Importance of Management in Large Organizations

The key ideas and the application of key ideas on an organization for this week can be discussed as:

One of the key ideas learned in this week is that organizations must learn the art of management as they grow in size. It is relatively easy to manage a small size organization. However, the management complexity increases as the organization size increases. Opara & Eboh (2017) argued that management should be deep rooted in the organization culture A thorough assessment of the organization would prove to be beneficial in knowing how to manage and treat the employees of organization. One of the key learnings from this week is that the management style of leaders within the organization must depend on the type and internal culture of the organization. The management style that suits an organization may not be the best for all the organizations in the same industry. For example, Toyota is known for its focus on quality and defect control. However, the management style of leaders in Toyota is very different than the management style of Volkswagen. Therefore, it is recommended that the leaders and managers should not hurry when they have to define the management layer within the company.

The learning from this week could be applied to large number of organizations. Let’s apply the learning to the companies in the automobile sector. In the global automobile segment, Toyota is known for its focus on quality and defect control. The competitors of Toyota like Hyundai want to benchmark its quality improvement techniques and measures against the quality delivered by Toyota. However, it does not mean that Hyundai should change its culture to suit the organizational culture of Toyota. Hyundai has its own strengths and weaknesses and it is important that the organizational culture and the management style of Hyundai should be based on that. Lee & Desai (2014) argued that organizations should never leave their core competency to learn from others. For the organizations that value the focus on developing core competency, learning comes naturally. Therefore, a good idea for Hyundai would be to an internal assessment and decide upon the areas that needs improvement. The next step would be to develop a framework where tangible efforts could be made to improve the quality of its products and services.

The key ideas and the application of key ideas on an organization for this week can be discussed as:

One of the key ideas learned in this week is that globalization has helped a lot to businesses to expand in new boundaries. There was a time when organizations have limited target market. With globalization, organizations have started to target the people beyond domestic boundaries as well. For example, a seller of precious stones in India can now sell its products in Australia through Amazon. This has been possible only because of globalization. Langley & Smallman (2013) argued that globalisation is a powerful force and it has changed the way business are done. It is expected that globalization would further bring more changes in the way businesses are conducted. One of the key learning from this week resources is that globalization has been useful for end consumers as this has increased the choices for consumers. For example, a buyer in Sydney can now buy a product from a domestic seller in Australian market or from an international seller. It has also opened the avenues for organization to sell their products and compete with the international brands. Due to this there has been an increase in the competition and organizations realizes the importance of delivering high quality products and services to consumers. It is expected that globalization would continue to make business more competitive.   

Managing Organizational Culture and Management Style

The learning from this week could be applied to large number of organizations. Let’s apply the learning to the companies in the e-commerce sector. The learning can be applied to the business operations of Amazon. The company, Amazon, is a marketplace and there are millions of buyers and sellers listed on Amazon (Vinkenburg & Jansen, 2014). With globalisation, it has been possible for buyers and sellers to communicate and transact with the sellers and buyers in different geographies. The best thing for Amazon would be to analyze the internal and the external environment and variables and then lay down the management layer foundation of the company.

The key ideas and the application of key ideas on an organization for this week can be discussed as:

One of the key ideas learned in this week is that organizational culture is one thing that contributes a lot towards organizational growth and development. Therefore, it is important that organizations must focus to develop a strong organizational culture. The support from various internal and external stakeholders would help the leaders and managers to develop and establish a strong organizational culture. Helms & Mills (2017) argued that organizational culture is one thing that should be practiced by each and every employee of the organization. In an organizational setting, organizational culture is more than the values of the organization. It is important that these values should be demonstrated by all the internal and external stakeholders of the organization and it can happen when the organizations have strong communication strategy in place. There should not be an gap in the mission and vision of the organization and the personal goals and objective of employees.

The learning from this week could be applied to large number of organizations. Let’s apply the learning to Qantas Airways. The organization, Qantas Airways is a reputed airline in the country. The organization has been able to gain a lot of success in Australia market with a strong organizational culture. The success of Qantas Airways in Australia can definitely be attributed to its strong organizational culture. It is correct that Qantas must make efforts to learn from other existing players in the global airline industry; however, this effort should be made within the internal culture and management style of the company. Hogan and Coote (2014) argued that the management of Qantas Airways must make continuous efforts to improve the culture of the organization. It is also important that the management should take inputs from various internal and external stakeholders while establishing the cultural values. The management should also have frequent check on the internal culture as the organizational culture should not be rigid. In fact, the organizational culture should be flexible so that organizations can change themselves with any change in the market.

Impact of Globalization on Businesses

The key ideas and the application of key ideas on an organization for this week can be discussed as:

One of the key ideas learned in this week is that organizational structure and design must support organizational style of operations and its key competency. For example, Chipotle has to position itself such that how it provides natural food free of chemical processing, fertilizers, and pesticides. Chipotle is already doing it and hence it is very easy for them. They just have to communicate it effectively to the people, make them health conscious by campaigning aggressively. Likewise, the organizational structure and design of Chipotle must be able to support this objective or vision of the organization (Janis, 2015).

The learning from this week could be applied to large number of organizations. Let’s apply the learning to the Quick Service Restaurant, Chipotle. The concepts of organizational structure and design could be applied to Chipotle. The company operates in tough market conditions and it has to ensure that its operations cost are minimal (Foss & Lyngsie, 2015). The management realizes that operation cost could be minimal only when it has the right structre in place. Currently, the existing strategy of the Chipotle targets age group of 18-36 in upper middle class that belongs to mass affluent. People coming from such families or background are educated and have better understanding of environment, carbon footprints, and healthier options and thus are direct targets of Food with integrity strategy and are also ready to pay little extra given the quality they are getting. Likewise, the structure and the design of Chipotle is developed to support its targeted audience.

The key ideas and the application of key ideas on an organization for this week can be discussed as:

One of the key ideas learned in this week is that there are various styles of decision making that leaders can learn. In this era of globalization and high competition, transformational leadership style may the best style of leadership. The transformational leaders would often want to focus on situational style of decision making. Transformational leaders are the one who are visionary and who focuses at the end state. There are five key characteristics of transformational leadership. These are extraversion, neuroticism, openness to experience, agreeableness and conscientiousness (Govindan & Rajendran, 2015). One of the key tenets of situational type of decision making is that leaders that practice situational leadership style are the one who was able to show the vision of the organization to all the employees. The more important thing is that the employees of the organizations always felt connected to their leader.

Effective Organizational Structure and Design

The learning from this week could be applied to large number of organizations. Let’s apply the learning General Electric. The success of GE could definitely be attributed to leadership style of Jack Welch. Jack Welch come from a middle background. His initial school says and education reveals that he was an average kid. He was the one who brought revolution in GE during his tenure. He is the only CEO under whose leadership any company grew by 40000%.  He joined GE as a junior engineer only. In his initial few years at GE, he was not happy with the operations. He found various inefficient measures at GE (Graham, Harvey & Puri, 2015). In the year 1972, he entered the leadership position of the company. He was made the VP of the company in the year 1972. IN next 4 years, he reached to the position of senior VP. In the year 1982, Jack was promoted to CEO. There are various key traits of Jack’s leadership. The five key leadership traits of Jack Welch were, positive energy, talent to execute, passion and motivation, leading from front, and ability to make tough calls and all these traits leads to situational based decision making. He did make some tough situational calls for GE. However, those tough calls were successful for the company in long term.

References

Foss, N.J., Lyngsie, J. and Zahra, S.A., 2013. The role of external knowledge sources and organizational design in the process of opportunity exploitation. Strategic Management Journal, 34(12), pp.1453-1471.

Govindan, K., Rajendran, S., Sarkis, J. and Murugesan, P., 2015. Multi criteria decision making approaches for green supplier evaluation and selection: a literature review. Journal of Cleaner Production, 98, pp.66-83.

Helms, J.C. and Mills, A.J., 2017. Rules, Sensemaking, Formative Contexts, and Discourse in the Gendering of Organizational Culture?. In Insights and Research on the Study of Gender and Intersectionality in International Airline Cultures (pp. 49-69). Emerald Publishing Limited.

Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), pp.1609-1621.

Graham, J.R., Harvey, C.R. and Puri, M., 2015. Capital allocation and delegation of decision-making authority within firms. Journal of Financial Economics, 115(3), pp.449-470.

Janis, I.L., 2015. Groupthink: The desperate drive for consensus at any cost. Classics of organization theory, pp.161-168.

Langley, A., Smallman, C., Tsoukas, H. and Van de Ven, A.H., 2013. Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), pp.1-13.

Lee, C.A., Desai, N. and Brethorst, A., 2014, December. A keystone-based virtual organization management system. In Cloud Computing Technology and Science (CloudCom), 2014 IEEE 6th International Conference on (pp. 727-730). IEEE.

Opara, O.U. and Eboh, E.A., 2017. Organization management today: setting the human resource agenda in the globalized competition. International Journal of Development and Management Review, 12(1), pp.193-201.

Vinkenburg, C.J., Jansen, P.G., Dries, N. and Pepermans, R., 2014. Arena: A critical conceptual framework of top management selection. Group & Organization Management, 39(1), pp.33-68.