Management & Leadership: Nike
In the past few years, the difference between management and leadership strategies in business organizations has emerged as key factors in determining the long- term success or ultimate failure of such organizations. One large well-known successful global company is Nike, who has demonstrated extreme success that can be directly attributed to its leadership and management style. Nike currently is currently the leader in the footwear industry, owning 47% of the market share; the next competitor is Reebok, at 16% (Dusen, 1998). Nike's domestic annual sales average at $3.77 billion, and has been manufacturing throughout the Asian region for over twenty-five years. The leadership and management style of Phil Knight, the former CEO that began the company, has been attributed to Nike's repeated success and the ability of the company to turn around in times of economic slowdowns. This paper will differentiate between management and leadership at Nike, and will describe the roles that organizational managers and leaders play in creating and maintaining a healthy organizational culture at Nike. It will critically examine the four functions of management as well as two strategies used to create and maintain a healthy org
Goal setting theories argue that employees set goals and that organizations can influence work behavior by influencing these goals. Instead Knight allows his managers to set their own standards, and run their segments of the business in the manner that best suits them. When any errors such as negative working conditions are detected, Nike takes immediate action to correct and remedy the factory conditions. Knight's leadership style can be described as a goal settling style. However, as a company increases in size, the difficulty to control and operate it efficiently also increases. For example, Nike currently has over 500,000 employees directly engaged in the production of their products. Another strategy that has been implemented at Nike is a cost-leadership strategy, wherein the organization attempts to gain a competitive advantage primarily by reducing its economic costs below its competitors. The difference between leadership and management at Nike works together and seems to complement each other. Finally, strong customer service initiatives at Nike revolve around the quality of product, price, distribution, and product promotion (Anonymous author, 2001). On the other hand, the management conducts the day-to-day activities of the company is responsible for the short term goals. This is important for Nike because there are many competitors and imitators in the athletic shoe industry. Nike has been able to successfully implement this most likely as a result of its large size. Roles of Organizational Leaders and ManagersAt Nike, the organizational leaders and managers have different roles. Nike has also implemented several strategies that contribute to the healthy organizational culture at Nike.
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