Managerial Functions of Borla Performance Industries - Term Paper Example

Managerial functions of Borla Performance Industries al affiliation Introduction Borla’s success in the competitive Motor vehicle industry has left many wondering whether it is magic or proficient management. Undoubtedly, many firms have ventured into the vehicle industry including Toyota, Isuzu, MercedesBenz and others; however, few have shown strength in manoeuvring through the shaky business. Arguably, many have survived the tide of shifting customer base and technology while others have remarkably left the same venue without anything to report (Mubarak, 2012). The company founded in 1979 has proven beyond reasonable doubt on its ability to offer adequate leadership, timely planning, and proficient delivery of services to customer’s expectations. The paper is ananalysis of planning and leading techniques that form part of Borla. Planning Planning as a core function of management remains an inevitable recipe in success (Griffin, 2012). The automobile industry remains one of the business opportunities with great challenges. Therefore, managers must make flexible and comprehensive policies, which promote successful delivery of services. Borla’s 25 years of outstanding performance has continually allowed it to expand to different markets. Evidently, no management can effectively expand its operations without succinct management plans. Same to other institutions, the planning process at Borla is top notch. The micro and macro level spectrum takes cognisance of the current market, intended recipients and long-term objectives. Strategic planning approaches Borla’s search for a perfect and accessible manufacturing space has never stopped. Since conception, the company has shifted location from one place to another. Certainly, this is not a sign of weakness, but rather thestrength to find a better location for proficient production. Founded in 1979, it did not stay in New York, NY for long. In 1984, it moved to Oxnard, CA setting camp for 25 years and later moved to Johnson City, TN in 2009. Interestingly, it did not cease operations in the former cities; nevertheless, it facilitated a continuous growth in marketing and sales not forgetting R&D departments in Oxnard. Indeed, this is a clear strategic balance of growth. A good company should not move all of its operations to the next market no matter how promising it looks. Evidently, Borla’s vision is to provide world-class products that surpass customer’s expectations. For many companies, action ends in the promises; however, Borla has given assurance from different perspectives. Currently, the company is expanding its markets to China and Russia. Although challenges of language barrier and great competition awaits, Borla plans to develop exiting products beyond imagination. It also plans to incorporate locals into the production and distribution channel. Planning values To remain the world’s leader in production of exhaust systems, the company has devised a series of strategic initiatives. Contrary to other similar service providers, Borla uses exotic materials for manufacturing including titanium, carbon fiber and stainless steel. These materialsguarantee safety and longevity as part of Motor vehicles. From this perspective, the company raises the competitive advantage hence assuring consumers not only of the present, but also the future of their products. Additionally, Borla’s materials come with a warranty that outlasts lifetime. Subsequently, this is a clear sign that the materials and dependable for use. Arguably, this has been a turntable for various manufacturers who offer limited warranty.Most importantly, Borla’s patent of production remains salient and unique. Despite several attempts to copy the style, none has succeeded. Tactical and operational approaches Considering the seasonal nature of the market, the planning premise in the patented field of technology makes Borla stand out from different angles. The systematic approach in sales, production, and comprehensive policy formulation is impressive. Nevertheless, it plans to create a boundary between sales and production to allow specialization. Undeniably, reaching customers is all about tactical preparation. Any management without proper tactical approach may promise greater financial returns, but is tantamount to a shaky future (Robbins & Coulter, 2014). Tactical initiatives are more of how a business reaches its objectives. Evidently, the company has a large personnel base with great skills. Apparently, any company that controls a large employee base without tactical strategies record a limited margin of profit. Nonetheless, a company with employees facilitated by proficient management can reveal great profits. In this respect, Borla has industrious, flexible and realistic managers qualified to undertake different managerial functions. Under my watch, sales efforts within the company have reached peak. Many people across the world recognise the important part played by Borla in the production of undisputed and high-quality products. Nevertheless, the inability to plan production and divide the resources among Borla’s Original Equipment (OE) orders as well as aftermarket has initiated problems such as long back orders, animosity and most importantly late-fees. Undeniably, this is a managerial problem coming from the V.P. of Operations inability to plan and influence his resources hence an urgent call for remedy. Certainly, the company has a state of theart development and testing centre responsible for ensuring that goods meet a given threshold before being released to clients. The company furthermore is in the forefront in the manufacturing efficiency and standards. Every system within Borlan corporate performance mufflers that in turn regulate the exhaust system. Evidently, this is a proof of the availability of abundant resources within the business fraternity. In terms of funding and marketing, the company has a consistent and straight channel, which runs from local to international outlets. Subsequently, the company allows for online ordering of preferred goods based on models and materials (Newton, 2011). Leadership Good management initiatives without a proficient leadership mix increases probability but not ability to undertake different objectives. Borla’s leadership style manifests through a series of operations. Currently, the company plans to expand its market share to different international destinations. Apparently, no organization can start operation and register magnificent results without good leadership. From this perspective, Borla has proven beyond reasonable doubt on its ability to control both the international and local market despite stiff competition from same service providers. For instance, the company plans to open branches in Dubai and Beijing. These areas control a major segment of the world’s economy. Notably, the company has won a series of awards for outstanding performance signifying coherence in leadership. “Best New Product” is a unique title of recognition for different companies who have shown outstanding ability to produce new but needed product. Borla has been leading in this segment by providing unique products with the ability to perform different functions. In this light, their products employ mandrel-bent tube systems, use of austenitic stainless steel superior to aluminium steel with easy to fit and install calibrations. The ultimate power and endurance originates from over 30 years of experience that the company holds. Conceivably, Borla products have an array of performance advantages that not only keep existing customers, but also attract new ones. The top engine builders have proven their ability to incorporate movements with existing calibrations hence producing not only family engine parts but also fun materials. For example, the company personnel have the ability to increase horsepower by 10 percent from the normal range. Certainly, this has allowed it to enlarge its operations in racing cars and other outdoor automobiles that require cruising speeds. Definitely, this creativity and industrious actions do not appear without effective leadership. For example, because of indisputable leadership, employees have access to modern technology and other viable resources. Undoubtedly, the use of computers to program and repair different models is a quick way to enter the modern world. In this respect, the company enjoys services from different leadership traits. In essence, the management mainly constitutes industrious, techno-savvy, creative and innovative individuals ready to exploit existing options not only to gain competitive advantage, but also to facilitate success. Recommendations The current hiring process should re-focus strategy and bring on board creative individuals with unique skills to impact on the company’s landscape. These people should have the ability to rule, formulate policy and follow procedure for different single use and outgoing plans. In line with the current management structure, the management should also formulate various initiatives to meet demand, manage finance and control the work force. My department should ensure selection of the best people that serve the interest and objectives. Additionally, the V.Ps office should offer leadership qualities and not managerial talents as currently manifested. In the wake of stiff competition, the company should also source for more resources that allow proficient production. Above all, Successful realisation of different planning techniques relies on the ability of the management to provide soothing conditions. Good plans and frameworks in many occasions do not reach peak because of the inability to create a synergy of existing resources. Borla’s plan to expand into international markets is important; however, the company should consider producing new products apart from the existing ones to add into the saturated market (Holdener, 2003). Management theories applicable to Borla Borla as an existing entity with a reputable record of management can employ different theories to coordinate thesuccess. Certainly, the most probable theory remains contingency theory. Apart from relying on existing framework, managers ought to make decisions based on existing situations. For instance, conquering Beijing or Dubai requires a framework; however, decisions regarding expansion as well as funding calls for strategic but urgent decisions. In this respect, contingency plays an important role in determining what product to release into the market and which one to hold. Using this theory, the company can do well in regulating operations and ensuring clients get what they anticipate. Additionally, a systems theory is inevitable in the case of Borla. Apparently, the company produces a series of products and serves different markets. The management ought to study and understand the entire events within the workplace. Undeniably, this allows for prompt action and reaction that conform to the overall goals of the company (Holdener, 2008). Conclusion In conclusion, Borla as a US manufacturing company has weathered the storm in the replacement parts for automotive market industry. The planning system at Borla remains guided by a mission to be the leading producer of quality goods all over the world. Most importantly, the company holds impressive values of warranty and quality service generation. The leadership at Borla is outstanding. It has facilitated expansion and strategic take-over of the market dominated by automobile giants. Above all, the company should adopt contingency and system theories to furnish the objectives for success. References Borla (2014).About Bola.http://www.borla.com/about-us/company-overview/ Griffin, R. W. (2012). Fundamentals of management. Mason, OH: South-WesternCengage Learning. Holdener, R. (2003). High-performance Ford Focus builders handbook.North Beach, MN: Cartech, Auto Books & Manuals. Holdener, R. (2008). Dyno-proven small-block Ford performance. North Branch, MN: CarTech. Newton, R. (2011). The management book. Harlow: Financial Times Prentice Hall. Mubarak, A. (2012). Knowledge Management and Management Accounting Decisions- Experimental Study. The Journal of Organizational Management Studies, 1-14 Robbins, S. P., & Coulter, M. K. (2014).Management.Boston: Pearson. Read More