Roles of Top, Middle, and Bottom Level Managers - Research Paper Example

Table of Contents

• Executive summary………………………………………………………………3
• Introduction………………………………………………………………4
• Company background/description…………………………………………………..4
• Survey results………………………………………………………………5
• company’s Strengths and weaknesses……………………………………………...6
• Analysis against the 14 management principles

6.1. Alignment....................................................................................8

6.2. Distributed leadership....................................................................................9

6.3. Integration of effort.....................................................................................11

6.4. Out front.....................................................................................12

6.5. Up-front.....................................................................................13

6.6. Resourcing the medium-term................................................................................14

6.7. Time-based Management.....................................................................................15

6.8. Bias for action.....................................................................................16

6.9. Learning focus.....................................................................................16

6.10. Discipline.....................................................................................17

6.11. Measurement/reporting & publication................................................................17

6.12. Customer value.....................................................................................17

6.13. Capabilities creation.....................................................................................18

6.14. Micro to macro.....................................................................................18

6.15. Sustainability.....................................................................................18

6.16. Internationalization.....................................................................................19

7. Recommendations.....................................................................................19

8. Problems encountered and solutions....................................................................................24

9. Lessons learnt.....................................................................................19

10. Conclusion.....................................................................................26

11. References.....................................................................................28

12. Appendix.....................................................................................29

Executive Summary

The research aims at analyzing the operations of the Australian agricultural company (AACo) against the 14 principles of efficient management. The purpose of this analysis is to identify the weaknesses in the company’s management and determining solutions to the problems. The principles include alignment, alignment,distributed leadership,integration of effort,out front,up-front,resourcing the medium term,time based,bias for action,learning focus,discipline, measurement/reporting & publication,customer value,capabilities creation, and micro to macro. The management revealed an excellent performance where their scores against the fourteen principles were above average. The data collection occurred in various departments of the organization and later combined to access the overall picture of the company. The major shortcomings experienced by the company emerge from the bulk in its operations. AACo is a large company with numerous operations spread out over a large geographic area. Therefore, the management of these operations become difficult and necessitates the delegation of duties to a junior employee.

Introduction

The management of a company determines its success. Strong management reflects on the employees through their commitment to the realization of the company’s goals. The vision and mission of a company set the direction of the organization’s operations. Short-term plans ensure the establishment of goals achievable within a short duration that aligns the company’s operations towards the achievement of long-term goals. An efficient organization must fulfill the fourteen principles of management that steer it towards short term and long-term success. The Australian agricultural company (AACo) holds the position of the largest producer of beef in Australia. The company deals in agribusiness and supplies its products worldwide. The company’s formation includes vertical integration of various business entities dealing in the same line of business. It has experienced a steady rate of growth over the years since its establishment. It owns approximately 7 million hectares of land, which comprises around 1% of the country’s total ache rage.

Company Background/Description

The company came into existence in the year 1824 through the support of the British parliament. The land grant given to the company underwent various modifications over the years. By 1850, the company managed a number of 114,118 sheep, 8306 cattle, and 1436 horses. Wool and horses' exports formed part of the company’s annual revenue while the cattle’s market remained restricted to the domestic market. Between 1901 and 1903 an intense drought hit the NSW estate and made the country seek to diversify its operations geographically.

World War 1 had a huge labor shortage in the wool production sector as the government deployed its population into the battlefield. The company sought to reduce its sheep population and increase its amount of cattle production. The company purchased Urandangie and Avon Downs in the early 1900s. It also merged with Peel River and purchased Calderdale, a holding depot, in 1930. The Second World War posed similar challenges as those experienced during the First World War. The large labor shortage for the wool production sector forced the company to drop its focus on sheep and specialize in cattle production. In 1948 the company continued with its vertical integration strategy by acquiring Rockhampton Downs and South Galway. This helped also in its geographical diversification strategy. It also fulfilled this strategy by acquiring Brighton downs and properties Newry, Auvergne, Ivanhoe, and argyle downs.