership should be developed in an individual. Leadership classes and sponsored education programs are a standard in the Bridgestone corporation. Bridgestone believes in ethical leadership and authentic leadership. These are the qualities that are a must for any team member who wishes to advance. The leadership at Bridgestone can be described as transformational as leaders try to inspire the same qualities in others around them. Most Bridgestone locations hire college students and sponsors education for any employee in an effort to inspire the same vision of leadership as the founders of the corporation. Bridgestone is not alone in this philosophy but not every organization has the same abilities or approach to leadership.

The control function is one of most key components in Bridgestone's continued success. When a customer buys a Bridgestone product, they expect a certain level of quality. Should a Bridgestone location not produce a quality product it could damage the organizations success. Thus, there are standards that every Bridgestone location must adhere too. The original mission statement "Serving Society with Superior Quality" can only be fulfilled if controlling procedures are in place. A product will only be sold to a customer after it has been through the many quality assurance and inspections that Bridgestone has established in all its facilities. Although each Bridgestone location operates as an individual company. They are given a directive to implement standards that assure nothing but a quality product is delivered to the customers. Depending on the product or service, each site will access their location and place "quality gates" or standards at each step of the process to ensure that each step or component meets the minimum quality standard. Unlike some companies, a bad product given to the customer could prove dangerous if the product failed. So every standard is checked and double checked utilizing humans and technology. Records are also kept to ensure to quality of the product even after it has left the location. Tracking records are used to track the product from the start. The tracking records are also used follow the product to the point of sale. This kind of relevant information on a company's process assists the company to identify errors and problems. (Doeleman, Have, & Ahaus, 2012, p. xx)

Bridgestone utilizes the five functions of management to achieve organizational success. Planning, organizing, staffing, leading and controlling. Planning began with the founder Shojiro Ishibashi with his original mission statement of "Serving Society with Superior Quality". Bridgestone took this statement as a guideline when started to develop its products and business structure. The organizational structure Bridgestone uses was chosen to give the greatest flexibility to each product and service location to ensure organizational success. The challenging process of staffing is done with consideration of ensuring that the right person is in the right position. Having the right people is a key aspect of any successful business. Leadership in Bridgestone has from the beginning been ethical and authentic. These two leadership qualities has earned trust and respect from customers and competitors alike. The control processes in which Bridgestone utilizes ensures that the customer gets the quality product that is expected of anything Bridgestone puts its name on. Making a successful organization the size of Bridgestone takes time and commitment. Few organizations have achieved the level of success of Bridgestone. The next time you think of tires, think "Bridgestone or Nothing".

References:

Reilly, M., Minnick, C., & Baack, D. (2011). The five functions of effective management. San Diego, CA: Bridgepoint Education, Inc. Retrieved from https://content.ashford.edu/books/AUMGT330.14.1

Bridgestone Aims to Be ‘Dan-Totsu’ - Tire Review Magazine. (2014, October 16). Retrieved from http://www.tirereview.com/bridgestone-aims-dan-totsu/

Strategy | Bridgestone. (n.d.). Retrieved from http://www.bridgestone.com/corporate/strategy/index.html

Surendar, V. (2010). Industrial organisation and management. Mumbai [India: Himalaya Pub. House.

Arthur, D. (1998). New York: AMACOM.

References:

Doeleman, H. J., Have, S. T., & Ahaus, K. (2012). The moderating role of leadership in the relationship between management control and business excellence. Total Quality Management & Business Excellence, 23, 658-659. doi:10.1080/14783363.2012.669935

Doeleman, H. J., Have, S. T., & Ahaus, K. (2012). The moderating role of leadership in the relationship between management control and business excellence. Total Quality Management & Business Excellence, 23, 658-659. doi:10.1080/14783363.2012.669935