Interviewing a Manager on Management System - Essay Example

?Interview with a Manager on Management System Answer Figure Organization Chart Creation) The above diagram shows a simple organizational chart of a creative agency focusing on the strategy department. An advertising agency has been chosen as the area of study as creativity and implementation are two most important factors required to be a part of the organization. Apart from strategy, an advertising agency also has marketing, finance, legal and administrative departments. A strategy head looks after the entire creative department, formulation of strategy and their proper implementation. In a way, marketing professions indirectly report to the strategy head also. The individual was interviewed for the position of Strategy formulation manager, who is right below the strategy head. Answer 2 A questionnaire set of eight questions was set up for an interview to find out the strategic implemter and strategic formulator strengths of a manager. The interview was face-to face where the manager and the interviewer interacted in order to fill the queationnaire. The major objective of the questionnaire was to evalute the approach of the manager towards strategy implementation and formulation (Marcic, Seltzer and Vaill, 2001). Each question were provided with two options, one of which reflected strategic formulator strength and other represented strategic implementer strength. These questions were answered and analysed with the help of bar chart. Graph 1: Strategic Formulator Strength In the first chart, the strategic formulator strength has been analysed. After evaluation of the answers it was found out that the total points scored by the manager in this category was five out of eight. This meant that the manager posses five qualities of strategic formulator as discussed in the questionnaire. When compared to my results it was found out that I scored very low in tis category. My total score was one out of eight, which means that I do not posses the qualities of a good strategic formulator. Graph 2: Strategic Implementer Strength In the second chart, the strategic implemeter strength has been analysed. After evaluation of the answers it was found out that the total points scored by the manager in this category was three out of eight. This meant that the manager posses only three qualities of strategic formulator as discussed in the questionnaire. when comapred to my results, it was found out that my results were very high in this category. I scored seven points out of eight. this means that I posses most of the qualities of a good strategic implemeter as discussed in the interview. Answer 3 From the questionnaire set and its results, many evaluations came out. According to the queationnaire if the difference between two scores of an individual is 2 or less, this means the individual posses balance formulator and implementer qualities and will be able to work well in both strategic situations. However if the difference between two score is four or five, the individual posses a fairly good streghth in the category of high score and will work best in that particular field. If the diffierence is seven or eight points, then the indivual has a distinct quality and should remain in his/her domain rather than the opposite one. From the overall score it can be said that the manager posseses major formulater strength while very little implementer strength. While comparing the individual results of the manager it was found that there was a difference of two points between startegic formulator streghth and strategic implemter sterngth. Thus it can be said that the manager has qualities of both formulation and implemetation. However, the overall score is average, which indicated that the manager lacks specific skills and expertise in both the categories. Answer 4 From the above analysis it is clear that the manager was selected for his strategy formulator skills. Though the manager posses some of the qualities of strategic implementer, it will be wise for the manager to focus on his/her domain in order to get best results (Lok and Crawford, 2004). In the next section the positive and negative qualities of the manager as a strategic formulator will be analysed and its effects in the organization will be discussed, where the manager works. Qualities where the manager scored less were running a group or project, developing a new idea and effectiveness while making an original solution. While working in an organisation as a stretegic formulator, the manager could face certain difficulties. These may be in terms of producing original, out of the box and creative solution to problems and development of new ideas. As a strategic formulator a manager is expected to show creativity it his/her ideas. For example, in adverstising sectors strategic formulators are expected to bring about new ideas everyday (Kitchin, 2010). These can be new product or service launch, promotion through new and interactive channels, creative branding strategies involving new media platforms etc (Feurer and Chaharbaghi, 1995). In the present case, since the manager has low score in creativity and generation of new ideas, this quality might not be well suited for the job requirements. However, these qualities vary from industry to industry. For example a creative industry such as media, advertisement will require a high amount of creativity, while sectors such as software or logistics are more tilted towards exact processes and speed. Thus expertise or the domain of organisation also effects the overall usage of manager’s skiils and quality (Bhatia, 2008). The other quality where the manager scored low was running a group or project . This can be a negative point for both the organisation as well as job requirments of the manager. While a strategy formulator is responsible for making new ideas and being creativity in the projects managed, he/she is also responsible for handling teams and groups for smooth running of the projects. A lack of leadership skills will result is lack of confidence in the manager and lack of trust and respect among team members. Qualities where the manager scored high were careful documentation, linear thinking style, maintaining discipline and order, openness to a wide range of ideas and assumtions while making any strategy and commiting to one’s dream and future plans. These postive skills can be used in various phases of strategy formulation. The manager has respect for discipline and order which means that the team members will be motivated to complete their task in time. Since the manager is open to ideas and assumptions, the team members and groups will be motivated to create new strategies and will not be afraid of any outright rejection from the manager (Caruth and Humphreys, 2008). Commitment to dreams and future objectives is another good quality which the manager posses. It will help the manager to vision the growth of the company as well his/her own future. This quality will also help the manager to look at the bigger picture and plan for long term growth and development of the organization (Raps, 2005). Though the manager has been hired for his/her formulator strengths, qualities of strategy implementation can also come as handy and give an allround boost to the manager. Figuring out specific goals, expected outcomes and timelines will help the manager is speeding up the implementation process (Aaltonen and Ikavalko, 2002). Making practical improvements while strategy implementation will help the manager to identify the actual problems during the process and take precautions and measures for future. The qualities will help the manager to fulfill the job requirement but many skills and qualities must be learned in order to overcome specific obstacles during strategic formulation. Reference List Aaltonen, P. and Ikavalko, H., 2002. Implementing strategies successfully. Integrated Manufacturing Systems, 13(6), pp. 415 - 418. Bhatia, S.K., 2008. Managing organisational behaviour : People skills for success. New Delhi: Deep and Deep Publications. Caruth, D.L. and Humphreys, J.H., 2008. Performance appraisal: Essential characteristics for strategic control. Measuring Business Excellence, 12(3), pp. 24 - 32. Feurer, R. and Chaharbaghi, K., 1995. Researching strategy formulation and implementation in dynamic environments. Benchmarking for Quality Management & Technology, 2(4), pp.15 - 26. Kitchin, D., 2010. An introduction to organisational behaviour for managers and engineers: A group and multicultural approach. London: Routledge Lok, P. and Crawford, J., 2004. The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison. Journal of Management Development, 23(4), pp. 321 - 338. Marcic, D., Seltzer, J. and Vaill, P.B., 2001. Organizational behavior: Experiences and cases. South-Western, Connecticut: Thomson Learning. Raps, A., 2005. Strategy implementation – An insurmountable obstacle? Handbook of Business Strategy, 6(1), pp. 141 - 146. Read More