Format

Suggested managerial behaviours for better Faboil Ltd.

I. Introduction

Faboil Ltd is a relatively successful biotechnology organization which is running under a paternal approach by its founder, Dr Alfred Brownlow. However, in such a company, the methods of management are kind of out dated, or it could be described as not updated with the changing market conditions. This report will mainly focus on the management area, and try to help managers find the most appropriate measures to be qualified that who can deal with difficult situations or conflicts, do the most efficiently time management and remove the stress via the facts that happened in Faboil Ltd.

II. Findings

To fulfill the purposes that mentioned above, this part will be divided into five segments to clearly and specifically express the writer’s thoughts of the case study, the Faboil Ltd.

1. Five elements of management theory in use

Managers in organizations are playing a wide range of roles, like decision making or organizer. They are faced with fast changing marketplaces, well educated customers or clients, and changing legislation that they need to address.

To be a qualified manager, according to Fayol’s five elements of management theory, he/she is responsible for planning, organizing, commanding, coordinating and controlling. More specifically, this theory means managers make most decisions, of command and control of the worker, and of workers’ knowing their place with a clearly defined hierarchy. (SQA, 2004)

In the case study, for Richard, as the director of biotechnology, he does not play as well as he should be in some instances. From the planning point, although he encouraged his three project teams to develop new products, he did not make any specific, time able, measurable, achievable and realistic plan for the whole thing. The ambiguity in the first stage caused the failure of living up the products to the market expectations as the team members do not know any standards...