Under Armour Organizational Structure

CONTENTS

Planning

Planning is the basic management function that includes looking ahead and outlining the future courses of action. It is a preparatory step that decides when, how and who is going to carry out a specific job. Planning involves the preparation of one or more detailed plans to attain the optimum balance of needs or demands with the available resources in an organization. Top managers will decide the specific goals and objectives such as mission and vision that they want the organization to achieve. The mission statement of Under Armour is to “Make all athletes better through passion, design, and the relentless pursuit of innovation”. The company’s mission is driven by the founder of Under Armour, Kevin Plank. Plank plans

Fulks

• President of North America, Jason LaRose

• Chief Digital Officer, Michael Lee

• Chief Revenue Officer, Karl-Heinz (Charlie) Maurath

• SVP, General Counsel and Corporate Secretary, John Stanton The organizational structure of Under Armour is functional structure. The members of the organization are grouped according to the particular function to perform within the organization. Functional structure facilitates specialization, cohesive work groups and improves operational efficiency. Below is the functional structure chart of Under Armour:

Leading Leading is the social sources of influence that employers use to inspire the action taken by employees. A company that has a good leadership knows how to motivate, interact, improve employees’ morale during a recession and resolve conflicts among their employees. Mr. Krongard was appointed by the board as Under Armour’s lead independent director to further strengthen their corporate governance structure and provide independent oversight of the organization. As the lead director of Under Armour, he acts as a liaison who develop information sources between the non-management directors of the Board and the Chairman, CEO and President, Kevin Plank and other members of management team, chairs regular executive sessions of the Board without Mr. Plank present and performs other functions as requested by the non-management

Plank avoids making unilateral decisions in his organization, he allow his employees to make decisions for him. According to an example from Inc Article, when Under Armour started acquiring makers of activity and diet tracking apps two years ago, some of the company’s oldest employees were skeptical. Therefore, Plank spent hours holding one-on-one conversations with them in order to persuade those staffers that the acquisitions were a good idea. He mentioned that it was important that it wasn’t his decision. Under Armour has less than 25 employees, therefore Mr. Plank is able to bring the entire team together at least once a week to talk about major decisions among the issues of the organization. According to Inc. in 2009, he mentioned that he motivates his team members by allowing them to voice out because he knows they are more motivated when they feel needed, appreciated and valued. In conclusion, Under Armour practices leading in their management function by appointing Mr. Krongard as the lead director to strengthen their governance structure, Mr. Plank allows his employees to make decisions and motivates them by making them feel appreciated. Leading is a process that cannot be looked down on when doing anything. Leading is necessary to organizing a group of people to achieve organizational