Management and Organising Functions of Tropical Telecom - Essay Example

Introduction In typical scenarios, earthquakes and other natural calamities have far reaching implications on the holistic functioning of the society. Besides leading to loss of life, these calamities culminate in destruction of property as well as important infrastructure. This was exemplified in the 2010 Haitian earthquake that led to significant loss of lives and property. Rescue initiatives were hampered by different factors including lack of sufficient infrastructure. In particular, the region had experienced extensive destruction of transport and communication facilities. The victims found it difficult to communicate important information to the rescuers so that relative initiatives could be effected. This made it difficult for the latter to undertake any intervention measures in a timely and efficient manner. Just like other organizations, Tropical Telecom suffered immense losses that were related to loss of significant capital. Reconstruction efforts require significant resources that should be used effectively to attain the companies’ goals and objectives. Tropical Telecom Haiti particularly suffered significant losses and just like its counterparts, it has initiated distinct plans to counter the scenario. Certainly, effective management plans would go a long way in enabling it to restore operations in the region, in the first four months following the earthquake. Technological projects are undoubtedly sensitive and as such, the company needs informed team of experts in order to pursue this with ease. It is against this background that this paper provides an in depth analysis of the organic organizational function theory in light of the expected initiatives. In detail, it explains how the respective theories can be employed by the management to ensure that the projects meet the primary goals and objectives of Tropical Telecom. Fundamentally, organizational management greatly influences the success of the organization in implementing important projects (Grey & Garsten 2006) and (Parker 2009). This is particularly so in instances where the organization experiences emergencies. Emergent research indicates that the efforts that an organization adopts at this particular time determine its failure or success (Starks, 2010). For this reason, it is imperative for Tropical Telecom to exercise caution when addressing this concern. The organic functional management model that have been suggested and which offer useful insights with regards to effective organizational functioning. If these are well pursued, they can be instrumental in enabling Tropical Telecom to assume its functional position once more. This will greatly improve its economic wellbeing as well as the welfare of the population as they will be able to benefit from the services. Through this, the company will be able to pursue its goals with regards to social corporate responsibility. To begin with, the company can adopt an integrated departmentalization model that comprises of various departmentalized approaches. In their reviews, Barret (2003) and Roderic (2005) argue that this would enable a company to address all facets of the project in an effective and timely manner. In essence, it would ensure that all facets of the problem are addressed accordingly as well as concurrently. While a significant amount of resources will be required to complete the telecommunication project due to its complexity it will save resources because all issues are dealt with at once rather than separately. In particular, the management can adopt a combination of geographic departmentalism, functional departmentalism and process departmentalism. Ultimately, this would lead to the creation of cross functional teams comprising of professionals from varied fields of specification. Kleiman (2011) posits that this is more sustainable and relatively rewarding than utilizing a single approach because all factions of the projects requiring professional skills would be effectively catered for. Decentralization of roles is another important factor of functional departmentalization. In his research, (Manfred 2008) indicates that decentralization model is participative and gives managers at a lower level a chance to participate in varied organizational roles at different levels. In light of the Tropical telecom initiative, it would be important to involve technical teams in critical decision making regarding factors such as finances. In their research, Hedberg, Dahlgren, Hansson and Olve (1999) argue that their decisions in this respect would for instance enable the company to save costs. Compared to the accountants whose sole responsibility is to plan for expenses, these personnel understand the market dynamics. As such, they can offer useful insights regarding where the company can source high quality materials at cost effective prices. This aids in reducing relative costs without compromising the quality of the project. Due to Tropical Telecom’s fragile financial state immediately post crisis, reducing relative costs is crucial to achieving financial stability again, hence supporting why the decentralization model would be applicable in this regard. In this crisis it will be important for the company to adopt informal approaches in its operations. Informality in this regard is defined by flexibility especially in critical decision making. In their work, Gratton (2004) and Craig (2009) cite that most telecommunication companies have formal structures that influence operations in different ways. These structures, according to them, underscore or define distinctive roles and responsibilities of the personnel. Additionally, they outline established rules and regulations that need to be followed when exercising duties and responsibilities. If followed to the letter by Tropical Telecom, these can undermine its ability to deal with emergent challenges with ease. An immediate response to the crisis is required for operations to continue and the country to ‘get back on track’ – without the quick decision making, parts of Haiti would have been left in limbo in regard to their telecommunication ability as well as a delay in the arrival of help. So without the informal approach, such problems, delays and extended chaos would have eventuated, hence highlighting the need for presence of a partly informal approach. In their reviews, Anderson (2007) and Reppening (2002) support this need by asserting that the project environment is typically compounded by wide ranging challenges, most of which are unexpected and therefore not planned for. This requires organizations to exercise flexibility especially with respect to decision making. Only then can they be able to work effectively and overcome the challenges with ease. Likewise, Tropical Telecom would be compelled to ‘bend rules’ in some instances in order to address emergent issues. For further example, Tropical Telecom may be required to use informal methods when purchasing construction materials that are required instantly, necessary to the recovery of the organisations essential resources. With regard to organizational structure, a more organic approach would yield better results than a mechanistic strategy (David & Cardy, 2008; Haddow & Bullock, 2008). From a managerial point of view, the former is flexible and more adaptable to environmental changes than its counterparts. At this point, it is worth appreciating that the success of any project tends to be affected by wide ranging factors that are social, cultural, economic and environmental in nature. These emanate from the respective environment that is unique and whose conditions differ considerably from other environments. In Haiti for instance, Kotter and Kohen (2009) and Handy (2000) indicate that economic conditions are relatively poor by comparison to developed countries. In addition, both business partners and the populations hold their cultural values and virtues in high regard. Putting these in consideration would enhance the sustainability of the project. For example, involvement of local communities in the project instills in them a feeling of ownership and thus makes them ‘guard’ and ‘protect’ the project upon completion (Thareja, 2008). Organic organizations are ideal because they are supportive of growth and development. They are not bureaucratic and therefore allow for free flow of information from the management to the personnel and vice versa (Jacobides, 2007; Robbins & Judge, 2007). Information sharing tendencies within any organization allow for growth and development in different ways. This is particularly so in instances where the relative information is insightful and educating. It empowers the personnel at different levels and makes it possible for them to make informed and objective decisions in areas extending out from their roles and responsibilities. Tropical Telecom related projects are very sensitive and any mistakes can have far reaching implications on the quality of the end product. According to Lim, Griffiths and Sanbrook (2010), any decisions made in this industry need to be based on informed and objective thought. Costs that stem from poor decision making at certain stages of installation are detrimental and greatly compromise the sustainability of the project. This would be inconsistent with the current goals and objectives of the company especially at this stage when it has already experienced significant and unexpected damages. In Tropical Telecom’s context, information was the key media in which others were informed about the crisis and which lead to the eventual help that was provided. The free flow of information is something that should be implemented so all in the company know what is occurring and mixed messages are not leading to poor decision making, which as mentioned above can be very costly. Also worth appreciating would be the contingency factors that have direct impacts on the success of this particular project. In his review, Morgenstern (1998) indicates that strategic, environmental and technological factors are equally important in enhancing effective implementation of a telecommunication project. With respect to strategic factors, the organizational structure needs to promote attainment of its goals and objectives. In this respect, the structure that is adopted by the Tropical Telecom needs to be supportive of its goals with respect to successfully restoring telecommunication services in Haiti. In the position of Chris Taylor, such goals would center on the recovery of the community so the opportunity for business is still present in the foreseeable future as well as the restoration of lost assets. Cross functional teams would support the development and progression of these goals as time progress. Having the right personnel in these teams will minimize error in decision making hence costs, again essential following Tropical Telecom’s revenue loss. Environmental factors are also critical at this point in time and should equally be put in great consideration (Gummesson 2002). Environmental factors comprise the physical, economic, social and cultural conditions of Haiti. These considerations would be instrumental in decision making with regards to pricing of the telecommunication services. Pricing is an elemental issue with impacts on all aspects of the company – employees, suppliers, resources, infrastructure to select a few. At this point, it is worth acknowledging that the population is still vulnerable from the negative effects of the earthquake. For this reason, prices need to balance affordability of the company and customers at the same time. This would help them to recover quickly and maintain their competitiveness in the current market. In essence, this would be one of the cushions that would enable them to recover and attain a desirable state with regards to performance. According to (Amaral and Uzzi 2007), incorporation of all these concerns in decision making would also be important in enhancing sustainable development as well as growth. In Tropical Telecoms response, management decided not to charge customers for the first two months, only corporations paid for their services. This was a good move considering the economic state and economic status of individuals affected by the disaster. It allowed for customer retention, elemental to any successful business undertaking. Finally, technological factors are vital and should also support sustainable growth and development. In this regard, Banks and Pillette (2000) assert that technology is dynamic and its effective use impacts greatly on the quality of the end product. Considering that telecommunication is technologically oriented, the company should ensure that its personnel are conversant with the technological dynamics of the project (Flyvbjerg, 2005). Technological knowhow would also contribute significantly to quality and efficient performance. In Tropical Telecoms circumstance, they were quite lucky with their technology as most their infrastructure still stood. In conclusion, the management of Tropical Telecom should borrow heavily from the functional management models. Cross- functional teams typical of integrated departmentalization appeared to have their key role established in the maintenance of set goals and decentralization allowed for flexibility within the workplace. Notably, these offer useful insights that would ensure that decisions made at all levels are based on informed thought. The inherent objectivity would also be important in enhancing sustainable implementation of the project. In the long run, the Haitian population would be able to benefit optimally from the project. At the same time, the company would be able to restore operations and reap optimal outcomes. Bibliography Amaral, L & Uzzi, B 2007, Complex systems: A new paradigm for the integrative study of management, physical and technological systems, Management Science, 53, 7, 1033-1035 Anderson, C 2007, The long tail, US, Random House Business Books. Banks, P & Pilette, R 2000, Preservation issues and planning, Chicago: American Library Association Barret R 2003, Vocational business: training, developing and motivating people, USA, Business and Economics Press. Craig, S 2009, Merrill bonus case widens as deal struggle, Wall Street Journal, 1,1. Flyvbjerg, B. 2005, design by deception: The politics of megaproject approval, Harvard Design Magazine, 22, 50-59. Gomez-Mejia, Luis, R., David B & Cardy, R 2008. Management people, performance, change, New York, McGraw Hill Gratton, L 2004, The democratic enterprise, Financial Times, USA, Prentice Hall Grey, C & Garsten C 2001, Trust, control and post-bureaucracy, USA, Sage publishing. Gummesson, E 2002, Total marketing control, UK, Butterworth-Heinemann Haddow, G. & Bullock, J 2003, Introduction to emergency management, Amsterdam: Butteworth Heinemann Handy, C. 2000, Ideas for managers: Practical wisdom for managing your company and yourself, San Fransisco, Jossey Bass Hedberg, B, Dahlgren, D., Hansson, J & Olve, G 1999, Virtual organizations and beyond: discover the imaginary systems, Chichester, John Wiley & Sons Jacobides, M 2007, the inherent limits of organizational structure and the unfulfilled role of hierarchy: lessons from a near war, Organization Science, 18,3, 455-477 Kleiman, L 2011, Management and executive development, USA, Harvard Business press Kotter, J & Kohen, D 2002, The heart of change, Boston, Harvard Business School Publishing Lim, M, Griffiths, G & Sambrook, S 2010, Organizational structure for the twenty first century, Austin, The Institute for Operations Research and the Management Sciences Manfred, F 2003, The dark side of leadership, Business Strategy Review, 14, 3, 26. Morgenstern, J. 1998, Organizing from inside out, USA, Owl Books Parker, J 2009, Policy actions of Texas Gulf Coast cities to mitigate hurricane damage: perspectives of city officials, Texas State, University Press. Repenning, N 2002, A simulation based approach to understanding the dynamics of innovation implementation, Organization Science, 13, 2, 107-109 Robbins, S & Judge T 2007, Organizational behavior, USA, Pearson Education Roderic, H. 2005, Management: second Pacific Rim edition, Melbourne, Victoria, Thomson Starks, T 2010, law makers look to aid Haiti following earthquake, CQ Today Online News, January 13, 2010. Thareja P 2008, A total quality organization through people, Foundry, p. 4. Read More