Advanced Management Essay Example
Advanced Management 8
In the modern world, there is a wide array of organizational structure available for selection for people intending to venture into business. The RED characterized with a predatory type of leadership and management, ORANGE a structure that objective driven and keen on beating competition or TEAL that supports the fact that life should unfold naturally rather than being planned for objectively. The rate at which human consciousness is evolving overtime, the speed is perhaps the very basis of coming up with the solution on the model of organization to be adopted. Mangers are finding out that not a single strategy is complete and perhaps integrating traditional management and TEAL could prove decisive in unmasking the complexities and the uncertainties in the business world today.
Most cooperate business are open to the fact that TEAL is the way to go but are reluctant to abandon the traditional norms as suggested by Nistor & Antune, (2017.Pg.33). Embracing a new idea that has yet little to show in terms of success can be a huge gamble for most businesses. Rightfully though there is concern over the point in time to drop the traditional paradigm and adopt TEAL. Suitability of TEAL to the organization in question is a matter that is critical and begs for careful analysis. It is equally important to determine whether its valuable to adapt TEAL completely in an organization or not to.
In This text the merits of integrating the concept of TEAL in the traditional dominant organization ORANGE will be emphasized. It is prudent to identify what does not work for your organization and swiftly replace it with what works. For traditional organizations this means adapting TEAL concept that operates in the best of their organizations interest. The text shows the points of transition from ORANGE to TEAL as encountered from routine organizational operations.
Benefits of TEAL
The merits of organizations adapting this structure are often spread over three broad spectra:
The detailed explanation of how these three areas make TEAL along with its concepts inclined towards Holacracy ideal for adaption by organizations pursuing success are provided as follows:
For more effectiveness of the operations, staff is divided into teams that are otherwise referred to as circles. The teams are self-organized to execute an intended purpose or meet a certain aim. This means that it has the power to define its own role and responsibilities as discussed by Tietze et al, (2017.Pg.55). Each circle or team is a holon and has the mandate to execute its self assigned tasks. This aspect fosters cooperation among different circles in the organization. When Zappo company for example, adapted the idea of holacracy which is the main practice in TEAL it was able to resign its employees who felt that the idea was more cultural and inclusive in nature.
Decentralized Decision Making
The decision making function of each circle is dependent on other circles and the operations of any single circle is in way or the other linked to another circle usually a greater circle. It is however important to note that the circles are always linked such that the possibility of assigning status is eliminated. Ideally all the circles in a TEAL operation are equal in stature as shown by Taylor, (2016.Pg.67). This ensures there is more wholesome decision making process where everybody’s inputs are respected. In addition to increased efficiency this also serves to motivate the employees of the organization that practices TEAL type of management.
With this kind of organization one member of a circle can act in the best interest of the circle alone. This precedes the fact that circumstances may demand one to call a short on behalf of the team. Anybody can for instance spend any amount of money on a certain undertaking as long as the provided advice process is respected. Holacracy provides room for individuals to act in their best judgment when faced with situation that need swift action as illustrated by Foster et al, (2016.Pg.55). This cultivates a certain culture in the organization. Each member feels responsible for the success and failure of the organizations operations and consequently is obliged to act in the best interest of it.
As opposed to traditional dominant management where supervisors are imposed on groups, the secretaries and representatives of circles are elected via a clear process that involves all the members of the circle. This follows the path shown below:
Describing the role
Filling the ballot
Reading the ballot
This process motivates the circle employees as they feel that their say in leadership selection is respected as shown by Hooper, (2016.Pg.22). They are represented in bigger circles linked to theirs by people they elected. The overall effect is a pull in the same direction. Employees can thus work comfortably for the same purpose.
Coordination and Meeting
One principal aspect of this type of organization is coordination. This is only attainable if the entire organization is speaking the same language which has the same meaning overboard. Meeting is thus held periodically to ensure that this is just the case as demonstrated by Wang et al, (2017.Pg.77). The meetings do not provide a political platform but an arena for people to convey their shared interest and welcome the teams to adapt ideas that are pivoted towards the meeting of say circles objectives. Traditional ORANGE organization that is often objective driven should learn from this and perhaps find a thing or two to change in their managerial aspects. These meeting are often not inclusive and are held to communicate orders that have already been coined from the top management. The employees are expected to execute communicated directives without question. The effect is that they will feel less important and this unavoidably leads too loss of motivation.
Simple Project Management Tools: Strategy Maps and Performance Indicators
Given the nature of TEAL organization that life unfolds as it should and that changes should be sensed and action taken, they employ the most basic of strategic management and performance control tools. This is however done cautiously with the accumulated effects well documented and often referred to when similar events recur as shown by Gianni et al, (2017.Pg.88). This is in line with Peter Ducker’s famous quote, “the greatest danger in turbulence is not the turbulence, it’s to work with yesterdays logic.” TEAL organization structure is a work in progress and adapting it is purely based on trust that it will work as it has in companies that have applied it already for example Zappos and Morning Star.
They thus are able to use a strategy map that takes into account growth, finances, customers, process and technology, social-environment and human resource. From the strategic map attached in the appendix it is clear the interrelated nature of aspect in this structure. All its functions are integrated to the realization of a common goal as discussed by Foster et al, (2016.Pg.53). The financial function is obligated to increase sales and margins but has to coordinate with the customer service team to ensure that even as this is done the customers are satisfied hence retained. The production circle is tasked with ensuring that the brand leaves a strong impression on the customers and that production is done in a socially and environmentally sustainable way. All these aspects further show that this is a very integrated approach to management. It attempts to involve as much as possible all the stakeholders.
As a standard customary practice of just about most other businesses, companies and organizations that have adapted TEAL in their management have a means of knowing if their objectives are meeting performance requirement or not. This is however very simple. The idea is to keep proceedings as natural as possible. The business is deemed to be a living entity and thus capable of molding its own course as suggested by Gond et al, (2016.Pg.45). The illustration in appendix two shows a diagnostic Dividend approach. It measures the organizational outcomes and correct variances from the present standard performance.
This is a vital aspect of TEAL organization as it draws no lines among circles members. This goes a long way in promoting mutual responsibility. As already discussed earlier this gives one person the authority to take an initiative on behalf of the circle to which he belong as illustrated by Loucks et al, (2017.Pg.62). There are no restrictions as to whom to do what and when to do it. The only factor that determines such parameters is circumstance like who is where and when. This provides a simple answer to questions like who will do A now that B is absent. The simple answer of course is anyone based on one basic operational principal, initiative distribution is equal.
TEAL organization is often focused on the cultural growth and promotion among its various members. This explains why Favi employees did not quit upon a shift from traditional management to TEAL. They see in TEAL a more cultural diverse yet integrative model of operation. There is no bias or discrimination based on whatsoever aspect of life in question as suggested by Phillips et al, (2017.Pg.42) . Variances in age, gender, race and ethnic background are only used to come up with a stronger model of a future way to go business organization style, the TEAL approach.
Traditional dominant paradigm often has an autocratic form of conflict resolution. The offenders are often reprimanded by members of higher managerial rank they did not even participate in electing in the first place. The guilty are often punished most commonly by being sucked as shown by David et al, (2017.Pg.88). In contrary TEAL has a more integrated approach on conflict resolution, one that leaves everybody happy and contented. Regular time is devoted to address conflicts. Circle or team members meet under the leadership of a chair they elected and conflicts are heard. Members are freely allowed to give inputs regarding the issue at hand. The conflict is cordially debated till consensus and no one is punished in any way since members strive at all cost to treat each other with the respect of equals.
Absence of Job Title
In the initial stages of most forms of businesses units such as partnership, questions arise as to whom will be in charge of what and to what extent does he control that aspect. This in most cases only works to create a tense atmosphere which can further lead to conflict. Businesses can transition to TEAL by gradually adapting its most effective principals. In this case TEAL excels yet again as it has no job titles especially in the preliminary phases of its operation as demonstrated by Pestoff, (2016.Pg.90). This means that selfhood shapes roles and individuals are only able to work in fields that they are more naturally suited. This aspect relates to specialization in the traditional dominant ORANGE model of organization. This further demonstrates that a relationship between the two is present hence the models are in a way interdependent.
In the TEAL world organization are seen as living entity with the ability to sense and dictate their own courses of action. This approach does not need predict and plan framework since the organization is deemed to be constantly evolving as shown by Taylor, (2016.Pg.20). It thus adapts to what’s best to its operations at the present time.
The strategy put in use in TEAL organizations is in most case generated organically. This is arrived at through collective intelligence. Every member of the various circles or teams as discussed earlier play their role in the best interest of the organization at large and at their best judgment and keenly observe the strategic map and shape that the business is naturally taking as shown by Hooper, (2016.Pg.79). For examples should Kodak have determine early enough that film industry was taking a digital shift and adapted or responded promptly it would not have collapsed.
Decision making is inclusive of each member of a team. This does not necessarily mean that the members assemble in a meeting to try and arrive at critical decisions. It simply means that each team member remains loyal to their tasks acquired almost naturally. In the process of everyone doing part diligently it becomes possible to listen to the organization and its purpose as discussed by David et al, (2017.Pg.11). Decisions are not dictated from the blues but rather made based on the indications the business is giving as best for its survival.
For most conventional businesses especially ones that use the ORANGE approach, profit is the prime objective. This explains why such businesses are so focused on emerging top in competitive scenarios. In the process they tend to forget about other aspects of the business that are equally important for example customer satisfaction and brand construction as brought out by Phillips et al, (2017.Pg.34). For businesses employing holacracy, profits come naturally when members of respective teams do the right thing.
In a world of business dominated by the traditional dominant ORANGE it’s almost impossible to make companies change their strategies to align with TEAL. Rightfully there is no a single way to determine whether or not its time to change strategies. However, practices of both can be applied. The strong practices of TEAL may be in cooperated to traditional practices. For examples autocratic method of electing supervisors can be withdrawn and replaced by more inclusive approach that involves the people for whom a supervisor will be assigned.
Investors intending to involve themselves with the business world for example company ownership need to critically analyze the suitability of TEAL to their proposed organizations before deciding on whether or not to adapt it. They may also determine if there is basis for borrowing its ideas in operating on another system like the ORANGE.
In order to do this they need to have a clear in sight about the merits of TEAL that are widespread across the three parameters self management, wholesomeness and evolutionary practice. All these aspects basically emphasize the fact that TEAL organizations are deemed as a living entity with the ability to sense and determine a course of action. Decision making and operations are inclusive and the business is constantly evolving to create ideal condition for its operation at the present time.
David, F.R., David, M.E. and David, F.R., 2017. The Integration of Marketing Concepts in Strategic-Management Courses: An Empirical Analysis. SAM Advanced Management Journal (07497075), 82(1).
Foster, G., O’Reilly, N. and Dávila, A., 2016. Sports Business Management: Decision Making Around the Globe. Routledge.
Gianni, M., Gotzamani, K. and Vouzas, F., 2017. Food integrated Management Systems: Dairy industry insights. International Journal of Quality & Reliability Management, 34(2).
Gond, J.P., Cabantous, L., Harding, N. and Learmonth, M., 2016. What do we mean by performativity in organizational and management theory? The uses and abuses of performativity. International Journal of Management Reviews, 18(4), pp.440-463.
Hooper, M.J., 2016. The global business handbook: The eight dimensions of international management. CRC Press.
Loucks, D.P., Van Beek, E., Stedinger, J.R., Dijkman, J.P. and Villars, M.T., 2017. Water resources systems planning and management: an introduction to methods, models and applications. Deltares, UNESCO-IHE, Springer.
Nistor, M. and Antunes, C., 2017. Integrated management of energy resources in residential buildings-a markovian approach. IEEE Transactions on Smart Grid.
Pestoff, V., 2016. Democratic innovations: Exploring synergies between three key post-new public management concepts in public sector reforms.
Phillips, L.A., Leventhal, H. and Burns, E.A., 2017. Choose (and use) your tools wisely:“Validated” measures and advanced analyses can provide invalid evidence for/against a theory. Journal of behavioral medicine, 40(2), pp.373-376.
Taylor, A., 2017. Perspectives on the University as a Business: the Corporate Management Structure, Neoliberalism and Higher Education. Journal for Critical Education Policy Studies, 15(1), p.117.
Tietze, S., Tansley, C. and Helienek, E., 2017. The translator as agent in management knowledge transfer. International Journal of Cross Cultural Management, 17(1), pp.151-169.
Wang, Z., Zhao, Y. and Ning, X., 2017. Integrated Information Management System of Building Materials Based on BIM Technology in Life Cycle Carbon Emissions. In Proceedings of the 20th International Symposium on Advancement of Construction Management and Real Estate (pp. 345-353). Springer Singapore.
Strategic map: simple model
Increased sales increased margins
Brand establishment customer innovation
Process & technological perspectives
branding customer innovation
social impact occupational hazard
Human resource perspective
The Diagnostic Dividend
Selected strategy implementation
Strategic uncertainties strategic uncertainties
Measures and targets
Decisions and actions
More Important Things