The Beauty Salon Organization
Management for Organizations
Monday, August 1, 2011
The organization that I work at is a salon. I have been at this establishment for 6 ½ years. I have worked side by side with the owner, operated as manager, and I currently work in this organization as a self-employed manicurist. I have seen firsthand the outcomes of the functional and dysfunctional control systems, experienced how to develop control systems, analyzed and illustrated essential techniques, and seen the impact they have on my professional life and my personal life. In 2005, I began working as a licensed esthetician and assisting the owner on daily duties. Working in a small business and being one of two full time employees I was able to work close with the owner and collaborate on ideas. The business started out as a tanning salon and later incorporated skin care, which is where I came in. Not only did I perform the duties of a skin care professional, but I also worked as a customer service representative for the company. We began implementing goals for the organization which included expanding the skin care department, expanding the tanning salon, adding members to our team of staff, and adding a hair salon as well. By achieving these goals we had to plan, decide what strategies to use, and allocate the companies resources to pursue the strategies. The owner was the manager and as the manager she did most of the planning, organizing, leading, and controlling. The staff assisted her in her final decision making since we were so small. Our brainstorming would take hours and sometimes days to figure out each step to attaining our goals. We did some demographic research to find where this industry fit in our community. Demographic forces are outcomes of changes in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class. Like the other forces in the general environment, demographic forces present managers with opportunities and threats and can have major implications for organizations (Jones, 2010, P. 145). With the research we were able to narrow our playing field down to women. We offered services for most anyone from ages 14 and up, but we knew our largest consumer would be women. Our products and services offered the public beauty enhancements from darkening light skin, reducing cellulite, anti-aging to toning the body. We tried our hand in marketing the business on a small scale, word of mouth. Word of mouth lead us through the spring and summer months when our products and services were most desirable. During the slower months we dabbled in newspaper advertisements as well as billboard advertisements. We arranged a menu of our services to allow clients the opportunity to share information about us and to learn about all the services and products that we offered. We researched the larger cities around us as well as the smaller communities that compared to ours. We looked for similar services and products to find a starting point in applying prices. A low-cost strategy is a way of obtaining customers by making decisions that allow an organization to produce goods or services more cheaply than its competitors so that it can charge lower prices than they do (Jones, 2010, P. 19). With this strategy in mind we adopted a theory, it’s better to have lower prices and more clients than higher prices and fewer clients. We wanted the competitive advantage. Planning strategy is complex and difficult, especially because planning is done under uncertainty when the result is unknown. Managers take major risks when they commit organizational resources to pursue a particular strategy (Jones, 2010, p.19). Trying to hang with the “big dogs” we committed too much of our financial resources to offer bigger and better services for our small town. Lacking in money management and having a big vision the owner began splurging...
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