After Considering The Scenario Completing The Assigned Readi

After Considering The Scenario Completing The Assigned Readings And P

After considering the scenario, completing the assigned readings and practice learning activities, paying particular attention to the section on authority, you are tasked with composing an interoffice memo. The memo should be at least one full double-spaced page in length, addressed to the company CEO, who is also your co-executive in the business. The primary purpose of this memo is to describe the potential impact of creating a new management position within the organizational structure.

In your memo, you should respond to the following key points: How would establishing a new coordinating management role between the executive level managers (CEO and CIO) and the location managers benefit the company's growth? Consider whether promoting an existing manager within the organization is the best approach for filling this new position. If promotion is not ideal, suggest an alternative source for hiring or promoting a suitable candidate. Additionally, identify who within the organization should be responsible for making these decisions.

Furthermore, outline the levels of authority and management hierarchy that would be involved should this new position be created. This includes specifying the management levels from the new position up through the executive leadership, considering how this structure would facilitate the company’s strategic goals.

The scenario involves a business with eight locations, a vertical organizational structure comprising an accountant, location managers, team supervisors, and customer associates. The business aims for expansion into a new geographic region and to broaden its product or service offerings. The current challenges include the partner’s limited time, as they spend much effort supporting location managers, and the observation that some location managers demonstrate significant management skill, warranting the creation of a new coordination role to free senior leadership to focus on strategic planning.

Paper For Above instruction

To: [CEO’s Name]

From: [Your Name], Chief Information Officer

Date: [Today's Date]

Subject: Proposal for a New Management Position to Facilitate Business Growth

As our company prepares to expand into new markets and diversify its offerings, establishing a dedicated management role to coordinate operational activities across our locations can significantly enhance our strategic capacity. Currently, the management structure involves location managers overseeing day-to-day operations, with team supervisors and customer associates executing specific responsibilities. While this structure has served well in maintaining operational efficiency, it presents limitations in managing the increased complexity associated with expansion strategies such as franchising or internal growth through capital investment.

Introducing a new coordinating management position—potentially titled Regional Operations Coordinator—would serve as a bridge between the executive leadership (CEO and CIO) and the location managers. This role would centralize communication, streamline decision-making, and ensure consistent implementation of strategic initiatives across all locations. By doing so, it enables the CEO and CIO to dedicate more time to high-level planning and partnership development essential for expansion, including evaluating franchise opportunities or venture capital options. Such a position would foster better alignment between operational performance and strategic objectives, ultimately reducing response times and enhancing adaptability in a competitive market.

Determining the best candidate to fill this position involves weighing internal vs. external sources. Promoting an existing manager—specifically one who has demonstrated strong leadership, comprehensive understanding of local operations, and strategic thinking—could be advantageous as they are already familiar with our organizational culture. This internal promotion would also motivate employees and reduce onboarding time. However, if no current manager possesses all necessary qualities or experience, hiring externally may be more beneficial. An external candidate with experience in multi-location management or strategic coordination could bring fresh perspectives and specialized skills vital for navigating expansion challenges.

Decisions regarding the creation and staffing of this new position should be made collaboratively by top management, primarily involving the CEO, CIO, and perhaps the senior HR leadership. These stakeholders possess the strategic overview and authority to approve structural changes and allocate resources appropriately. They should evaluate candidate qualifications carefully, considering the company’s immediate needs and long-term growth aspirations.

In terms of management hierarchy, the new Regional Operations Coordinator would report directly to the CIO, aligning with existing management levels. They would oversee the location managers, providing guidance and support, and coordinate with team supervisors and customer associates accordingly. This creates a layered authority structure where strategic initiatives flow from the CIO downward, with the coordinator facilitating operational execution across locations. Such a structure enhances clarity in authority, enables better delegation, and ensures accountability at each level.

In conclusion, creating a dedicated management role focused on coordination between executive leadership and location managers is a strategic move that can accelerate growth. It empowers top management to concentrate on high-level expansion efforts while ensuring operational consistency and responsiveness at the local level. Careful selection of the candidate, either through promotion or external hiring, and clear decision-making authority are crucial for the success of this structural enhancement.

References

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• Robbins, S. P., & Coulter, M. (2018). Management. Pearson.
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• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases. Cengage Learning.
• Mintzberg, H. (1979). The Structuring of Organizations. Prentice-Hall.
• Luthans, F. (2011). Organizational Behavior. McGraw-Hill.
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