Pandora Jewelry Proprietary Limited
Pandora Jewelry Proprietary Company
Pandora Jewelry Proprietary Limited
Background and context
Pandora jewelry proprietary limited is a company that operates privately, which means it has not offered shares to the general public. It is a company with typical brands and products that were initially a regional Danish jewelers shop and have now become the world’s leading company present in more than 100 companies. The company is involved in designing, manufacturing, and selling of hand finished and modern jewelry. Its operations are found in EMEA, the Americas, and Asia pacific. The founder of Pandora is Per Enevoldsen. In the year 1982 and its headquarters are found in Glostrup, Denmark. Years later, Pandora grew and began selling necklaces, watches, rings, and earrings. The company developed for several years, and in 2000 it started selling its signature charm bracelets. In terms of sales, it is ranked as the world’s third-largest jewelry company after Cartier and Tiffany &Co.. The Pandora brand had its first sales in Europe. And its first entered North America in 2003. In 2011, an online sales platform was launched to expand its e-commerce to most of its markets. Europe and the United States accounted for nearly 90% of the sales. They also announced a deal to distribute for Chinese in 2015, and this was a plan to increase the number of stores in China. In 2015 the company managed to buy an oracle investment share in china. Its mission is to offer women worldwide with jewelry products of high quality, hand-finished, genuine, and modern at affordable prices, thereby inspiring them to express their individuality. The company’s vision is to become the branded manufacturer the delivers the most personal jewelry experience. Pandora’s vision and strategies make the management feel the value of the company, explain its effectiveness, articulate its long-term goals, and create a stronger organizational culture.
Managerial Styles and Organization Culture
There are several ways in which Pandora manages its productivity. As a fashion industry, it applies the characteristic of three leadership styles, which are classical, transformation, and organic. The three leadership styes were analyzed to know their benefits and flaws, which was done via books, academic journal articles, and video lectures, which were attained from online sources. Also, popular newspaper articles were used to explore details about the rise and fall of major fashion industries to know which leadership style best suits the current fashion industry. These magazines were chosen on the merit of their popularity because magazines and papers targeted the larger population, which in turn, became potential customers. Having the customer’s opinion was very paramount because fashion was such widespread in everyday life and it changes frequently; therefore it is important for the company to know what is on the trend.
The classical style of leadership has been applied over the ages due to its clear hierarchical system. The management style provides a clear niche in which those at the top of the hierarchy hold the last decision. Therefore, it implies that the leader and group leaders have the mantle to make an important decision affecting the company, and the subordinates have to comply with the decisions out of fear or respect. Still, they do not have much say on how the decisions are reached (Avery, 2004). The classical management method is beneficial because making decisions is easy, and there is a consistent flow of ideas. The classical leadership style also provides little resistance since leadership is centralized and only has a party carry the final decision.
Fashion industry companies also use a transformational style of leadership. It is a leadership style that is characterized by inspirational motivation, charisma, consideration of personal opinions, and transparency to questions and feedback (McCleskey, 2014). In this type of leadership, colleagues are expected to provide their personal insights and involved in the decision-making process. Therefore, in this type of management and organizational culture style, employees are treated more as partners through their decision-making processes. Transformational leaders are open to criticism and input and must maintain a high engagement level and respect the group’s vision.
The most recent style of management is organic leadership. It is a type of leadership that there does not exist a formal leader; rather there are several smaller groups led by a leader who work together to achieve the organization’s vision. The organic style of leadership is settled upon the idea that individual will come together and share their insights within sets, then work with the other groups to come up with a commonly agreed decision (Zhang et al., 2014). This type of management does not accommodate hierarchical system, therefore, the principles and culture that drives decisions within the organizations are entirely determined by their small groups.
Forms of management are accompanied by various principles. The first of these principles is the equitable division of work, that ensures that all members are actively involved in the development of the organization and also assures that employees become increasingly skilled and efficient. Also, the principle of authority needs to be apparent where organizations are required to have a clear chain of command to ensure that authority comes with responsibility. Further, discipline comes as a highly desired principle in companies, where organization ensures that all the employees follow all the stipulated rules. Moreover, organizations need to have a unity of direction where teams having the same goals work together to reach the objective using a common plan. Besides, the interest of one employee should not surpass those of a group; it ensures that all individuals in the organization are fairly treated. In addition, managers should uphold equity by treating employees fairly at all times, maintaining discipline and acting with kindness where appropriate. Another principle that should be put into consideration is that the company need to have a unity of command where one individual is acknowledged as the supervisor and is tasked with making final important decisions. The company also needs to ensure that there is proper renumeration where employees are paid according to the tasks they have performed and are also provided compensation, either financial or non-financial. Further, centralization must be upheld where employees should be directly involved in the companies decision-making process and aim for an appropriate balance. The company should maintain scalar chain where employees are required to be aware of their niche within the company’s chain of command to ensure that they have effectively performed their duties. Finally, the company should uphold a high principle of order to ensure that the workplace is clean, tidy and safe to be used and everything should be in its place.
My personal recommendation is for Pandora to uphold its set principles to ensure that workers become more productive to the benefit of the organization. Also, Pandora should try to achieve collective cooperation between the workers by encouraging them to share their ideas, resources and work together to reach a common goal. Moreover, the company needs to provide a clear and defined system of administration to make it easier for people to know which protocols to follow in case of any developments. Pandora should as well give training to their workers to ensure that they are up to date with technology and know how to increase productivity. With all these guidelines, Pandora Jewelry Limited should be able to increase its productivity for the next one to two years.
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