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Leadership and Management of Orchard Supply Hardware

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Leadership and Management

Leadership and Management of Orchard Supply Hardware

People always question what makes a grand leader or what makes a manager great, and even at times people ask; can one who is a great manager be a great leader as well? The management of organizations at any level seeks the answers to the questions. Seeking out these answers helps ensure personal career success, improve the organizations performance, and can help transform managers into leaders (Bateman & Snell, 2009). Like many other organizations, Orchard Supply Hardware (OSH), pays close attention to their management team when dealing with their organizational planning. OSH, like other organizations want the best team of leaders who will be able to guide their company to the highest organizational goals and be able to empower the company through the possibilities of the future with the use of the management functions. The management functions are as follows: planning, organizing, leading, and controlling so to give power to others in the organization to contribute to the same revelation.


Many wonder what the definition of leadership in fact is. Some believe that leadership arises when one has the ability to influence others to achieve the goals set in front of them. In order for one to increase great leadership one needs to go past the plain definition. Researching information on what great leaders do and the traits one of leadership position possess is a good start. Seizing the moment, changing the course of events, and paying close attention to details of the fundamentals "that can make or break the grandest of plan" (Bateman & Snell, 2009, p. 434) are what great leaders do. Creating competitive advantages, formulating, and implementing to obtain the greatest results are what a great strategic leader would do.

Being a great leader one should be a visionary; as they will be able to see the potential goals that will better an organization. One should also be able to encourage those around them by appealing values and motivating others to share in the visions of the organization. Innovators make great leaders; innovators challenge conservative methods and certainties that in turn build changes for the organization. Empowering and encouraging others in the organization to reach for the fullest potential is another aspect of a great leader. They model the way for others in the organization by being an example to their beliefs. The use of positive motivation, rewarding, and showing that those below them are appreciated shows others that their efforts and support is appreciated to the fullest.

Many ask why great leaders are needed in organizations. The clearest answer is so that an organization is run is to its fullest potential in a smooth, flaw free business manner. The need for great leaders in an organization is important to the growth of others in the organization as well as helping themselves develop initiative and good judgment along the way. Acquiring leaders throughout the entire organization at all levels helps formulate and implement strategic plans and directions for the organization. OSH and other organizations place leaders in formal leadership roles so that personal goals are achieved along with the goals of the organization (Bateman & Snell, 2009). Maynard Jenkins, the president of OSH, organizational vision was of expansion and being a strong competitor in the retail market. Jenkins motivation lead to him purchasing nine former Business Emporiums (BE) located in southern and central California. Of those nine BE's seven of them were top performing BE sites (Cory, 1994). After some renovation, BE proved to be the most beneficial for OSH. According to Jenkins, OSH would accomplish what he called "critical mass" and a "sudden arrival of force" (Cory, 1994, p. 40). OSH soon became one of the top competitors in the home improvement market because of Jenkins' vision of spreading out and aggressive growth. Jenkins' is a good example of what an exceptional leader is because his vision of the future for the company was not limited there; "critical mass" was the main focus for OSH for many years. Jenkins remained confident, whereas not becoming to exceedingly to optimistic when looking to the future (St. James Press, 1997).


As leadership has been discussed along with discussing what it takes to be a great leader, management is the next aspect of conversation and the difference it has with leadership. It is said that an individual can be a great manager with not being an exact leader. Executives and administers can do effective duties and be successful; however still not including being great leaders. One in a manager position can take the opportunities and grow to be a great leader. This means that when one is able to effectively be a leader they are able to set apart from a first-rate manager from a regular one. The tasks of a manager consist of day-by-day complications, formations, staffing, planning, regular budget checks, and monitoring the activities of the organization. Many times managers are concerned with "fitting in" and not "rocking the boat" and their focus is on the short term goals, profits, and stock prices, which prevents them from rising to a leadership role that could prevent them from reaching long-term goals (Bateman & Snell, 2009). However, managers are essential for the general tasks of any organization.

Having different individuals for leaders and managers is not necessary even though their different processes in doing their tasks. Managers perform many tasks that can include; operational functions as well as; leading, organizing, and controlling the organizational plans. Controlling organizational plans include the acts of stimulating, empowering, and encouraging others to share in the organizational arrangements and objectives. Sending a belittling analysis of management is one thing that many try to refrain from by distinguishing the difference between managers and leaders. Distinguishing between supervisory leadership and strategic leadership is simple; Supervisory leaders give feedback, encouragement, empowerment, motivation support, and guidance, while strategic leader's roles involve envisioning the future, providing meaning and purpose, and working with others to reach future goals (Bateman & Snell, 2009). Another example



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