After Considering The Scenario Completing The Assigned Read

After Considering The Scenario Completing The Assigned Readings And P

After considering the scenario, completing the assigned readings and practice learning activities, and paying particular attention to the section on authority, this memo aims to evaluate the impact of creating a new management position within the organization. The primary focus is on how establishing a new coordinating management role between the executive level managers (CEO and CIO) and the location managers can facilitate the company's growth and strategic objectives.

Introducing a dedicated coordinating management position can significantly enhance organizational efficiency and communication. This role would serve as a bridge between top executives and the operational managers at the locations, ensuring that strategic directives are effectively translated into actionable plans at the ground level. Such a position would streamline decision-making processes, reduce the communication gaps among different management levels, and foster a unified approach towards expansion initiatives, including franchising and internal growth through venture capital funding.

By having a specialized coordinator overseeing the location managers, the business can better align its operational activities with its strategic growth plans. The coordinator would monitor performance metrics, facilitate resource allocation, and ensure consistency in service delivery across all locations. This alignment is particularly crucial as the company endeavors to expand into new geographic regions and diversify its product or service offerings, both of which require cohesive management and agile responsiveness.

Regarding the appointment of this new position, promoting an existing manager, such as one of the competent location managers who have demonstrated exceptional management skills, could be advantageous. Promoting from within offers familiarity with the company’s operations and culture, which can aid in a smooth transition and quicker impact. However, this approach might limit the perspective to existing internal dynamics and could overlook potential innovative approaches from external candidates.

Alternatively, considering external candidates with specialized experience in organizational coordination or strategic management could infuse fresh ideas and competencies into the role. Such candidates might bring broader industry insights, advanced leadership skills, and a fresh perspective that could catalyze the company’s expansion strategies more effectively. The decision to fill this role should involve a collaborative process that includes the CEO, CIO, and perhaps an HR representative to evaluate internal and external candidates objectively.

Decisions regarding the creation of this new position and the selection process should ideally be made by the top management team, specifically the CEO and CIO, given their strategic oversight and operational responsibilities. Their combined authority ensures that the new role aligns with organizational goals and that the appointment process is transparent and effective.

If the new position is created, the levels of authority within the organization will expand to include the new coordinator, who would operate at an intermediary management level. The hierarchy would thus encompass the CEO and CIO at the top, the new coordinator acting as a middle manager overseeing the location managers, followed by the location managers, then the team supervisors, and finally the customer associates. This structure enhances both vertical and horizontal communication channels, enabling more efficient operational control and strategic alignment.

In conclusion, establishing a new coordinating management position has the potential to significantly improve organizational cohesion, streamline decision-making, and support strategic expansion efforts. Whether filled internally or externally, careful consideration should be given to the candidate’s experience, leadership capabilities, and ability to foster a culture of growth. The decision-making authority should rest with the top executive team, ensuring alignment with the company's long-term vision and operational effectiveness.

Paper For Above instruction

The creation of a new management position within an organization is a strategic move that can greatly influence its growth trajectory. As the Chief Information Officer (CIO) and co-executive alongside the CEO, I recognize the potential benefits of establishing a dedicated coordinator role that bridges the gap between the company's top leadership and its operational frontlines. Strategic growth, particularly in a context of expansion into new geographic markets or diversification of products and services, necessitates efficient communication, cohesive management, and agile decision-making processes. A new coordinating position can help facilitate these elements by providing a centralized point of oversight and support for location managers.

The core advantage of creating a new management role—let’s call it the “Regional Operations Coordinator”—is the enhancement of organizational coherence. This individual would serve as an intermediary linking the CEO, CIO, and location managers, thereby ensuring that strategic initiatives are effectively communicated and implemented uniformly across all sites. By doing so, the organization mitigates risks associated with miscommunication, operational discrepancies, or delays that can hamper growth initiatives. Furthermore, this role would help unify the management approach, allowing the CEO and CIO to focus more on high-level strategic issues rather than day-to-day operational oversight.

One of the questions that arise when considering the establishment of this new role is whether an internal candidate—preferably an existing manager—should be promoted or whether an external candidate should be recruited. Promoting an existing location manager who has demonstrated strong leadership skills offers distinct advantages: familiarity with organizational culture, existing relationships, and a proven track record in managing the operations effectively. Such an internal promotion fosters employee motivation and loyalty and can ensure continuity within the organization.

However, there are also compelling reasons to consider an external candidate, especially one with specialized expertise in organizational coordination, strategic planning, and change management. External applicants may introduce innovative ideas, best practices from other contexts, and macro-level perspectives that internal candidates might lack. They could bring a fresh outlook, particularly if the company aims to accelerate its expansion and diversification strategies, which often require outside-the-box thinking.

The decision regarding who should fill this role must rest with the top management—specifically, the CEO and CIO—who possess the strategic and operational authority to authorize new positions and select appropriate candidates. Their joint leadership ensures that the new role aligns with the overall organizational strategy and leadership vision. Additionally, involving HR professionals in the selection process can help conduct a fair assessment of internal and external candidates, ensuring the optimal choice for driving organizational growth.

With the addition of this new management position, the company’s hierarchy will expand to include the coordinator at an intermediate level of authority. The leadership structure would now consist of the CEO and CIO at the top, followed by the coordinator managing the location managers across the different sites. Below the location managers are the team supervisors, overseeing customer associates. This layered structure promotes both vertical and horizontal communication, allowing strategic directives to flow effectively from the top while enabling operational oversight at the location level. This framework supports greater delegation, accountability, and responsiveness, which are critical for scaling operations and managing increased complexity as the business grows.

In conclusion, creating a new coordinating management position is a strategic decision that can significantly facilitate the company's expansion plans. By providing a dedicated role to oversee operations at the location level, the company can better align its day-to-day activities with its strategic objectives. Whether filled internally or externally, the choice of candidate should be thoroughly evaluated by the top management team to ensure that the new role effectively supports the organization’s growth ambitions. Such an organizational enhancement not only bolsters operational efficiency but also underscores the company’s commitment to strategic expansion and long-term success.

References

• Daft, R. L. (2018). Organization Theory and Design. Cengage Learning.
• Robbins, S. P., & Coulter, M. (2018). Management. Pearson.
• Chandler, A. D. (1962). Strategy and Structure: Chapters in the history of the American industrial enterprise. MIT Press.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic Management: Concepts and Cases. Cengage Learning.
• Mintzberg, H. (1979). The Structuring of Organizations. Prentice-Hall.
• Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications.
• Meyer, J. W., & Rowan, B. (1977). Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83(2), 340-363.
• Johnson, G., Scholes, K., & Whittington, R. (2020). Exploring Corporate Strategy. Pearson.
• Barney, J. B., & Hesterly, W. S. (2019). Strategic Management and Competitive Advantage. Pearson.
• Fiedler, F. E. (1967). A Contingency Model of Leadership Effectiveness. Advances in Experimental Social Psychology, 4, 149-190.