Planning, Organising, Learning and Controlling
Identify and analyse the impact of a recent specific external environmental change on your particular management functions.
i.e. how has one environmental change impacted how you work
i.e. how you plan, organise, lead and control
Stahl is a global market leader in chemicals for the leather industry. Today, Stahl operates 8 manufacturing sites and 30 strategically located technical service laboratories around the globe including here in Singapore (www.stahl.com).
The role I posses is hybrid in nature where I am not only accountable for sales targets of certain South East Asia countries but also oversee the development of higher quality and more economical products to our current product range. As a Technical Advisor in Stahl, I am considered to be a Front-Line Manager (Bartol, Tein, Matthews, Sharma, Scott-Laden, 2011, p. 13).
The problems we faced are that our customers are complaining that our prices are too expensive as they are able to source for cheaper and yet, better products from our competitors. Basing on my customer interactions and company reports (Stahl Asia SEA Analytical & Market Report 2012, p.15-36); we have lost as much as 20% of our business to our competitors over the last 12 months. We had to change something to how we manage our business, to be competitive and still maintain our position and profit.
Bartol et al (2011, p. 72) has explained, like any other company in the world, Stahl is surrounded by 2 external environments. They are the General or Mega-Environment where many companies have limitations in changing or altering it directly. As Davidson, Simon, Woods, Griffin (2009, p.150) points out, the impact of the environment are often vague, imprecise and long term. Thus many organisations majorly tend to focus on the Task or Specific Environment where managers can identify the environmental factor of interest to their company and influence it to their advantage.
Stahl has mainly the Competitor, Customer or Supplier to
i.e. how has one environmental change impacted how you work
i.e. how you plan, organise, lead and control
Stahl is a global market leader in chemicals for the leather industry. Today, Stahl operates 8 manufacturing sites and 30 strategically located technical service laboratories around the globe including here in Singapore (www.stahl.com).
The role I posses is hybrid in nature where I am not only accountable for sales targets of certain South East Asia countries but also oversee the development of higher quality and more economical products to our current product range. As a Technical Advisor in Stahl, I am considered to be a Front-Line Manager (Bartol, Tein, Matthews, Sharma, Scott-Laden, 2011, p. 13).
The problems we faced are that our customers are complaining that our prices are too expensive as they are able to source for cheaper and yet, better products from our competitors. Basing on my customer interactions and company reports (Stahl Asia SEA Analytical & Market Report 2012, p.15-36); we have lost as much as 20% of our business to our competitors over the last 12 months. We had to change something to how we manage our business, to be competitive and still maintain our position and profit.
Bartol et al (2011, p. 72) has explained, like any other company in the world, Stahl is surrounded by 2 external environments. They are the General or Mega-Environment where many companies have limitations in changing or altering it directly. As Davidson, Simon, Woods, Griffin (2009, p.150) points out, the impact of the environment are often vague, imprecise and long term. Thus many organisations majorly tend to focus on the Task or Specific Environment where managers can identify the environmental factor of interest to their company and influence it to their advantage.
Stahl has mainly the Competitor, Customer or Supplier to