MANAGEMENT

Management

Management

Introduction

This essay includes experiences about how management under Eva Sage-Gavin can help shape a company's culture to include values such as responsibility, giving back, fairness and equity. Eva Sage-Gavin adds the commitment level to International development tools / programs that can foster the spread of such practices under the different business contexts. Here, makes explicit reference to the guiding principles in Gap Inc., where Eva Sage-Gavin suggests the need to take into account the contexts of social, economic and institutional in which companies operate, aligning their interests with those of other speakers, directly or indirectly related to the company. The essay would highlight the Katz human skills and Taylor's four principles that used in Eva Sage-Gavin's management at Gap Inc.

Discussion

This study investigate the phenomenon within the context of Eva Sage-Gavin's Gap Inc.'s, in the light of the specificities that characterize the economic, national production in which the population of companies represents 99.9% of the population total, occupying 81, 3% of the workforce and generating 70.9% of domestic value added. At this purpose, it was necessary to survey the theoretical introduction to the empirical research, capable of outlining the distinctive features of management in these areas (Campbell & Craig, 2008).

Management Describing Katz Human Skills

Gap Inc. initially starts from the personal vision of the individual (group of individuals) it is necessary to appreciate the role of the personal Management development and learning. Development summarized as all activities like learning, training, education through which people learn. While the individuals lead the organization with the responsibility for planning and decision making, it is obvious that how competent and intelligent they are will affect the organizational performance in order to develop the human skills that are highlighted in Katz human skills. In this context, it is a role of the organization to develop its managers, while in Gap Inc. Eva Sage-Gavin supports for the development, courses, and training as an essential part of the organization.

In Gap Inc. case, Eva Sage-Gavin uses much more effective plan that is to combine informal accidental learning with projects where the formal coaching and monitoring could be provided. It would be mutually beneficial for both parts: for Management - the staff being trained without discontinuing working process, for staff - development is provided in the way where people can learn and make connections with the real practice. Eva Sage-Gavin commented that for the majority of managers when they were asked - learning from the job was the most useful learning experience as Human skills involve the ability to work with, motivate, and direct individuals or groups in the organization to fulfill the theory given by Katz. However, there is an opposite statement - there is nothing as practical as a good theory. But at the same time, sometimes it is extremely difficult to reflect and think if individual only learns from practice because employ cannot look at the problem from the different angle. People tend to think and act to settle the problem in the same way as they ...