Managing Up An Integrated System Of Management

Within any successful team, you will find leaders, it need not be the manager, and it doesn’t have to be the same person all the time, you only have to look at any successful sports team to see that there are numerous leaders and within the team each person knows the role they have to perform at any set moment and can change as the situation needs. This has been well explained in the Belbin Team Architecture.

The leader gives projects, tasks and support and the team should be able to operate on its own.

Create feedback mechanisms whereby upper management can modify processes to improve quality of outputs and program design structure.

The Organizations have evolved over the years and from the Concept of people management they slowly have moved towards the concept of System managements and this is how an organizations needs to aim to grow and to succeed in growing complex market environment.

Outsourcing and downsizing due to company policy and financial might has caused considerable changes in the structure of the organization. The effect of globalization and advancements in technology has transformed how management practices are being executed.

* What organizational structure, management processes, and philosophy will foster superior performance from the company’s business units?

To ensure that transparency is instilled throughout this organization, managing up is utilized as a way for both managers and subordinates to hold one another accountable for a healthy work relationship.

McNamara, Carter (November 19, 1996) Free Management Library, title of article: “Guidelines for Organizational Design”. Retrieved May 21, 2011 at: http://managementhelp.org/org_thry/design.htm.

Managers who comprehend the value of employee input and appropriate delegation which will foster the growth and development of their team

Strategies of organizing; there are various ways of running an organization. The company runs its departments in similar ways. They need to attract the employee’s visions of the manager and develop them into similar views. There needs to be a method of incorporating the views of the management to improve the communication between management and staff. (Conrad, Scott Poole, 2005)

Review the chapter carefully, and choose the organizational design orientation that you feel can best guide you in developing the design for Mr. Woody.Review the chapter carefully, and choose the organizational design orientation that you feel can best guide you in developing the design for Mr. Woody.Review the chapter carefully, and choose the organizational design orientation that you feel can best Exercises 6.2 Experiential The Woody Manufacturing Company OBJECTIVE To apply the concepts learned about structure and agility at the individual, group, and organizational levels in designing the Woody Manufacturing Company. TASK 1 (INDIVIDUAL ASSIGNMENT) a. Read the following case study of the Woody Manufacturing Company. b. Review the

In an economic environment where organizations are being downsized and flattened because of industry consolidation and computerization, the benefits of managing up are endless. Managing up and across an organization allows for greater intradepartmental teamwork, cooperation and collaboration on projects, especially when managers are continually asked to do more with less. Most importantly, managing up builds greater trust between the employee and his or her supervisor, expands the employee’s autonomy within the

Management has experienced remarkable shifts in the way that organizations conduct business particularly in the last century, due to the evolving workplace as well as tremendous changes in the roles of leaders in organizations. Early managers often relied on authoritative tactics to get the job done, which we have learned from history does not work very well for many modern organizations. In this paper, I will be analyzing the management approach my organization takes and whether this is the best approach to meet organizational goals and whether or not my organization may benefit from adopting a different approach or combining multiple approaches.

(1) The five “eras” of budgeting policy discussed by Mitchell and Thurmaier in their article “Currents and Undercurrents in Budgeting Theory: Exploring the Swirls, Heading Upstream” are the Control Era, Management Integration Era, Planning Era, Policy Era and Collaboration Era. The Control Era lasted from 1906 until 1938 and was dominated by efforts by the public to regain control over budgetary and tax policies; Progressivism was a powerful movement, and it helped drive the movement to create more defined budgets, leading to the establishment of the executive budgeting system and line item budgeting. The Management Integration Era, between 1939 and 1965, saw another increase in executive control over budgeting in order to keep pace with the expanding bureaucracy. Line item budgets were moved away from in favor of lump sum grants to federal agencies and the budgeting process began to be viewed more as a political process than an economic one, as differing interests among politicians determined how much money would be allocated to each agency or project. Next came the Planning Era from 1960 to 1978 and was shaped by the Cold War and Great Society programs. Budgets were now planned years ahead using the Planning-Programming-Budgeting-Systems, and economists proposed applying macroeconomics and microeconomics to understand various facets of the budget. Between 1978 and 1992 was the Policy Era, which saw significant cuts in federal grants to the states and returned budgetary

“Management is the planning, organizing, leading, and controlling of mankind and other resources to achieve organizational goals efficiently and effectively (University, p 4 2011)”. The greatest achievement of an organization is to provide goods and services that customer’s value. The managerial department of an organization has the power to determine the performance of the employee’s, which directly affects the quality of the service or product that is being supplied to the customer. “Managerial tasks are essential for effective management, which involves planning, organizing, leading, and controlling (University, p 6 2011)”. Planning is the process of identifying the suitable goals of an organization and how they will be implemented in the company. Organizing is the procedure that determines the departments of an organization. When departments have been established the next step is to decide who will work best at a particular job. The development of organization inside a business will form the organizational structure for the company. “Leading is the ability to inspire and organize individuals to work as a team to complete the goals of the business in an efficient and effective manner (University, p 9 2011)”. Controlling is being able to assess the procedures of a company and eliminate or change any strategy plans that are not showing high- performance levels. Controlling may consist of monitoring