...purpose of the study was to determine the identity of middle manager using the particular of focus group conversations. According to the article, “Who is ‘the middle manger’?” by Harding, Lee, and Ford (2014), the definition of middle management is very clear and consistent in many literature. However, there are insufficient literatures on middle management roles and identities. In order to understand identity of middle management, the researchers setup three scenes to identify middle manager by the analysis of the participants’ behaviour. As a result, the performance of middle managers is complex and contradictory. The controversial role of middle managers Middle management is the intermediate management in organisational hierarchies, are responsible for implementing the executive management’s policies and plans and above the lower levels of junior staff (Uyterhoeven, 1972). Although there is a coincident definition of middle management, the controversial performance of middle management has been discussed in many literatures. Following the definition of middle management, middle managers should have skills that receive strategic plan from top manager and deploy it successfully by control over junior staff (Harding et al., 2014). However, they have not been considered part of the strategy process (Floyd & Wooldridge, 1992). They just like ‘a passive linking pin’, doubtfully carry out the instructions of the top managers and fully implement throughout the organisation (Rouleau...
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...empowerment, share information, participative strategy, adaptive culture and so on. In order to build a learning organization, the whole levels of company staff need to contribute. Firstly, the top management plays the most important role for transfer organization into a learning organization. They need to do a better job on introducing the plans about changes carefully and deliberately. According to Samson & Daft (2009) management is the attainment of organizational goals in an effective and efficient manger through planning, organizing, leading and controlling organizational resources. So the top management is the maker of company’s strategy. They guide the direction of where should company go. When there is a change within organization, some problems can not be avoided, such as resistances from lower level staff. So top management does a good job on introducing change is necessary. They need to introduce the plan in detail to make staff and middle managers to better understand the plan. They can show the evaluation about the advantages and benefits of the change to employees. With that, the plan can be accepted by everyone in the company. In Electra-Quik, Martin needs to keep enthusiastic all the time and support Barbara’s ideas in order to make Barbara’s plan can be accepted in the meeting. Secondly, in the process of building a learning organization, the middle level managers and employees also play an important role. Middle level managers are the links between top management...
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...has a desire for power believes he or she has little influence is a social nonconformist Correct 2 A primary goal of politics in the workplace is to promote organizational goals form alliances exclude undesirable peers secure limited resources Correct 3 In convergent periods, the role of executive management is to develop new strategies for the problems at hand shift middle managers to promote new views reemphasize the mission and core values challenge middle managers to reinvent their departments Correct 4 Political behavior in the workplace works only in an upward or lateral influence direction https://newclassroom3.phoenix.edu/Classroom/#/contextid/OSIRIS:47954803/context/co/view/activityDetails/activity/36bbc35d50034c108c6793bfffe303e7/ex… 2/5 3/15/2015 attempts to influence decision making works only in a lateral influence direction is unlikely in a wellrun organization Week 6 Quiz Assessment Activity Week6 LDR/531 eCampus Correct 5 Organizational momentum relates to patterns of behavior, norms, and values growth in sales, profits, and so forth willingness to move beyond incremental change the rate of change to make improvements Correct 6 Organizational change relies on a balance of change and strategy vision continuity planning Correct 7 Central to managing a successful organizational strategy implementation are/is tracking progress formal models of implementation competitive teams coalition management Correct 8 Hard power tact...
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...Case Study I This paper focuses on the merger of company A and company B. The middle manager of a health care organization has the responsibility of combining the workforces of both companies, and re-structuring the systems and shape of the new organization. The task of making company C, the two organizations combined, is made more difficult due to the fact of prior competitiveness in the health care realm, with employees viewing company B as non-professional and lacking in quality care. Company B, however, has several inpatient and outpatient services that company A does not, validating the merger. So, this paper presents the effects of the merger, how employees are coached to work together, the new systems and shape of the organization, and the theoretical framework of the merger. Effect of Sale One of the effects of the merger of company A and company B is the power struggle and fights for control that arises from combining the two organizations. Company A was a smaller agency, with a definite hierarchal operating structure displaying a centralization of power, while company B was of a horizontal nature, scattering power from self-determined employees to upper management. Increasing the size of the organization is related to an increase in the structuring of the activities but decreased concentration of power. (Borgatti, 2001, para. 6) According to Buono & Bowditch (1989) managers in the uncertain environment of a merger or acquisition carry a huge responsibility...
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...WORK BASED ASSIGNMENT VANDA DE FREITAS THE ORGANISATION IN RELATION TO ITS PURPOSE AND ITS STAKEHOLDERS Identify your organisation and describe its purpose England has two different patterns of local government in use. In some areas there is a county council responsible for services such as education, waste management and strategic planning within a county, with several district councils responsible for services such as housing, waste collection and local planning. These councils are elected in separate elections. Some areas have only one level of local government, and these are dubbed unitary authorities. Blackpool Council, the organisation that I work for, is a unitary local authority. Blackpool is situated along England's west coast by the Irish Sea, and has a population of 142,900, making it the third most populated settlement in North West England, with a population density which makes it the fourth most densely populated district of England and Wales outside Greater London. (Wikipedia, 2011). Local councils are funded by a combination of central government grants, Council Tax (a locally set tax based on house value), Business Rates, and fees and charges from certain services including decriminalised parking enforcement. They exist to meet the needs of the local population by developing and controlling statutory services and developing additional services to meet the specific needs of the area. Every council must publish a 'forward work plan' listing when key decisions...
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...Change Management MGT 426 July 29, 2013 Change Management The roles of managers and individuals in change management are often intertwined; the organizational arrangement consistently seeks to engage both individual employees and his or her management teams in the course of organizational change. The goal of this is to engage employees and encourage them to adopt a new way of functioning in their careers, and it often falls to the management team specifically tasked with change management to make this process as painless as possible. The change management process usually consists of five parts: the change management team, executives, senior managers, middle managers, supervisors, the project teams, and the project support level (Change Management Learning Center, 2013). When each manages to fulfill their roles, healthy change occurs at the individual employee level, and the change is often successful. The change management team is responsible for developing the change management strategy and plans and is integral to the success of the change. The executives and senior managers launch the changes set forth by the change management team and are known as sponsors for the change. The middle managers and front-line supervisors coach their direct reports through the changes that will imprint on their day-to-day work. The project team manages the technical side of change, and integrates change management into the project plans. The project support functions support the different...
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...Power IT case 1. Examine Figure 2 – Power IT's acquisition strategy is the "3rd-party modified off-the-shelf solution". Explain why the case writers assert that the "areas of relative strength" of this option rank as "High", "High", and "Low". The 3rd-party modified off the shelf solution was considered for Power IT’s acquisition strategy because although they had an internal IT department, the staff were not used to developing large scale software. They had local company knowledge but not the required application domain knowledge to allow them to develop such a system within the timescale required. Power IT’s CEO and Finance Director decided to purchase an enterprise resource planning solution from a third-party vendor and have it modified to fit their needs as long as they were able to fit this within the available budget. With the 3rd party modified off-the-shelf solution they were able to depend on their software development expertise and did not need to invest in ‘reinventing the wheel’. The vendor also had adequate application domain expertise. What they lacked was the local company knowledge. This is where the Business Development manager was hired to work with the vendor on educating them about Power IT’s requirements and help ease the transition. 2. What were the major problems encountered during the selection and implementation phases of the project? One of the main downfalls that occurred during the selection of this project was deciding to...
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...how efficiently and effectively managers use organizational resources to satisfy customers and achiever organizational goals. Efficiency: A measure of how well or productively resources are used to achieve a goal Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. 2. Explain the following terms: strategy, low-cost strategy, and differentiation strategy Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals. Low cost strategy: a way of obtaining customers by making decision that allow an organization to produce goods or services more cheaply than its competitors so it can charge lower prices than they do Differentiation strategy: To deliver to customers new, exciting, and unique products 3. What does the managerial function of organizing involve? What is its outcome? Organizing: structuring working relationships so organization members interact and cooperate to achieve organization goals. Outcome: The outcome of organizing is the creation of organization structure Organization structure: a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organization goals. 4. Identify the three levels of management and explain the basic responsibilities of each. First line managers: responsible for the daily supervision...
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...Why Strategy Execution Unravels—and What to Do About It Donald SullRebecca HomkesCharles Sull FROM THE MARCH 2015 ISSUE SUMMARY SAVE SHARE COMMENT TEXT SIZE PRINT 8.95 BUY PDF Why Strategy Execution Unravels—and What to Do About It VIEW MORE FROM THE March 2015 Issue EXPLORE THE ARCHIVE Since Michael Porter’s seminal work in the 1980s we have had a clear and widely accepted definition of what strategy is—but we know a lot less about translating a strategy into results. Books and articles on strategy outnumber those on execution by an order of magnitude. And what little has been written on execution tends to focus on tactics or generalize from a single case. So what do we know about strategy execution? We know that it matters. A recent survey of more than 400 global CEOs found that executional excellence was the number one challenge facing corporate leaders in Asia, Europe, and the United States, heading a list of some 80 issues, including innovation, geopolitical instability, and top-line growth. We also know that execution is difficult. Studies have found that two-thirds to three-quarters of large organizations struggle to implement their strategies. Nine years ago one of us (Don) began a large-scale project to understand how complex organizations can execute their strategies more effectively. The research includes more than 40 experiments in which we made changes in companies and measured the impact on execution, along with a survey administered...
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...organization becomes a place where entities with different interests, power, and goals contend and clash with each other to reach desired outcome. In order to resolve such conflicts, the entities need to take political actions. (Ancona, Kochan, Van Maanen, & Westney, 2005: M-2, 33) During the transformation to a front/back organizational structure, Dyna Corporation (Dynacorp) developed many different political perspectives from its employees that greatly impact the result of the transformation. In this analysis, I choose to analyze the interests and power of five major stakeholders – top management, middle management, sales team members, and customers – and discuss other political elements such as getting “buy-in”, allies and coalition occurs during Dynacorp’s organization change. Stakeholders and their interests Interests simply are what people want. (Ancona et al., 2005: M-2, 34) Stakeholders are groups that have a collective interest which is directly impacted by the identity and operation of the organization. (Ancona et al, 2005: M-2, 35) In political lens, organizations are considered as political systems. Stakeholders’ interests are important elements in analyzing an organization in a political perspective. In the following paragraphs, I will discuss the major stakeholders that involve in Dynacorp’s organizational change along with their interests. The first group of stakeholders are the top managers of the company including CEO, CFO, and other executives that run...
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...production processes to make a variety of different products (move into related markets) • Functional divisions • First movers: companies that quickly dominated their industries by making large investments and gaining competitive advantage. (high market share) - created national and international marketing distribution organizations - recruited teams of managers • Management hierarchy: - lower and middle managers: coordinate products though production and distribution - top managers: coordinate and monitor current operations and to plan and Allocate resources for future activities • Research & development: to improve products and processes. Innovation and strategy is more important than price. • Diversification, related & unrelated: - Unrelated diversification: when managers acquire businesses in which they have few if any organizational capabilities to give them a competitive edge (ignore logic of managerial enterprise) This leads to: • Separation of top vs middle managers: - Top managers have little knowledge of or experience with the technological processes and markets of the new acquisitions - Overload in decision making at the corporate office • Stock market pressures: loose profits and market share if: - Entrepreneurial enterprises fail to become managerial enterprises - Managerial enterprises fail to maintain their competitive...
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...those economies which exhibit high growth and investment potential. Emerging economies are generally found in East and South Asia, Eastern Europe, South Africa, Latin America and Middle East. These economies are characterized by improving standard of living, other than that they have large growing middle class population who have high aspirations and ambitions for the future. All these characteristics make these economies attractive destinations for exporting goods, investment and outsourcing. Emerging economies of the world possess several advantages which have led to their rise. The major advantages that have been observed in these economies are availability of cheap labour force and highly qualified work force which have made these economies challengers in the global market. Another major characteristic of these economies is that their growth rates are much higher than the developed countries of the world. The new international challengers are the top firms operating in these emerging economies who have now become key contenders of the world market. A very good example of the above discussion is Orascom Telecom - which is an Egyptian telecom provider who on the basis of managerial capabilities and superior technology has become one of the major telecommunication provider in Africa and Middle East . Its business has spread from North Africa to Iraq, Pakistan and Bangladesh. Orascom has around 50 million subscribers and more than $3 billion in annual revenues. The...
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...on the merger of company A and company B. The middle manager of a health care organization has the responsibility of combining the workforces of both companies, and re-structuring the systems and shape of the new organization. The task of making company C, the two organizations combined, is made more difficult due to the fact of prior competitiveness in the health care realm, with employees viewing company B as non-professional and lacking in quality care. Company B, however, has several inpatient and outpatient services that company A does not, validating the merger. So, this paper presents the effects of the merger, how employees are coached to work together, the new systems and shape of the organization, and the theoretical framework of the merger. Merger During the past decade the hospital industry has made reflective organizational changes, including the extensive consolidation of hospital system through merger and the formation hospital systems (Evans & Gertler, 2012). The rules of health care are changing. Growth is not about just getting bigger. It is about developing all of the components needed for coordinated care and reduced costs. Health system reform has various incentives, such as those related to reducing readmission rates, and establishing a liable care organization, but qualifying for them requires closer links to other parts of the medical care chain (Breakthroughs -Hospital merger and acquisition strategies, 2012). There is a definite value for growth opportunity...
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...mapping is proposed as a tool for salespeople to improve customer relationship management (CRM). A framework linking a salesperson’s systematic mapping of buying centre structure to the CRM strategy development and implementation is outlined. Implications for theory and practice are discussed in detail. Keywords Industrial buying, Salespeople, CRM, Social network keywords Introduction The man who correctly understands how a particular structure works can prevent it from working or make it work differently with much less effort than a man who does not know these things. Bailey (1969, p. 108) Development of marketing strategies and tactics relies heavily on the ability of salespeople to understand buying organisations that they deal with and to bring that knowledge back to disseminate throughout the selling organisation for better customer relationship management (CRM). Managing customer relationships is the focus of successful business-tobusiness marketing in today’s hypercompetitive market environment. CRM can be described as a continuous process to gather and use relevant information that increases understanding of how to profitably manage a seller organisation’s relationships with its current and potential customers (Jayachandran, Sharma, Kaufman & Raman, 2005). Successful CRM strategy development and implementation requires, among other...
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...The Steps for a Successful Business Jenni Jenkins MGT 521 March 7, 2016 Daniel Kearney The Steps for a Successful Business In the business world "those who fail to plan, plan to fail." Managers are continually planning. So much that it's considered one of the four major functions of management. Planning ensures that the company is working towards common organizational goals. Goals show clear direction and destination for an organization to achieve. Goals can be both long-term and short-term, where the end objective is almost always the same. Throughout this paper, the three types of goals and their importance, the different kinds of planning and the importance, and the elements involved in creating an effective strategy will all be examined. Three Types of Organizational Goals Organizations compose three levels of management- top, middle, and first-line. From these levels different types of goals are created, where they are originated by top management and are carried out by middle and first-line managers. Organizational goals consist of three types- strategic, tactical, and operational. The accomplishment of low-level goals leads to the attainment of high-level objectives, otherwise known as a means-end chain. First, strategic intents are formulated as the ultimate achievements desired and implemented by top management. Strategic objectives are usually developed to last over a two- to four-year period. Many goals exist, but...
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