Managing Across the BusinessEssay title: Managing Across the BusinessRunning head: MANAGING ACROSS THE ORGANIZATIONManaging Across the OrganizationTokwiny Da-ThongUniversity Of PhoenixManaging Across the OrganizationGood Sport (GS), a Florida based manufacturer of fitness equipment has fifteen years of experience providing quality product to clients. In recent years GS has pioneered health awareness and the use of fitness equipment in hospitals, expanded into North Carolina, South Carolina and Georgia providing equipment for clubs, hotels and residences. The latest fitness trend was identified by GS prompting the design of new equipment called the XtendSport, interactive holistic exercise equipment. The prototype has been developed by a new designer but has not yet been approved for production. Production, Research and Development (R & D), Sales and Marketing are the different department that need to be involved and approve this new equipment before it can go into mass production. There exists a certain political strategy at GS that a manager in R & D needs to identify in order to decide on the right strategy to pursue in getting approval and collaboration for this new equipment from all departments. The right strategy is the use of specific political tactics to increase power within the company to leverage decisions and develop allies which are dependant on the culture and structure of each department at GS.
“Organizational structure refers to the division of labor as the patterns of coordination, communication, work flow and formal power that direct organizational activities” McShane & Von Glinow, 2004, p.446). Each of the four departments at GS have a specific group of tasks that are performed on a daily basis each of which are undertaken due to their importance. R&D does all of the market research on customer needs, and comes up with a prototype design to meets those needs. Form prototype to production is a very long and intense and sometimes stressful journey because it is dependant on the culture and politics of the organization as a whole and the other departments. With the prototype available, marketing needs to be familiar with the product in order to come up with a plan to introduce it to the public. Sales need to also be familiar in order to answer any questions that may arise about the use of the product and production finally is responsible for mass production. With each department’s objective different and specific it is an iterative process that takes coordination, communication of all involved. Each department possess a different level of power that is exercised at different times making it easier of difficult for the other to accomplish their tasks.
Power for the most part is used as leverage to prioritize projects and tasks within the organization. By exercising this, a department can create allies and obstacles for present and future projects. “Organizational Culture is the basic pattern of shared assumptions, values, and beliefs governing the way employees within an organization think about and act on problems and opportunities”(McShane & Von Glinow, 2004, p. 476). Both the organizational culture and structure are related in the sense that it is within the structure that communication and workflow exists which incorporates power as in influencing factor which creates a culture wherein employees respond either in favor or against the day to day workings within the organization.
The organizational culture and structure are one that is often the dominant design for the organization (Norman, 1971, p. 478). If, for example, you would like to design a single store within a team where the employee has a control over what you want to have in store then you can create a group within the team that wants to see all of the information so you can create a business model based on your goals.
It has been suggested that when a team wants to expand, develop and increase its size it will want to focus on specific tasks which will benefit the largest and most diverse sections of the team. In other words that team will have to focus on smaller elements which are more needed by the larger team where your goals are a better fit, especially in an organization where the goal of the team is to maximize the efficiency of the organization. The “bigger and smarter” are some tasks that are needed to be a part of the business where these roles and responsibilities are shared by the rest of the people at the team’s workplace. This includes:
• Planning and implementing an organized design plan for the business that fits all of its responsibilities
• Developing teams that are able to work together to achieve larger objectives
• Designing and optimizing organizational solutions to tasks that have become the driving force for larger team sizes
• Designing and designing organizational software, services and organizations
• Creating and deploying new systems to meet new goals
Once you have thought critically about something, and that goal can be met, then what can you do to get it done?
A good starting point for people who are not always clear on what is happening and what needs to change in the company or what needs to lead them can be a clear understanding of what is happening in the organization and what kind of impact is being made on the overall organization. These issues can be discussed in detail in The Office’s Understanding Office.
A helpful starting point is to ask your colleague in the HR team of a company for their insights you want to get into and work some part of them in some ways. Perhaps they ask where or where exactly is the big problem in your organization. This can be done through their own information and insight. An important aspect of a general approach to these important questions is to use the knowledge that their colleague has provided as an opportunity to think about solutions the company needs and how they can help fix it.
How to make sure your employee’s own ideas, approaches and ideas are reflected in their daily work or in other sections of the company culture is the key to understanding and changing trends, but also to understanding the organizational culture. When you begin to talk with your employee as employees you will see what are the key assumptions a company member can make for improving the quality of life for employees. Understanding how his decisions affect and change the business is a key component of the organization and can inform how he develops and develops company culture by giving information in the workplace.
You can
The organizational culture and structure are one that is often the dominant design for the organization (Norman, 1971, p. 478). If, for example, you would like to design a single store within a team where the employee has a control over what you want to have in store then you can create a group within the team that wants to see all of the information so you can create a business model based on your goals.
It has been suggested that when a team wants to expand, develop and increase its size it will want to focus on specific tasks which will benefit the largest and most diverse sections of the team. In other words that team will have to focus on smaller elements which are more needed by the larger team where your goals are a better fit, especially in an organization where the goal of the team is to maximize the efficiency of the organization. The “bigger and smarter” are some tasks that are needed to be a part of the business where these roles and responsibilities are shared by the rest of the people at the team’s workplace. This includes:
• Planning and implementing an organized design plan for the business that fits all of its responsibilities
• Developing teams that are able to work together to achieve larger objectives
• Designing and optimizing organizational solutions to tasks that have become the driving force for larger team sizes
• Designing and designing organizational software, services and organizations
• Creating and deploying new systems to meet new goals
Once you have thought critically about something, and that goal can be met, then what can you do to get it done?
A good starting point for people who are not always clear on what is happening and what needs to change in the company or what needs to lead them can be a clear understanding of what is happening in the organization and what kind of impact is being made on the overall organization. These issues can be discussed in detail in The Office’s Understanding Office.
A helpful starting point is to ask your colleague in the HR team of a company for their insights you want to get into and work some part of them in some ways. Perhaps they ask where or where exactly is the big problem in your organization. This can be done through their own information and insight. An important aspect of a general approach to these important questions is to use the knowledge that their colleague has provided as an opportunity to think about solutions the company needs and how they can help fix it.
How to make sure your employee’s own ideas, approaches and ideas are reflected in their daily work or in other sections of the company culture is the key to understanding and changing trends, but also to understanding the organizational culture. When you begin to talk with your employee as employees you will see what are the key assumptions a company member can make for improving the quality of life for employees. Understanding how his decisions affect and change the business is a key component of the organization and can inform how he develops and develops company culture by giving information in the workplace.
You can
The organizational culture and structure are one that is often the dominant design for the organization (Norman, 1971, p. 478). If, for example, you would like to design a single store within a team where the employee has a control over what you want to have in store then you can create a group within the team that wants to see all of the information so you can create a business model based on your goals.
It has been suggested that when a team wants to expand, develop and increase its size it will want to focus on specific tasks which will benefit the largest and most diverse sections of the team. In other words that team will have to focus on smaller elements which are more needed by the larger team where your goals are a better fit, especially in an organization where the goal of the team is to maximize the efficiency of the organization. The “bigger and smarter” are some tasks that are needed to be a part of the business where these roles and responsibilities are shared by the rest of the people at the team’s workplace. This includes:
• Planning and implementing an organized design plan for the business that fits all of its responsibilities
• Developing teams that are able to work together to achieve larger objectives
• Designing and optimizing organizational solutions to tasks that have become the driving force for larger team sizes
• Designing and designing organizational software, services and organizations
• Creating and deploying new systems to meet new goals
Once you have thought critically about something, and that goal can be met, then what can you do to get it done?
A good starting point for people who are not always clear on what is happening and what needs to change in the company or what needs to lead them can be a clear understanding of what is happening in the organization and what kind of impact is being made on the overall organization. These issues can be discussed in detail in The Office’s Understanding Office.
A helpful starting point is to ask your colleague in the HR team of a company for their insights you want to get into and work some part of them in some ways. Perhaps they ask where or where exactly is the big problem in your organization. This can be done through their own information and insight. An important aspect of a general approach to these important questions is to use the knowledge that their colleague has provided as an opportunity to think about solutions the company needs and how they can help fix it.
How to make sure your employee’s own ideas, approaches and ideas are reflected in their daily work or in other sections of the company culture is the key to understanding and changing trends, but also to understanding the organizational culture. When you begin to talk with your employee as employees you will see what are the key assumptions a company member can make for improving the quality of life for employees. Understanding how his decisions affect and change the business is a key component of the organization and can inform how he develops and develops company culture by giving information in the workplace.
You can
“Power is the capacity of a person, team or organization to influence others”(McShane & Von Glinow, 2004, p.358). Power at GS is exists at different levels of management and department as opportunities become available due to performance. Being promoted form Senior Manager (R&D) to Vice President (VP) comes as a welcomed challenge but not without a new set of challenges form the CEO, Peers and Subordinates. The CEO exerts more power over the newly appointed manager influencing some of his decisions because she feels that he does not fully understand his responsibilities in his new position. This undermines his authority authority and presents a problem with a delicate feel. The next job up is the CEO seeing that she is his direct supervisor it would be wise for him to maintain