Running head: L & L CREATIONS 1

L & L Creations

Jesus Bautista

South Texas College

Dr. Patricia M. Blanco, PhD.

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L & L Creations

Managing a jewelry company is much more challenging than working for a business. A

business owner attention must be applied through many methods, this also include emotional and

financial incentives to conduct a company properly. Continuously, changing areas are manage-

ment and they are both art and a science. Most modern jobs use multiple management theories to

ensure finest output for their company or employees. Although many of these systems are mix-

tures of several theories and strategies, there are some famous strategies which company owners

have studied for decades. L & L Creations owner Diana Salazar, is expected to promote business

choices with a specific focus on examining philosophies and making financially feasible analy-

sis. Owners are to, “challenge to apply thinking planning and business decisions in reviewing this

critical incident” (Beyer, Johnson and Jones, 2017). L & Creations owner will include in entre-

preneurship, finance, administrative accounting and strategic planning.

Content

Theorists have since speculated about what kind of management in their professional en-

vironment is best for people. Their management theories or collections of thoughts are applied to

current work environments in order to motivate and bring the best out of their employees. An ar-

ticle states that,” Some entrepreneurs are motivated by the creativity attached to the work they

purse; they want work that involves creativity” (Block et al., 2015). In order to achieve produc-

tivity and organizational goals, managers use more than one theory and inspiration. It is signifi-

cant for managers to comprehend and realize how to execute these different theories. However,

in terms of effective management, acknowledging past management theories doesn’t generally

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tell the entire picture, yet if the business applies the principles and values, there is a possibility of

staying leveled in the socioeconomic.

Theory by Henri Fayol

In conjunction to fourteen management standards, Fayol created six administration func-

tions. This theory has some core ideas, yet you only occasionally discover in a workplace that

swears by Fayol’s fourteen beliefs. Fayol’s five functions are: forecasting, planning, organiza-

tion, commanding, coordination and control (Parker and Ritson, 2005). Some individuals fore-

cast and plan into a single element, which simplifies theory up to five features. The functions are

basic: Fayol says managers or owners should get ready for the future, compose the essential re-

sources, direct employees, cooperate and control staff to ensure that everyone complies with the

command required. Small business as L & L Creations must arrange for future objectives and ac-

complish every future goal. Therefore, owners must assess future possibilities affecting the small

business, and shape the future operational and strategic landscape of the business. Owners must

compose the business in a proficient way that organizing is necessary aligning the business.

Owners must recruit and train employees that are right for the job, and secure adequate skilled

and gifted individuals.

By Fayol’s functions, owners should have the ability to command every day, and moti-

vate the employees to accomplish organization objectives. It is the owner’s obligation to com-

municate the businesses objectives and company’s approaches for every employee to follow. The

instructions to employees ought to be consistent and predictable satisfying the business strategies

and every owner should treat their employees in accordance with the company’s standards. Small

businesses must blend with the procedures and activities meaning that each movement of each

business group is complemented for each person work to one another.

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Lastly, owners as in the L & L Creations must control that the organization exercises are

in accordance with agencies policies and objectives. It is the owner’s responsibility to observe

and report any deviations goals and objectives and owners should stop and correct these devia-

tions. The five functions theory of Henri Fayol is a normal and functional view on the owners,

and the theory may not completely carry the managerial complications faced by owners in their

everyday work. Essentially, Henri Fayol’s five functions has a somewhat connection among the

owner and employee, even though there is little contact in developing and maintaining a moti-

vated workforce. L & L Creations can set forward the five functions that Henri Fayol has estab-

lished to help perform even through complexities and owners can illustrate in the modern con-

temporary businesses. Fayol’s structured review of several tasks needed to be performed by own-

ers, is set to give the owners an underlying diagram of which fundamental capacity they ought to

concentrate on in their everyday work.

This theory has subjective components. It is hard to recollect each of all fourteen qualities

and make sense for a leadership test instead for a business person who works their organization,

yet the present workforce has values. Costs such as equity and pay are significant leadership ele-

ments. Different standards are not constantly basic, for example, the scalar chain. A few small

businesses prevail without clear chain of importance, and the structure of the organization mainly

depend on the business size.

Fourteen Principles of Management

Fayol fourteen principle theories are fluctuating around businesses and they pretty much

are presented in one way or another from the list. L & L Creations as a small business should not

only focus on success, but its how an owner leads their company. That is the reason these man-

agement theories by Fayol are so significant: they give you solid approaches to inspire greatness
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in your team. An article states,” Mangers are tasked with the responsibility of ensuring that hu-

man resources are recruited and deployed throughout the organization, in the right place at the

right time” (McLean, 2011). These principles, which range from the significance of keeping up a

perfect company that is valued for many of today’s team work and collaboration.

The fourteen-principle specified for small business are work division: as employees

ought to have the option to spend significant time in specific fields with the valued skills. Au-

thority is when management expects power to place orders with staff. Discipline is the authority

among the staff as they carry the responsibilities. Command is when employees respond to their

employer and follow instruction. Management unity strives for shared objectives. Individual in-

terest is when the team is before the individual. Remuneration is when staff listens and are moti-

vated by the owners to increase productivity. Centralization is a balance of decision-making as

owners only hold the power. Scalar chain is a clear structure required for every small business.

Order is mainly concerned about the cleanliness of the organization with no disorder. Equity is

treating everyone fairly. Stability is showing that businesses should attempt to limit turnover and

keep up staff around as they develop and upgrade understanding. Initiative is relied upon the

shared thoughts and receive reward for imaginative ideas and new assignments. Finally, Esprit

de corps is the principle of the staff as moral matters.

Max Weber Bureaucratic Theory

Max Weber has developed the bureaucratic hypothesis that expresses the business organi-

zational structure will be the best. Weber is simply the ideal in applying the ordinary laws and

procedures and believed that this approach was particularly proficient for enormous activities. L

& L Creations certain rules and norms are definitely needed as these elements makes the busi-

ness succeed. Weber finds, “In actual economic life it results in the far-reaching application of
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science to industrial technique and business organization, the long-time planning of operations,

the vivid realization of the future-all serving to make the whole economic organization predomi-

nantly into what Weber calls “bureaucratic” type” (Parsons, 1932). Bureaucratic businesses of

modern society are more prominent in the economic circle. Weber’s principles are in task exper-

tise in employees having a specific impact in the business. Businesses see the skills of the em-

ployees when choosing leaders and in order to achieve the objective, Weber’s suggestion are

standards and guidelines to venture to these structures.

Elton Mayo Theory

Mayo and his associates conducted experiments on occupational redesign, length of workday and

week, number of breaks and motivational plans. The results determined that increases in perfor-

mance were tied to mix set of attitudes. The pride that originated from this uncommon devotion

persuaded the workers to expand their profitability. Managers who enabled the employees to

have some control over their circumstances seemed to further expand the workers inspiration. An

author states,” Mayo’s two assumptions, I true, would make human relations psychologically and

economically feasible for it would be possible to simultaneously satisfy the individual’s and so-

ciety’s needs while satisfying the needs of economic performances” (Sarachek, 1968). Worker

will perform better when they feel singled out for extraordinary of feel that the organization is

concerned about employee welfare. Studies have shown that casual work groups and through the

group pressure happen to increase in positive effects on profitability. Owners have personal eco-

nomic needs; however social needs play a significant business-related frame of mind and prac-

tices. L & L Creations will at times feel pressured as sales might not have a good turnout, yet

owners and employees should motivate and continue to invent as challenging themselves to keep

the business going.

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He hypothesis of human relations features in sharp correlation with Weber’s bureaucratic

hypothesis of authority. Mayo imagined that efficiency rises when people think they have a place

with a group and are valued by their associates. The premise of human relations features the in-

spirational components of praise and teamwork. This is in a general sense the improvement of

the hypothesis for small businesses.

L & L Creations has been around since 2017, and is employed by the owner Diana Sala-

zar along with her son Andy Solis who handles the accounts, finances, order supplies and attends

events. Also, their assistant Maria Cortez that hand makes accessories, such as, earrings, string-

ing beads and creating necklaces. The products consist of costume jewelry that include button

jewelry and leather with freshwater designed pearl jewelry. L & L Creations offers the customers

the ability to custom design their own jewelry and style it according to their design and taste.

They also offer their customers repair services to their existing jewelry that is damaged, tears or

just simply that falls apart to include redesigning the jewelry with the business product beads and

findings. The status of the small business off and running, however in the past year unforeseen

circumstances have difficult with passing of family relatives. Ms. Salazar is confident that the

business will make a positive change and sales will begin to increase.

L & L Creation issues started due to the owner having to settle now in Pharr, Texas, mak-

ing it difficult for both Andy and Ms. Cortez travel forty minutes making it harder for them to

assist as help is needed. The risk taken by Ms. Salazar is expand her business by having opening

channels and market the company. One of Fayol solutions is that he mentions that managers

should forecast and plan their businesses, as it is necessary for L & L Creations to organize and

plan, regardless of the circumstances with her employees, the business must proceed to expand

and deliver the custom jewelry to its customers. Ms. Salazar has sacrificed her business as she
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has purchased tables, chairs, strands of beads, tools, spools of leather in recent years. L & L Cre-

ations has enough inventory, however another solution with the extra supplies, Ms. Salazar can

attend events as the Brownsville Border fest, McAllen Jewelry Gift Show and RGV Queens

Market Day, part of this in regard to the five functions of coordinating and controlling business

to thrive. L & L Creations other solution is by establishing a business partnership with “Buc

cees” as the jewelry product can be offered to the customers. Buc cees will receive a number of

designed jewelry as it is evaluated and if the product is a fit, arrangements are considered to ship

the merchandise. Another Fayol’s function as taking the “command” to motivate he business to

reach the goal. L & L Creations has a reputable customer base and it continues to have sales as in

2017 the business made over $10,000.00 in six months. The business is small, but if L & L Crea-

tions adapts the Fayol’s fourteen principle of management the company will have growth as long

as the jewelry is not expensive and a modernized novelty is what the customers satisfaction

wants.

Conclusion

In conclusion, owners have a great responsibility to maintain a small business and dealing

with other marketable organizations makes it more challenging. Owners must apply the different

methods and principles as these theories ensure the ideal solution to the employees and company.

L & L Creations has the strategy and with some substitution to change the small business will

solidify and solve any problem. Ms. Salazar used to dissect the problem, but with these theories,

the strategy to change lies within result. Ms. Salazar has experience in resources, budget and

knowledge will only make her an effective leader. Ms. Salazar now has the advantage to strategize

any unexpected issues and will not guess or step back and assesses the situation and opportunities

each issue represents.

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References

Beyer, L., Johnson, J., & Jones, E. h. (2017). To Consign or Not to Consign? Journal of Critical

Incidents, 10, 44-46. Retrieved from https://search-ebscohost-com.ezproxy.southtexas-

college.edu/login.aspx?direct=true&db=bth&AN=127480302&site=eds-live&scope=site

Block, J., Sandner, P., & Spiegel, F. (2015). How Do Risk Attitudes Differ within the Group of

Entrepreneurs? The Role of Motivation and Procedural Utility. Journal of Small Business

Management, 53(1), 183-206. https://doi.org10.1111/jsbm.12060

McLean, J. (2011). Fayol - standing the test of time. Manager: British Journal of Administrative

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ment. British Journal of Management, 16(3), 175-194. https://doi.-org.ezproxy.southtex-

ascollege.edu/10.1111/j.1467-8551.2005.00453.x

Parsons, T. (1932). Economics and Sociology: Marshall in Relation to the Thought of His Time.

Quarterly Journal of Economics, 46(2), 316-347. https://doi.org/10.2307/1883233

Sarachek, B. (1968). Elton Mayo’s Social Psychology and Human Relations. The Academy Man-

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cohost.com/ogin.aspx?direct=true&db=edsjsr.255256&site=eds-live&scope=site