Models of Expansion of an Organization - Case Study Example

?Case analysis Question As an organization expands, so does its internal department. Henry Fuyol, the man accredited with the management of modern day management in his systems theory observed an organization as a system in which every component had to work effectively and in unison in order to develop run the organization efficiently. In this context, expansion of the company’s scope is stretching the management process of the Chief Information Officer Danny Brown. The expansion of the company’s operations implies that the manager must develop new operational features to meet the expanding demand and the increased need for service diversity. This increases the pressure on the information department compelling the creation of new ways of conducting business. Such factors provide a great challenge in the management of both the department and the organization thereby complicating Brown’s work. Additionally, Brown had shifted from the company for a number of years. By the time of his return, the company had changed and expanded thereby compelling the development of new mechanisms of conducting business. The change thus makes his management of the department more complex as he loses touch with both the clients and other employees at the organization. His attempts of creating a formal system within the department meet a great opposition from the rest of the organizational structure. Apparently, the organization lacked a formal structure and relied on its contact with the target market to carry out business. This is unlike the management process that Brown had in mind thereby resulting in a conflict of the management processes thus causing a massive operational snarl up. Any form of conflict in the management especially between the organization and one of its key departments such as the information technology headed by Brown resulted in a great operational conflict that possibly slowed down the pace of service delivery. Question 2 The Michael Hammer’s Process and Enterprise Maturity Model is a management assessment mechanism that analyzes the level of organizational maturity through a number of management components. The Pinnacle West Corporation for example performs different in a number of these factors thereby placing it strategically in the development ladder. One of such factors is the organizational culture. A mature organization must have a recognized culture of conducting business. Organizational cultures determine the employee relations and the manner in which the organization conducts business. Additionally, the model assesses the success of any organization culture through the results it promises the organization. The PWC has an informal structure and relies on the people for contact. The culture had thus far steered the organization into success and its presence therefore proved the organization mature enough. The other integral factor in the model is leadership, the PWC was divide into department each led by a manager yet all working in unison to result in a cohesive organization. The presence of clearly labeled management structure and the effective flow of command in the organization depict great coordination in the management of the organization. Expertise is yet another factor in the model. The PWC employs established employees with the adequate experience and knowledge to steer the organization into success. Expertise refers to the ability of the employees to execute their mandate efficiently. The feature dictates that the employees must have adequate knowledge and experience to undertake their tasks. Finally, the other factor in the model is governance; the organization has an elaborate system of governance based on its management mechanism thereby portraying a great level of maturity. Question 3 The grass root strategy in management seeks to include the ideas of every employee in the management process. The strategy encourages operational dynamism as it solicits the ideas of every employee in project execution. This is a motivational strategy of management since it provides every employee with an opportunity to influence the implementation process. This way, the strategy encourages creativity and results in faster ways of conducting business. However, the management strategy affects the quality and uniformity of service delivery as it makes accountability more difficult (Wesley, 2008). The PWC implements this management strategy thereby developing an expansive bottom top communication model. So far, the process has expanded the organization resulting in a wider operation. It is the management strategy that the organization prefers thereby developing a culture of consultation among the staff. The culture results in faster execution of commands and encourages creativity among the staff. However, Brown in his information Technology department finds the management method difficult as it affects accountability. Question 4 Sustainability of a project relies on the ability of the organization afford its implementation. Every business organization exists purposely to make profits with which it should therefore sustain every projects. The grass root management process and model of communication requires the organization to institute effective employee surveillance methods in order to increase accountability at the organization. Additionally, it will compel the organization to develop effective communication channels to enable faster exchange of ideas among the employees. So far, the PWC has employed the management strategy, which has therefore resulted in growth and expansion. The continued growth of the organization implies that the strategy is strange in the market and organization can therefore afford its continued sustainability. In the next two to three years, the organization seeks to expand its operations and accrue more profits. Just as is with any other organization, the copay requires an effective model, one that is cost effective to implement yet promises the sustainment of the goals. The grass root model presents an opportunity for growth and an efficient earns of carrying out expansive market research, this way, the company will develop more market-oriented products most of which are likely to result in more profits for the organization thereby making the organization capable of sustaining the strategy. Question 5 Denny Brown had worked in the organization before he left to work with the IBM and is therefore coming back to find the company grown. The series of shifts are likely to have resulted in the management confusion he experiences on his return to the company. The two companies had different management system and organizational cultures. He comes back from IBM with a promotion a feature that requires him to be well equipped with management strategies. Since he is used to the structure at the IBM, he is tempted to employ the system at the company thereby resulting in the management conflict that ensues. He is opposed to the grass root strategy, which he considers cumbersome and more costly. However, the organization is used to the management culture and can afford its operation in the next two or three years. So far, the management strategy has steered the organization into success. Brown’s fears are therefore baseless and he must integrate the operations of his department into the existing organizational culture. Reference Wesley, A. M. (2008). Evaluating Organizational Effectiveness. New York: ProQuest. Read More

 

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