Anda di halaman 1dari 11

Adidas is a Germany shoe, clothing and apparel company that also own Reebok, Taylor

Made and Rockport. Adidas is the largest sportswear company in Europe and is the
second only to Nike as the largest sportswear company in the world. The company
sports the recognizable logo of three slanted parallel bars of ascending height.
Adidas was founded in 1924 by Adolf Dassler, but it did not become a fully registered
company until 1940. Its headquarters are located in Herzogenaurach, Germany, the
hometown of its founder. Although many believe that Adidas stands for "All day I dream
about soccer" the true origin of the name comes from the amalgamation of Adolf's
nickname, Adi, and the first three letter of his last name.
Adidas specializes in the design and manufacturing of footwear, sportswear, sports
equipment and, yes, even toiletries, most notably, deodorant. However, the company
first gained international recognition in 1936 at the Summer Olympic in Berlin, where it
outfitted U.S. track star Jesse Owens with its track shoes. Owens won four gold medals
in the games.
With a specifically stated Corporate Strategy, the company needs to ensure that their
organizational structure will allow for and be flexible to this strategy being sought after.
Their objectives outlined in the corporate strategy ensure the mission statement will
translate into action, while also guiding and coordinating decisions. There is no purpose
in having well thought out strategic objectives, but no structure and cohesion to attain
these objectives. The Adidas Group comprises of a four person executive board,
including one Chief Executive Officer and three board members representing the
shareholders and six members representing the staff. The Supervisory Board advices
and supervises the executive board in matter concerning the management of the
company. It is the role of the supervisory board to ensure that the pathway and vision
determine by the executive board is forthrightly followed by the rest of the organization
from the top, all the way down to those entrusted with manufacturing their products.
The strengths of ADIDAS are strong management team and good corporate strategy in
North American and overseas markets, brand recognition and reputation, diversity and
variety in productions offered on the web (footwear, apparel, sporting, equipment, etc.),
strong control over its own distribution channel, strong customer base, and strong
financial position with minimal long term debts. Weakness of ADIDAS is negative image
portrayed by poor working condition in its overseas factories, and E-commerce is limited
to USA.

2.0 Management
Organisation and the management activities necessary for the functioning of the
organisation, management can be defined as the process of planning, organizing,
leading and controlling the resources of the organisation to predetermined stated
organizational goals as productively as possible. A concise description of each of the
fundamental management functions will further explain the concept of management and
the nature of the management process.


Achieve goals
Figure 1 the four fundamental management functions constituting the management

2.1 Planning
Planning is the first step of the function of management. Planning involves deciding in
advance what has to be done, when, how and whom it has to be done and how the
results are to be evaluated. The function of "what has to be done" involves identification
of alternatives and selection of one of them. According to Henri Fayol, "it is the plan of
action to be followed, the stages to go through and methods to use. It is kinds of future
picture wherein proximate events are outlined with some distinctness whist remote
events appear progressively less distinct." The term planning has been defined by
different management thinkers who laid emphasis on the various features of planning.
According to George R. Terry, "planning is the selecting and relating of facts and the
making and using of assumptions regarding the future in the visualization and
formulation of proposed activities believed necessary to achieve the desired results."
A plan is like a map, when you following a plan, you can always see how much you have
progressed towards your project goal and how far you are from your destination.
Knowing where you are is essential for making good decisions on where to go or what to
do next. The most important is to ensure that everyone is clear of what to accomplish.
Planning meaning is how setting goals and defining the actions necessary to achieve
the goals, in light of the situation. That is situation must be analyses or understood and
the appropriate goals and actions must be determined in order to take advantage of
opportunities and how to solve problems. Basic management function involving
formulation more than one detailed plans to achieve optimum balance of needs or
demands with available resources.
First, the planning process is identifies the goals or objectives to be achieved and
formulates strategies to achieve them. The Managers throughout the organization must
develop goals, strategy, and operational plans for their work groups that contribute to the
success of the organizations as a whole. Planning is also crucial for meeting your needs
during each action with your time, money, or other resources. With careful planning you
often can see if at some point you are likely to face a problem. It is much easier to adjust
your plan to avoid overcome crisis, rather than to deal with the crisis when it comes
unexpected time. Example Adidas plans to expand their operations in Europe, so they
need consultation to the Government of Germany. They have been granted landing
rights in Paris and are awaiting further details from authorities. In addition, planning has
a different meaning depending on the political or economic context in which it is used.
Two attitudes to planning need to be held in tension on the one hand we need to be
prepare for what may lie ahead, which may mean contingencies and flexible processes.
There is one thing on which every manager can expect to be appraised, the extent to
which he or she archives his or her unit's goals or objectives. Whether it's a work team
or a giant enterprise, the manager in charge is expected to move the unit ahead, and
this means visualizing where the unit must go and helping het there. Organization exits
to achieve some purpose, and if they fail to move forward and achieve their aims, to that
extent they have failed.
On the other hand, our future is shaped by consequences of our own planning and
actions. Planning in organization and public policy is both the organizational process of
creating and maintaining a program. In the psychological process of thinking about the
activities required to set a desired target or goal on some scale. Business planning is
like water to a thirsty plant. It keeps our business vital and thriving. Without business
planning, business will never improve as it could may even lose or bankrupt. Many small
business or stall owners don't have the business planning so they can't earn so much
profit when their doing business. Their business unable further progress and stagnant it
is, eventually as to close to close shop or behind other competitors.
The rapid of change in today's business world and globalization is making it increasingly
necessary that mangers keep their plans current. Strategic management is the
application of the basic planning process at the highest levels of the organization.
Through the strategic management process, top management determines the long-run
direction and performance of the organization by ensuring careful formulation and
strategies. For example, top management may ask middle and lower-level managers for
inputs when formulation top-level plans. Once top-level plans have been finalized,
different organizational units may be asked to formulate plans for their respective areas.
A proper strategic management process helps ensure that plans throughout the different
levels of the organization are coordinated and mutually supportive.
The slogan of Adidas is "Impossible is Nothing". The mission of Adidas is to be Best
Sport Brand in the world. They had achieved the mission but in this strong competitive
era, too many company like Nike and Reebok also want to be globally recognized brand,
but they will work hard to achieve their goals. Adidas is passionate about all sports. So
Adidas Company will try their best for planning new product or equipment for athletes.
As part of their End-to-End Planning initiative they have been focusing on implementing
an optimized demand planning process and system more than 20 countries in Europe.
They standardized or partially automated certain planning functions to increase forecast
accuracy. Following the first wave of implementations in 2008, they continued the roll-
out to the remaining European countries throughout 2009. Hereafter, they expect to
continue the roll-out to other key Adidas Group markets such as Japan.
They set up a dedicated Profitability Management department to monitor
macroeconomics trends, forecast the impact on product and supplier cost and devises
their supply chain profitability strategy. In addition, their development teams also
contribute significantly to this initiative by engineering their products with a stronger
focus on price. Throughout 2009, they also engaged their supplier with the aim to
increase transparency and predictability in costing. Such as, they closely tracked raw
material costs and leveraged this information to consolidate volumes. This allowed them
to negotiate more effectively and offset cost increase. In addition, their sourcing teams
improved their products allocation process to better utilize supplier's capabilities and
take into account of total supply chain cost. Moreover, by leveraging consolidated
volumes, their Transport and Customs team success negotiated reduced transportation
cost and optimized shipment routes with their service providers.
In conclusion, planning is very important for the organization to achieve their goals and
objectives. Especially, current globalization every organization is using latest technology
to do the market analyses and compressive planning. In order for them to survive and
growth, for example, in year 2008, financial crisis, many banks in US will decline
bankrupt. This is because of their poor planning.

2.2 Organising
According to Haimann, "Organisation is the process of defining and grouping the
activities of the enterprise and establishing the authority relationship among them." The
study of Haimann mentioned definitions makes it clear that on the one hand organization
is a process to define and classify the functions to be performed for the attainment of the
objectives of the organization, and on the other hand, it is an art to establish sweet
relationship among different persons.
There are two concept are prevalent about organisation. In the other word, there are two
meaning of organization:
Organising as process: According to the first concept of organising, it has been
considered as a process. In the other word, organising is not function that can be
performed at a single stroke, but it is a chain of various functions. It includes getting
information about objectives, deciding various activities and grouping them, determining
important activities, allowing authority and responsibility, etc. Organising is related to
human being and human conduct is deeply affected by the condition of work, their
competency and capability, changes in the internal and external environment of the
organisation. The process of organising has also to be changed according these
changes. Hence, organising as a process can also be described as dynamic element.
Organising s a structure of relationship: according to this concept, organising is treated
as a structure of relationship. Under this various posts are created or established and
the mutual relationship of employees working on various posts, their authorities and
responsibilities are defined. Relationship lays down as to who is the superior and who is
the subordinate. Various posts in different department of the organization are mostly
permanent. Therefore, organisation as a structure of relationship is called static element.
So far as the similarity between both the concepts is concerned, business organisation
is looked upon as a group of different parts under both the concepts. These parts are
both tangible (like human, material, machine and money) and intangible (like authority,
responsibility, function and objective). Both the concepts lay stress upon the
establishment of relationship between these two parts.
On the contrary, there are certain different between both the concepts. According to the
concept of "organizing as a process" organizing is that function which continues
throughout the existence of the enterprise and changes go on taking place in it. Herein
man is the central point. In the other words, many factors affect them and changes have
to be introduced accordingly. On the other hand, according to the concept of "organizing
as a structure of relationship", posts are established in the organisation and authorities
and responsibilities of each post are determined. Therefore, here under this concept
more attention is paid to post which are stable than to men.
In order to complete the organisation function of management, there are eight steps had
to be taken. First step in the process is to know about the objectives of the enterprise.
Although the determination of the objectives of an enterprise is done under the first
function of management, i.e., planning but before commencing the process of organizing
clear and detailed information about these objectives has to be obtained. On the basis of
the information about objectives various function designed to achieve these objectives
are determined. For example, it can be the objectives of the enterprise to produce sport
shoes. In this respect information about how many types of sport shoes will be
manufactured, whether the necessary parts required for manufacturing sport shoes will
be manufactured or purchased, how extensive the sales area will be or will it be state,
the whole country or international? After having learnt about the objectives of the
enterprise, necessary functions to achieve the objectives are determined. For example,
a sport shoes manufacturing company can have different activities like purchase of raw
material, purchase of manufactured parts production, advertisement, sales, arrangement
of finance, research, accounts, correspondence, keeping stock of material, recruitment
of employees, etc.. In order to achieve the objectives of the enterprise grouping of
various activities is done. Under the grouping of activities all the similar type of activities
are given to one particular department. For example, the activities like the purchase of
raw material, purchase of ready-made parts, production, stocking the material, research,
etc., are assigned to the production department. Similarly, advertisement and sales
activities are given to the marketing department and department of finance take care of
finance account and correspondence. Taking into consideration the importance and
quantity of the work a department can be further divided into many branches or sub-
departments. For example, under the department of production, purchase department,
stock department, and research department, etc., can be established to get the benefit
of specialization. It makes the optimum utilisation of human and material resources
possible. The forth step is to key activities signifies the importance of this activities in the
achievement of the objectives of the enterprise. Such an activities needs special
attention. It depends on the objectives on the organisation to determine the key activity.
Thus, in all the organisations key activity can be different. In the given example of a
sport shoes producing company the main problem can be of advertisement because
only an effective and large scale advertisement can attract the attention of the
consumers toward a new product. Thus, in this case the function of advertisement is the
key activity which requires the utmost attention. For this purpose the advertisement
activities should be taken from the purview of the marketing department and be handed
over to the newly created advertisement department so that the superior officers are in
direct touch with this department and they are in a position to pay full attention to it.
After dividing the various activities into different departments and sub-departments and
having determined the activity that each individual is expected to perform, his
responsibility is fixed. In other words, what they are to do for the attainment of the
objectives of the organisation. For example, the purchase manager will be given the
responsibility for the purchase of goods; the sales manager will be responsible for sales;
the advertising manager will be responsible for advertisement and the finance manager
will take care of the responsibility of finance. A person who is saddled with a
responsibility must be given some authority too. Authority means the freedom of taking
decision, guiding the subordinates and the freedom of supervising and controlling.
Authority should be in proportion to the work or responsibility. If the responsibility is
greater than the authority given and is insufficient to cope with the responsibility, the
responsibility cannot be discharged successfully. For example, if a marketing manager is
assigned the responsibility of increasing sales but has not been given the authority to
appoint sales representatives needed for the job, the increase in sales cannot be
expected. So long as the authority to discharge the responsibility is not given, the person
concerned has not accountability. It is only after granting authority to an individual that
he can be made accountable. When two or more than two persons work for the
attainment o common goals their inter-relationship must be defined very clearly.
Everybody should know who is his superior and who is his subordinate? For example,
the purchase manager will be the superior for all the employees of the purchase
department. They will receive order from him and will also be responsible to him. On the
other hand, the purchase manager will get orders from the General Manager and will be
responsible to him. Defining clearly the inter-relationship helps in establishing
coordination. Organising it is not only such an activity which includes determination of
activities; and the defining of the inter-relationship but it also ensure the optimum
utilisation of human resources by providing physical resources and the right
environment. For example, the factory and the office should be located at a proper place
so that the employees can perform better.

2.3 Leading
Leading is influencing people so that they will contribute to the organisation and group
goals; it has to do predominantly with the personal aspect of managing. All managers
would agree that their most important problems arise from people-their desires and
attitudes, their behavior as individuals and in groups-and those effective managers also
need to be effective leaders. Since leadership implies followership and people tend to
follow those who offer a means of satisfying their own needs, wishes, and desires, it is
understandable that leading involves motivation, leadership styles and approaches, and
The leading and motivation function is concerned with the human resources within an
organisation. Specifically, leading is the process of influencing people to work toward a
common goal. Motivation is the process of providing reasons for people to work in the
best interest of an organisation. Together, leading and motivation are often referred to
as directing. We have already noted the importance of an organisation's human
resources. Because of this importance, leading and motivation are critical activities.
Obviously, different people do thing for different reasons, then they have different
The managerial function of leading is management as the art of getting things done
willingly, with and through other individuals. Management is concerned with two key
aspects, i.e., material resources or things and human resources or individuals. Material
resources are susceptible to scientific or mechanical treatment because they are subject
to the laws of mechanics. However, human resources cannot be subject to such
treatment. Through the power of leadership and the science of cooperation, managers
may evolve n effective method of integrating the interest of individuals and the business
Management can expert its power with or through individuals but never over them. In
other words, authority may be imposed by managers from above. However, authority
should be supported, nourished and recognized by the subordinates from below for it to
be meaningful and for it to work smoothly. The source of the power of management is
the medium of leading, motivating, teaching, influencing, counseling, coaxing,
delegating, and setting an example. Therefore, a manager plans, organizes, leads and
control the employees working with him or her. The master key which leads to
successful management of any business enterprise is motivation. It is responsible for
ensuring productivity of human resources. It can make an individual carry out a
particular activity. Thus, it assumes great importance in modern business management.
Employees can be motivated by financial and non-financial incentives. The power of
motivation is enhanced by effective communication and participation. Proper information
feedback is essential for effective motivation and leading.
Leaders are a special breed of individuals who can move people toward the attainment
of established goals. Such power does not emanate through the use of force or fear.
Only dictators apply force in order to lead people. True leaders inspire and motivate
people to perform activities in line with the objectives of the organisation.
According to the theory of Fiedler. Fred Fiedler assumes that it is not easy for managers
to be flexible in their styles of management, especially if their management style has
made them successful as managers. He argues that any attempt to change a manager's
style of leadership to conform to changing situation that help in determining effective
leadership. These are leader-member relation. This is the most important influence on
the effectiveness of the manager. A manager who is loved and respected by his
subordinate can easily motivate them to accomplish the tasks. He does not have to use
formal power on his subordinates. The task structure can clear-cut and step by step
procedures or instructions on tasks provide the manager a greater authority. He can
measure work performance. On the other hand, if instructions are not clear,
subordinates may disagree or question such instructions. Besides that, the position
power also important. The power of the person depends on his position. For example,
presidents of corporations, comptrollers, or budget officer have high-position power.
According to Path-goal theory, this was formulated by Robert House and Martin Evans.
This theory is based on the expectation of rewards. The source of reward is the leader.
Thus, the manager should reward the good service or performance of his subordinate in
order to influence them to work on established objectives. Rewards are in the form of
promotion and pays, as well as support, encouragement, security, and respect.
However, leadership styles also affected the motivation to the subordinate. A leader
using the suitable leadership styles will lead the subordinate makes a best task
performance. Leadership was viewed as a combination of personality traits, such as
self-confidence, concern for people, intelligence, and dependability. Achieving, a
consensus on which traits were most important was difficult, however, and attention
turned to styles of leadership behavior. In the last few decades, several styles of
leadership have been identified: authoritarian, laissez-faire, and democratic. The
authoritarian leader holds all authority and responsibility, with communication usually
moving from top to bottom. This leader assigns workers to specific tasks and expects
orderly, precise results. At the other extreme is the laissez-faire leader, who gives
authority to employees. With the laissez-faire style, subordinate are allowed to work as
they choose with a minimum of interference. Communication flows horizontally among
group members. Leader as laissez-faire style gives employees as much freedom as
possible to develop new products. The democratic leader holds final responsibility but
also delegates authorities to others, who determine work assignments. In this leader
styles, communication is active upward and downward. Employee commitment is high
because of participation in the decision-making process. This style of leadership use to
encourage employees to become more than just rank-and-file workers.
The Adidas set up their way to leading the company, to make their brand more famous.
They improve their quality of product to make their product become more good and
durable. Adidas not only manage their way on production, they also have a good leading
in the process of production. Adidas patient to leading and manage their employee from
first step process of production to the end process of production, this cause their
company can become so success and famous in today. If have a good leader, is the
reason that will success in any condition .So that, if need a good team is can't without a
good leader.
Conclusion, leading is a process that can't less when doing anything. Leading is
important to organizing a group of people to achieve a common goal. When have a good
leader, the team have the high percentage to complete their work with nicely or

2.4 Controlling
Controlling is the process of evaluating and regulation ongoing activities to ensure that
goal are achieved. To see how controlling works, consider a rocker launched by NASA
to place a satellite in orbit. Do NASA personnel simply fire the rocket and then check
back in a few days to find out whether the satellite is in place? Of course not. The rocket
is monitored constantly and its course is regulated and adjusted as needed to get the
satellite to its destination.
Controlling is the management function in which performance is measured and
corrective action is taken to ensure the accomplishment of organizational goals. It is the
policing operation in management, although the manager seeks to create a positive
climate so that the process of control is accepted as part of routine activity. Controlling is
also a forward- looking process in that the manager seeks to anticipate and prevent it.
The manager initiates the control function during the planning phase, when possible
deviation is anticipated and policies are developed to help ensure uniformity of practice.
During the organizing phase, a manager may consciously introduce the "deadly parallel"
arrangement as a control factor. Close supervision and a tight leadership style reflect an
aspect of control. Through reward and positive sanctions, the manager seeks to
motivate workers to conform, thus limiting the amount of control that must be imposed.
Finally, the manager develops specific control tools, such as inspection, visible control
charts, work counts, special reports, and audits.
The basic control process involves three phases that are cyclic: establishing standards,
measuring performance, and correcting deviation. In the first step, the specific units of
measure that delineate acceptable work are determined. Basic standards may be
started as staff hours allowed per activity, speed and time limits, quantity that must be
produced, and number of errors or rejects permitted. The second step in the control
process, measuring performance, involves comparing the work (i.e. the goods produced
or the service provided) against the standard. Employee evaluation is one aspect of this
measurement. In manufacturing, inspection of goods is a routine part of this process;
studies of client satisfaction are key elements when services are involved. Finally, if
necessary, remedial action is taken, including retraining employees, repairing
equipment, or changing the quality of the raw materials used in a manufacturing
Several features are necessary to ensure the adequacy of control process and tools:
Timeliness: The control device should reflect deviation from the standard promptly, at an
early stage, so there is only a small time lag between detection and the beginning of
corrective action.
Economy: If possible, control devices should involved routine, normal processes rather
than special inspection routines at additional expense. The control device must be worth
their cost.
Comprehensiveness: The controls should be directed at the basic phases of the work
rather than later levels or steps in the process; for example, a detective part is best
inspected and eliminated before it has been assembled with other parts.
Specificity and appropriateness: The control process should reflect the nature of the
activity. Proper laboratory inspection methods, for example, differ from the financial audit
and machine inspection processes.
Objectivity: The process should be grounded in fact, and standards should be known
and verifiable.
Responsibility: Control should reflect the authority- responsibility pattern. As far as
possible, the worker and the immediate supervisor should be involved in the monitoring
and correction process.
Understandability: Control devices, charts, graphs, and reports that are complicated or
cumbersome will not be used readily.
Controlling activities require the manager to maintain a mindset that continually looks for
ways to improve individual, team, and organizational performance. Performance
standards describe a model of excellence for work activities and serve as the basis of
comparison between actual and desired work performance. Other important controlling
functions are continual employee feedback and employee performance appraisal
activities. Employee performance appraisals must be ongoing objective and based on
established performance standards. A manager should never wait until the "annual
performance review" to discuss problem or deficiencies with a staff member. Consistent,
day-to-day feedback and coaching about job performance clarifies expectations,
improves the quality of work, and allows the manager to correct problems before they
become serious.
Coordination of elements of a system is one aspect of managerial control to reach
effective outcomes. Other managerial control elements are financial management,
compliance, quality and risk management, feedback mechanisms, performance
management, policies and procedures and research and trend analysis. These elements
are used by managers to communicate to reach a goal, track activities toward the goal,
guide behaviors, and coordinate efforts and decide what to do. Managerial coordination
and control are important to the success of any organization (McNamare, 1999a,
1999d). Ongoing, careful review using standardized documents, informatics systems,
and standardized measured avoids drift and the waste of time and resources that occur
when direction is vague. Well-exercised, managerial control is flexible enough to allow
innovation yet present enough to effectively structure groups and organization toward
goal attainment.
The management function of controlling involves the feeding back of information about
the result and outcomes of work activities, combined with activities to follow up and
compare outcomes with plans. Appropriate adjustments need to be made wherever
outcomes vary or deviate from expectations (Hersey et al., 2001). The controlling
function of management has been described as a constant process of reevaluation to
see whether what is the currently occurring meets needs, plans, and standards, as well
as to identify where improvement might be a benefit (Kepler, 1980).
According to the case study, Adidas has strongly controlled over its own distribution
channel. Adidas policy is to control and monitor hazardous substance to protect human
health and environment one of those is to eliminate PVC making progress in finding
substitutes like polyurethane, ethyl vinyl, silicones thermoplastic rubber. Adidas also
provide training sessions on employment standards and HR systems, health and safety
is important for company. Establishing teams to manage and monitor SARS in Asia
factory, washing station, disinfectant units. Finally Adidas protects and support the rights
of its employees by following all the current employment laws. (Jaswinder, S, 2009)
Adidas strategy emphasized Total Quality Management, supported by integrated
software systems and code-related labour practices as devices used to reduce unit
costs. Monthly monitoring of machine usage and waste reduction, machine leasing and
sharing across the five components that comprise the group and a more transparent
purchasing system also helped to increase recent performance. (Lopito, 2008)

3.0 Conclusion
As conclusion, this assignment helps us know more about the important of responsible
for a manager. As a manager, the function of planning, organising, leading, and
controlling (POLC) are important to manage an organization. Planning is the process of
goals and defining the action necessary to achieve the goal. Manager throughout the
organization must develop goals, strategy, and operational plans for their work groups
that contribute to the success of the organisation as a whole. Organising is the process
of allocating and arranging human and non-human resources so to achieve
organizational goals. Manager must organize the members of their work group and
organization so that information, resources, and tasks flow logically and efficiently
through the organization. Leading is the process of influencing people to work toward a
common goal. Manager must provide direction and leadership to motive his staff to
perform the essential task within the required time frame and with the most efficient use
of resources. Controlling is the process of regulating activities so to achieve
organizational goals. Managers must monitor the performance of the organization as
well their progress in implementing strategic and operational plans.