The Significance Of Managers In Achieving Organizational Success For A Company | Analysis On How Size And Strategy Of A Company Can Affect Its Organisational Structure

Manager

Discuss the significance Of managers in achieving organizational success for a company. Analisys on how size and strategy of a company can affect its organisational structure.

Every management of any organization has to bear some accountability and responsibility to ensure that the organization able to fulfilled its objectives. Setting objectives, controlling work, reviewing results, applying corrective action and providing an environment that stimulates and motivates their employees to achieve their goal are the Management activities.

Manager

Manager is an individual who direct and delegates the work of their subordinate to achieve the organizational goals. His achievement is not personal but helping other subordinate to do their job perfectly. There are different level of Managers are classified in the organization (Romme and Barrett, 2010).

Top level managers are the board of directors, president, vice-president, CEO, and other similar positions. They are accountable for planning and directing the entire company.

Middle level managers are mainly general managers, branch managers, and department managers, all of whom are responsible for the top level management functions of their departments. There work is mostly coordinating and organizing their subordinates.

First level managers are including supervisors, foremen, and similar positions. They mainly are focusing on staffing and motivating activities.

Management

Management is define by the individual who organize an company’s structure and decide that at what way different opportunity of the company will interact. It is mainly have some basic functions: planning, organizing, staffing, leading, controlling, and motivating their employees to fulfill their organizational goal. There are numerous steps of management will coordinate in different parts of this structure process, which starts with higher level management creates the very first level organizational architecture and structure (Hewlett, 2013). Organizational structure mainly architect  is mainly a function based on systematic process and according to that searching the different parts of organization that can ensure that these people are function together as an effective and efficient in the entire process. Now day’s company’s architect is not so fixed in modern organizations. Management should effectively adapt organizational design to many technological improvements, challenges, and opportunities to settle down all competitive output.

Organization

An organization is a particular arrangement of individuals to achieve many specific goals, which is composed of people who develops some particular structure for members to do their work. There are some features are important to define an organization, the definition for an organization is changes with the time frame (Mead and Gruenberg, 2013). The feature of new organizations of nowadays includes flexible employee work teams, work arrangements, and open communication. There are more open and flexible changes in organizations. It’s changing by following changes all around the world. These economical and technological changes in environment successfully enhance the achievement of the organizations (Woods, 2007).

Top level managers

Sometimes managers are motivating and inspiring their subordinate. Sometimes employees are not motivated by their managers. There are many industry have created the ultimate techniques of creating bad manager. Real managers are having needed to understand the right techniques of being more efficient. Whenever employees decide to quit their job, the main reason behind that is their relationship with managers and subordinates (Estrada, 2012).

An “efficient” manager takes accountability for ensure that each person in his department achieve their goal. Successful managers want both talented and skilled people. Management skills are all about developing people through training, mentoring, and experience.

The entire efficient manager and their peer are identified and developed in a proactive organization. There are many successful traits of management for example relationships, development, communication etc. COMMUNICATION

A manager with strength and load communication capability is able to delegate work with that he should be a good listener. Managers are maintaining their capability through their effective communication. Conversely, those who are not able to communicate effectively can miss the opportunity to be a successful manager in the organization.

1. Leadership

Leadership skill is a very important trait of most of managers is not able to get the title of a leader in the organization. It is very simple framework for organizations to enhance the capability of employees achieve the goal. Good leaders are always able to provide trust to their organization, employees, and peers (ErÄÂulj, 2009).

1. Adaptibility

Adaptability is an ability to contribute to a manager’s efficiency. A good manager is always able to adjust an unexpected circumstance quickly. Adaptability can also define as a means that a manager can think creatively and get the solution of any problem soon.

Relationship Building

Relationship building is an initial feature of an efficient manager who is able to make a strong relationship with their peers and colleagues

Developing Others

Manager who have good attitude always having features of developing others. They always have that understanding that employees under him need more development over the period of time. Developing Themselves

An efficient manager is always having knowledge about their own development. Good managers always have willingness to grow and learn. They are always trying to enhance their behavior with their fellows and colleagues

Organizational structure is the design of an organization which is used by their management and through communication processes to follow the company’s policies and rules (Drewitt, 2012). Some internal and external factors are hazards the organizational structure of the organization.

Middle level managers

Size Of The Business

Size of any organization is a driving factor for any kind of big and small business. Home based and smaller business never need of a proper organizational structure but other registered organization have framework of organizational structure of an organization (Enkel and Goel, 2012). All kind of specialized business operations have requirement of much formalized organizational structure For example: the company structure for food market industry having strategies size of organizations and about their local institutions and about their allocation of their share of production.

Strategy Of The Business

Every time in corporate organizational structure development is an big factor for making a business strategies. If highly growth companies are having small organizational structure they are not able to compete in the market with their competitors companies (Champoux, Durgee and McGlynn, 2012). For example: resources are controlled by an individual or a corporate body with recognized rights and duties.

Business management people should have managerial control on business operations. And their strategies should be very clear at the time of their business operations. Time to time company need to change and fluctuate their organizational structure.

• Mission statement of TESCO is “Creating value for customers, to earn their lifetime loyalty”.

• Vision statement of TESCO “To be most highly valued by the customers we serve, the communities in which we operate, our loyalty and committed staff and our shareholders to be a growth company, a modern and innovative company and winning locally, applying our skills globally”.

• Corporate strategy of TESCO is begins by Terry Leahy took over as CEO, TESCO began marketing itself using the phrase “The TESCO Way” to describe the company’s core purposes, values, principles, and goals. Company expanded homely and internally focus on people of TESCO. The core part of the TESCO is their strategy about their customers and company.

1. Suggest and explain the process that can help Tesco to formulate its corporate strategy for the year 2015.

The strategy planning of the company TESCO is not able to arrange its resources to achieve its strategic goals. There are some strategy is made to achieve the goals of the company by evaluating their customer’s satisfaction in 2015 (Ayesha, Hassan and Aboki, 2014).

What do you understand by the term “Organizational Culture”? Can Tesco improve its performance by changing its culture? Discuss.

Organizational Culture

Organizational culture is way or a framework of culture in the organization for their employees who all are connected to the company (Anderson, 2012).

According to report of Useem (2001), the CEO of TESCO the leadership style of the CEO of the organization is full of responsibility and accountable; because of the ultimate performance of him company is able to make difference in their organizational culture.

Features of the human behavior are the main role player in the retail sector, by taking help of the socially open people and developed their communication ability. These activities will help company to make their rapport in the market in front of their competitors (Brannen, Moore and Mughan, 2013).

Conclusion

In retail sector one more name added is TESCO. According to speech of CEO of the company says, that success never come by chance, for more creative and efficient results company has to work hard for sure. Company always has commitment to achieve their objectives and strategies successfully. According to all aspects of business said that monitoring and analysis of every step of business is really necessary (Bipath, 2014). Tesco Company is always committed for their retail services.

Reference

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Anderson, M. (2012). Contemporary ergonomics and human factors 2012. Boca Raton: CRC Press.

Anyesha, A., Hassan, D. and Aboki, H. (2014). The Conquering Strategies of Oligopoly Firms. A review on entry Strategies of Tesco Company Plc in the UK and beyond. IOSR Journal of Business and Management, 16(8), pp.06-15.

Bipath, K. (2014). The Strength of Organisational Culture: Organisational Performance in South African Schools. Mediterranean Journal of Social Sciences.

Brannen, M., Moore, F. and Mughan, T. (2013). Strategic ethnography and reinvigorating Tesco Plc: Leveraging inside/ out bicultural bridging in multicultural teams. Ethnographic Praxis in Industry Conference Proceedings, 2013(1), pp.282-299.

Champoux, V., Durgee, J. and McGlynn, L. (2012). Corporate Facebook pages: when “fans” attack.Journal of Business Strategy, 33(2), pp.22-30.

Drewitt, T. (2012). Everything you want to know about Business Continuity. Ely: IT Governance Publishing.

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Estrada, E. (2012). The structure of complex networks. New York: Oxford University Press.

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1. Romme, A. and Barrett, F. (2010). Strategy Formation and Corporate Citizenship.Journal of Corporate Citizenship, 2010(38), pp.93-106.

Mead, J. and Gruneberg, S. (2013). Programme procurement in construction. Chichester, West Sussex, UK: Wiley-Blackwell.

Woods, M. (2007). Linking risk management to strategic controls: a case study of Tesco plc.International Journal of Risk Assessment and Management, 7(8), p.1074.