Leadership in Action, Culture, Strategic Change

Leadership in Action, Culture, Strategic Change 07-09-2010 Dr. Yvonne Catino Abstract: This article focus on S&F methods of control, current organizational cultures, S&F strategy to improve, and how the improvements could affect S&F future. Smith and Falmouth (S&F) a midsize tele-shopping mail-order network (University of Phoenix, 2010). S&F methods of control is a systematic process through which their project manager, logistics manager, and marketing manager who reports to the COO, regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance (University of Phoenix, 2010). S&F strategy to improve involves organizational comprehension, reward structure, and internal support systems (University of Phoenix). The organizations improvements should lead S&F to empowerment, a profitable successful future. Introduction Leadership actions are individual and specific. The competence to supervise others generally defines Leadership in most dictionaries (Hopen, 2010, p. 4). Leaders obtain a position of power, have the most information, and give orders (Daan, Knippenberg, Rus, Wise, 2010, p. 509). This paper will address S&F methods of control, current organizational cultures, S&F strategy to improve, and how the improvements could affect S&F future. S&F Methods of Control Management of any organization must establish control methods adapt to its organization’s goals, and assets (Gustav, Tomek, Vavrova, Vera, 2010, p. 6). Control methods share several common characteristics. Control methods should include some of characteristic such, as crucial points, integrate into established processes, acceptances by employees, availability of information when needed, economic feasibility, accuracy, and comprehensibility (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). The formal organizational structure of S and F Company consists of a formal chain of command (University of Phoenix). Organizational control is taking a systematic approach to understanding if you are doing what needs to be done. The critical points include areas of an organization’s operations exactly affect the success of its key operations. Controls must consummate within these organization’s operations and should not bottleneck operations (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). When Employees are involved in the configuration of controls there involvement can increase acceptance. The need to prioritize is usually important to complete assigned projects (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). Costs associated with the projects the benefits of controls outweigh the costs. Accuracy provides factual information truthful, and constant. Controls must be easy to understand (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). Smith and Falmouth (S) a midsize tele-shopping mail-order network (University of Phoenix, 2010). S methods of control is a systematic process through which their project manager, logistics manager, and marketing manager who reports to the COO, regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance (University of Phoenix, 2010). The managers are made aware of targeted volumes, they receive appropriate budget figures with other well defined objectives and standard of performance (University of Phoenix, 2010). Informal cultures have roots within formal organizational structures (Gottieb, Levin, 2009). S Organizational Culture Although informal cultures become apparent spontaneously among members of an organization themselves, it is shaped by the formal structure of the organization (Thomson, 2010, p. 85). Organizational culture is a concept in the avocation of organizational studies, which construe the psychology, attitudes, experiences, personal, and cultural values (Mclean, Yang, Zheng, 2010, p. 763). The formal organizational structure of S and F Company consists of a formal chain of command (University of Phoenix). S Strategy Implementing strategy involves creating ways things are done, eliminating strategy proficiently& efficiently, and accomplishes results in timely manner (Mclean, Yang, Zheng, 2010, p. 763). S strategy to improve involves organizational comprehension, reward structure, and internal support systems (University of Phoenix). This strategy organizes employees around specific knowledge or resources (Thomson, 2010, p. 85). This can be seen by how S is currently divides into the product divisions: a web development team, a logistics team, and a marketing team (University of Phoenix). S strategy to improve will affect the size, organizational structure, individuals, groups, and teams. The organizations improvements should lead S to empowerment, a profitable successful future. In Conclusion It is very important to keep in mind an organization willingness to change. Strategic changes encompass introducing something new and consequentially deviating from what is viable in an organization (Alexander, Battilana, Gilmartin, Pache, Senqul, 2010, p. 422). Changes in organization can lead to consternation between organizational and individual interests, which can result in ethical and legal problems. Strategic change in organizations is very important and inevitable (Mcgurik, 2010, p. 457). References Alexander, Battilana, Gilmartin, Pache, Senqul, (2010). Leadership Competencies for Implementing Planned Organizational Change, Leadership Quarterly, Vol. 21, Issue 5, p. 422. Retrieved on July 5, 2010 from https://web. ebscohost. com. ezproxy. apollolibrary. com Daan, Knippenberg, Rus, Wise, (2010). Leadership self-definition and leader self-serving behavior. Leadership Quarterly, vol. 21, Issue3, p. 509. Retrieved on July 5, 2010 from https://proquest. umi. com Gottieb, Levin, (2009), Realigning Organization Culture for Optimal Performance: Six principles & eight practices. Organization Development Journal, Vol. 27, Issue 4. Retrieved on July 5, 2010 from Development Institute. Gustav, Tomek, Vavrova, Vera, (2009), Operation, Operative or Operational Production Management. Ekonomie a Management, Vol. 12, Issue 4. p. 46. Retrieved on July 5, 2010 from https://www. ekonomie-management. cz Hopen, (2010), Leadership and Change. Journal for Quality & Participation, vol. 32, Issue 4 p. 3. Retrieved on July 5, 2010 from https://proquest. umi. com Mcgurk (2010) Outcomes of Management and Leadership Development. Journal of Management Development, Vol. 29 Issue5, p. 457 Retrieved on June 27, 2010 from https://web. ebscohost. com. ezproxy. apollolibrary. om Mclean, Yang, Zheng, (2010) Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, vol. 63 Issue 7, p. 763. Retrieved on July 5, 2010 from https://web. ebscohost. com. ezproxy. apollolibrary. com Thomson, (2010), The art and Science of experimental leadership: culture at the core of process change success. Journal of Business Strategy, Vol. 31 Issue 4, p. 85. Retrieved on July 6, 2010 from https://web. ebscohost. com. ezproxy. apollolibrary. com University of Phoenix Retrieved on July 6, 2010 from https://www. phoenix. edu

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