Removing Hurdles of Management - Case Study Example

Inspiration and Theoretical Models Prior to setting up a store or even considering engaging with the customer, it is necessary to draw upon inspiration and theoretical models that have been provided by a litany of different scholars within the past. As such, the following analysis will seek to engage the reader with an understanding of how management can best be affected in terms of the proposed expansion of Rohan within the nation of Oman. Accordingly, recommendations and theoretical analysis will provide the baseline by which the reader should come to understand how management should best be affected. The first understanding that must be referenced has to do with the need for effective management techniques that can provide for a culture of success within the new expansion. Whereas the provision of certain products to the consumer is ultimately the means by which the company could hope to become successful, the establishment of an effective culture within the company, and exhibited amongst its employees, will also have a tangential and direct effect on whether or not consumers will be satisfied with the products and will seek to repeat the buying experience in the future (Gorden, 2009). Likewise, management should seek to promote a level of unified and uniform training of its employee base so that they will be capable and knowledgeable with respect to understanding unique nonverbal cues that the consumers might provide them (Mollins, 2008). For instance, Shaun Gallagher would promote interaction theory as a means of developing a level of social and psychological understanding in terms of the way in which the consumer react and the means by which the salesperson or staff member engages with that. Rather than merely providing employees with a certain set of expected statements or product promotion that they can provide, interactional theory would encourage management to place a specific focus on the level and extent to which money is directed towards training sales numbers in terms of how they should respond from a nonverbal point of view (Marpin, 2013). Likewise, in attempting to craft and effective firm, Burn’s theory of leadership as such, would indicate that stakeholders within management should either practice a transactional form of leadership or a transformational leadership (Oppenheimer, 2013). As such, the transactional form of leadership is one in which the leader focuses on building relationships between the leaders and followers. By means of contrast in comparison, transformational leadership that approach in which leaders focus on promoting the needs, values, and beliefs of their followers. Whereas both of these approaches are necessary to incorporate, based on the particular approach and business strategy that a firm seeks to engage, it is the understanding of this particular student that transactional leadership would be the most effectively employed within the case in question (Ellersby, 2014). The reason behind this has to do with the fact that transactional leadership can actually encourage a level of cultural development at a more rapid rate within the newly opened retail stores as compared to transformational leadership. As it is directly important to engage a baseline of culture and cultural understanding of how certain practices should be promoted, this is an essential aspect of whether or not the firm will ultimately be successful or whether or not it will fail to engage consumer interest within the market (Larnsby, 2013). Regardless of the process is employed and theoretical approach that is utilized, it will be inherently obvious to the manager and leadership teams that managing change will be the most necessary processes that will be engaged within the early years of the firm’s development. As such, Lewin’s model of change theory is of a special level of importance. Within Lewin’s model, these theorists indicates that the change process is ultimately responsible for whether or not her will respond to the unique market dynamics and be successful in the long run. Accordingly, managing this change process is tantamount to whether or not a firm will be successful or whether or not it will collapse and relevant (Barone, 2014). Furthermore, we went to describe the change process as encompassing three unique stages. The first of these stages is referenced as the “unfreezing” stage. It involves creating inertia and dismantling that might otherwise be opposed to the way in which the firm should develop. In terms of the case of Rohan, managers will be responsible for reviewing the mindset and approaches that individual employees have in seeking to “unfreeze” and change them based upon training and effective engagement (Ronalds, 2013). Likewise, Lewin’s second stage is that of the point at which change actually occurs. Managing this change and being aware of how old ways are challenged and overcome is of essentials importance to whether or not this stage is successful in the long term (Samuels, 2013). Likewise, the final stage is one in which crystallizing takes place. As this process is focused on crystallizing the understandings represented within stages one and two, it is most likely to determine whether or not the change and alteration of approach that has been encourage will stick or whether or not it to will pass in favor of reading adoption of old paradigms and understandings. In the case of Rohan, this third and final stage of Lewin’s model is of special importance; as it will be responsible for defining whether or not the training and cultural adaptation that managers/leaders have hope to affect will ultimately be promoted (Zhou, 2011). As each of these theoretical approaches has been concentric upon change management, it is essential to understand that the degree and extent to which stakeholders promote change and continually reengage with ongoing training, mindset alteration, and the culture of the firm itself will ultimately be responsible for whether or not positive change is affected and management can engage with the existing needs that the firm will exhibit. Accordingly, the key recommendations that is exhibited throughout the entire process should be management is committed not only to training but to following up on this training and ensuring that stakeholders understand the role that they will fulfill are continually reminded of the key values and cultural significance of these values that provide for the baseline at which the firm will engage the consumer base. Bibliography Barone, D 2014, 'Strategic business modeling: representation and reasoning', Systems Modeling, 13, 3, pp. 1015-1041, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Ellersby, M 2014, 'Business Decision-Making', Axioms (2075-1680), 3, 1, pp. 10-30, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Gorden,M 2009, ‘Ideas in Cultural Management Furtherance’, Middle East, 271, p. 22, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Larnsby, B 2010, ‘HR and Managerial Decision-making', Operations Research, 46, 3, pp. 253-287, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Marpin, T 2013, Removing Hurdles of Mangement’, Wall Street Journal - Eastern Edition, 8 March, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Mollins, A 2008, ‘Macro Business Decisions’, Human Resources Review, 5, 4, p. 1, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Oppenheimer, L 2013, 'Decisions with life cycle analysis', Management & Applications, 24, 7/8, pp. 1717-1724, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Ronalds, S 2013, ‘Culture and Success', Business Affairs, 92, 5, pp. 2-3, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Samuels, T 2013, 'Business Economic Report', Marketing Management and Business Quarterly, 330, p. 32, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Zhou, M 2011, ‘Emerging Markets’, Annual Review Business and Marketing, 15, pp. 461-490, Academic Search Complete, EBSCOhost, viewed 24 October 2014. Read More