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Transilvania University of Brasov

Economic Sciences Business Administration, 1st group

1.COMPANYS NAME
The Doughnut Lady is the most well known doughnuts company in the central part of Romania. I have chosen this name for my company because I thought that it will attract people. My customers believe that the doughnuts are made and served by a beautiful lady. Doughnuts are less in price compare to any beverage but its the most profitable food product (profit is around 600%-700% over a doughnut). People also buy more than one doughnut, but they dont do the same with a juice or soda. The Doughnut Lady is proud to offer you our doughnuts, cookies and coffee. We prepare a large variety of unique doughnut and cookies specialties, made from the freshest ingredients and we offer them all at prices to suit your budget. Whatever you are looking for, you can be sure that well do everything possible to send you off fully satisfied.
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SHORT DESCRIPTION OF THE MAIN OBJECTIVES OF THE FIRM

The DL Company was founded in 2009. We produce and sale the most delicious doughnuts youve ever ate and coffee as well. So, if you are in the mood to have a doughnut you definitely have to come to us. You can choose between different flavors like: original glazed, glazed cinnamon, traditional cake, chocolate iced glazed,
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raspberry/lemon/strawberry/apple/cream filled, mini doughnuts, caramel cream crunch and many, many others. Our mission and main objectives are to ensure that all customers will want to come back again and that they are fully satisfied. Producing and selling the freshest and tastiest doughnuts and coffee, staying open 12 hours per day, providing a fun and clean atmosphere, we will ensure that the Doughnut Lady will succeed in being the best doughnut store in the area.

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MANAGERIAL STYLE (TYPE) IN THE FIRM

The managerial style that I chose is something between the Team Leader style and Country Club Leader style. This type of person leads by positive example and encourage teams member to reach their highest potential, but he uses reward power as well. In this way, they can have the most productive teams.

1.MAJOR FACTORS OF LEADERSHIP


In order to succeed in the business I started, I definitely have to be a good leader. The four main factors of leadership are: follower, leader, communication and situation. Follower: Different people require different styles of leadership. Thats why I have to know my people. The fundamental starting point is having a good understanding of human nature: needs, emotions and motivation. I must know my employees' be, known, and do attributes. Leader: I must have an honest understanding of who I am, what I know and what I can do. To be successful, I have to convince my followers, not myself or my superiors, that I am worthy of being followed.
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Communication: I lead through two-way communication. Much of it is nonverbal. What and how I communicate either builds or damages the relationship between me and my employees. Situation: All situations are different. What I do in one leadership situation will not always work in another situation. I must use my judgment to decide the best course of action and the leadership style needed for each situation.

2.ATTRIBUTES
If I am a leader that can be trusted, then the people around me will learn to respect me. There are some things that I must be, know and do, in order to be a good leader. These fall under the Leadership Framework: I have to BE a professional (loyal to the organization, perform selfless service and take personal responsibility). I have to BE a professional who possess good character traits (honesty, competence, frankness, commitment, integrity, courage, straightforward, imagination and so on). I have to KNOW very well the four factors of leadership follower, leader, communication and situation. I have to KNOW myself. Examples: strengths and weakness of my character, knowledge and skills. I have to KNOW human nature (human needs and emotions and how people respond to stress). I have to KNOW my job (be proficient and be able to train others in their tasks). I have to KNOW my organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning. DO implement: communicating, coordinating, supervising, evaluating. DO motivate: develop moral and esprit in the organization, train, coach, counsel.

3.LEADERSHIP PRACTICE
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There are some specific attitudes and behaviors that outstanding leaders have in common. Exemplary leaders share the following five behavioral practices and ten commitments: 1. As a leader, I challenge the process. I am a pioneer; I seek out new opportunities and am willing to change the status quo. I innovate, experiment and explore ways to improve my organization. Challenging the process requires two leader commitments: to search for opportunities and to experiment and take risks. 2. As a leader, I inspire a shared vision. I look toward and beyond the horizon. I am expressive; my genuine nature and communication skills attract followers. I show to the others how mutual interests can be met through commitment to a common purpose. Inspiring a shared vision requires me to commit envisioning the future and to enlisting the support of others. 3. I have to enable others to act. I actively involve others in planning and permit others to make their own decisions. I make sure that my followers feel strong and capable. Enabling others to act requires two leader commitments: to fostering collaboration and strengthening others. 4. As a leader, I model the way. I am clear about my values and beliefs. I keep people and projects on course by consistently behaving according to these values and by modeling the behaviors that I expect from others. Through my focus on key priorities, I make it easier for others to achieve goals. To model the way requires me to commit to setting an example and planning small wins. 5. Also I encourage the heart. I encourage people to persist in their efforts by recognizing accomplishments and contributions to the organization's vision. I let others to know that their efforts are appreciated and they express pride in our team's accomplishments. Encouraging the heart requires me to be committed to: recognizing contributions and celebrating accomplishments.

4.LEADER SKILLS
Listen: Speaking out and taking stand is one thing, but keeping an open ear is essential. I don't assume what employees want. I go and ask all types of people for feedback, not just friends or fellow organization members.
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Enthusiastic: If I am passionate about the job issues, the enthusiasm will radiate to the rest of the community. A positive attitude and optimism will also go a long way to make the task both fun and effective. Action: Goals are important, but providing a comprehensive plan of action that explains how to reach those goals is even more so. I am a creative person and I take risks in order to find new ways of accomplishing those goals. Dependability: Employees should be able to trust a leader to operate ethically and with their best interests at heart. Fulfilling campaign promises and goals in vital in maintaining employees loyalty and confidence. Educated: I have a good understanding of the dynamics of employees groups and how the company operates. A leader should also lead by example. Results: The motivation to hold office should not be for an impressive resume or to satisfy the urge for attention - it should be about getting something positive done.

THE GENERAL ENVIRONMENT OF THE DOUGHNUT LADY

CUSTOMERS: are those people and organizations in the environment who acquire goods or services from my company. As recipients of the organizations output, customers are important because they determine the organizations success. COMPETITORS: are other organizations in the same industry or type of business that provide goods or services to the same customers are referred to as competitors. Each industry is characterized by specific competitive issues. Our main competitors are Fitzosica and Doughnut Shop. The general environment represents the outer layer of the environment. Those dimensions influence the organization over time but often are not involved in day-to-day transactions with it. The dimensions of the general environment include technological, sociocultural, economic, legal-political and international.

TECHNOLOGICAL. The technological dimension includes scientific and technological advancements in a specific industry as well as in society at large. SOCIOCULTURAL. The sociocultural dimension of the general environment represents the demographic characteristics as well as the norms, customs, and values of the general population. Important sociocultural characteristics are geographical distribution and population density, age, and educational levels. Also important are the societys norms and values. LEGAL-POLITICAL. The legal-political dimension includes government regulations at the local, state, and federal levels as well as political activities designed to influence company behavior. INTERNATIONAL. The international dimension of the external environment represents events originating in foreign countries as well as opportunities for American companies in other countries. ECONOMIC. The economic dimension of the general environment representing the overall economic health of the country or region in which the organization functions.

THE FOUR MANAGEMENT FUNCTIONS OF THE DOUGHNUT LADY

Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

The four management functions


1. Planning
Planning is the management function concerned with defining goals for future organizational performance and deciding on the tasks and resource use needed to attain them.
In this way, I defined a specific plan for the next 5 years: to capture at least 40% of the doughnut local market even if the prices or the profits had to be reduced. Also, we will do our best to be number one service-quality doughnut company in Brasov.

2. Organizing
Organizing is the management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments.
In order to respect the second management function, organizing, I have to follow the plan and to show how the company is accomplishing the plan. That involves the assignment of tasks, the grouping of tasks into my companys departments and the allocation of resources to departments.
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3. Leading
Leading is the management function that involves the use of influence to motivate employees to achieve the organization's goals.
As a leader, I am able to communicate my vision throughout the company and motivate employees into action. Workers, in any organization, need something to keep them working. If no motivation is present in an employee, then the employees quality of work in general will deteriorate. Keeping an employee working at full potential is one of the most important goals of employee motivation and there are many methods to help keep employees motivated. Some traditional ways of motivating workers are placing them in competition with each other or offering them a large variety of rewards.

4. Controlling
Controlling is the management function concerned with monitoring employees activities, keeping the organization on track toward its goals, and making corrections as needed.
As a good manager, I have to be sure that the company is moving toward its goals. The most efficient way to do that is to compensate my employees based on their results.

References
G. Fandel, J. E. Staufenbiel Modern concepts of the theory of

the firm, Fern Universitat Hagen, Germany Kerbalek Economia intreprinderii, Editura Gruber, Bucuresti, 2001 Alexandrina Deaconu Economia intreprinderii, Editura Didactica si Pedagogica, Bucuresti, 1999 Delia Silvia Olaru - Economia si gestiunea intreprinderii, Editura Tribuna Economica, Bucuresti, 1999 http://www.economyprofessor.com/

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