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Strategic Direction

Discuss about the MM76 for Provide Leadership Across the Organization.

The main purpose of this report is to define strategic direction for ZieTel for opening a new business centre in Sydney. It discusses the company's current objectives, values, and standards. Additionally, it also discusses the importance of building positive environment and work culture, application of motivational tools and ethical principles as well as the use of leadership style to resolve the conflicts.

Strategic directions are identified and set by the management for the organization to determine the guidance and aim with the use of suitable strategies (Pereraa and Peirob, 2012). It also sets the framework to move forward and define suitable actions to reach at aim. In concern to the new Sydney office, three aspects are identified towards which the strategic direction will be set. First, aspect is the new business centre's mission, which will also define the ultimate aim of the company (Bunn, Savage, and Holloway, 2002). The mission of the centre will be "to provide coffee machines which are within expectation of cafes and restaurants' reliability, efficiency and sustainability."

Secondly, the long-term vision will be determined as " to get a leading position in Australian market by providing sustainable and reliable products to customers. After this, to define the strategic directions, the firm's internal and external market will be assessed. For the reason, it would be helpful in identifying best strategies to ensure the achievement of long-term vision and mission.

The identified and set strategic direction for the company is to successfully open the new business centre in Sydney and recruiting of staff successfully. At Sydney office, to ensure the success of the company, some people will be hired externally, who are highly skilled, knowledgeable and experienced, and some will be transferred from the Melbourne office. This strategic direction matches with the company's core objectives, resources, and other environmental situations, thus would be beneficial to ensure business growth and success (Pereraa and Peirob, 2012).

Objectives

The listed below are the objectives that are in accordance with the company's strategic direction:

  • To become a number one importer in the market (Sydney) for imported Espresso coffee machines in the next three years.
  • To attain a profit margin growth of 5% in the next three years.
  • To keep constant growth in profits and market share and increase long-term shareholder value.
  • To attain the environmental objective of reducing the company's carbon footprint by 10% within the next three years.
  • To build a team of highly motivated, committed, encouraged and self-directed people.

Values

The organizational values are the set of rules, principles, and cultural background that govern a company and its behaviour. The main values of the company include innovativeness, efficiency, customer satisfaction (through high quality product, effective services, and competent prices), job satisfaction, prosperity, supplier relationship, increase profits, and create shareholder value. Its values also include ethical behaviour and environmental protection system to develop long-term brand image.

Objectives, Values and Standards

Standards

The company promotes high standards including respect, integrity, honesty, fairness, and code of conduct. In addition, ZieTel also promotes ethical standards to make sure about the long-term business survival. The above values and standards will also be followed by the employees at the new Sydney office to successfully attain the predetermined objectives. Ethical requirements of the new staff will be related to maintain honesty, respect, unity, share information, and compliance with code of conduct.

It is identified that the terms organizational values, objectives and standards are related with each-other. It is assessed that all these support managers in successfully accomplishing the company's strategic objectives. The company's values and standards are linked with each-other as standards are established based on the organizational values or values are based on the business standards or different systems and processes (Schermerhorn, 2010). For example, ZieTel's business values such as innovativeness, satisfaction of customer, environmental protection, etc. meet with the business standards such as honesty, fairness, etc. Furthermore, business objectives are also established by considering the business value and standards. For instance, ZieTel's business objectives consider the organizational value to create shareholder value and enhance customer satisfaction rate.

In order to ensure the attainment of all the business objectives, linkage between objectives and individuals' responsibilities is also developed. For instance, firstly, a team of highly skilled and motivated staff is developed to make sure the attainment of business objectives. Additionally, responsibilities are defined and allocated in such a way that ensure the achievement of objectives (Hodges, 2016). For example, it is the responsibility of the HR manager to recruit right people for right job in the company. Additionally, HR manager has also the responsibility that the selected employees have the skills to discuss issues so that their solutions can be identified adequately and timely. It would be helpful to attain business objectives related to attain profits, improve market share, and ensure the long-term business growth and success. It is because the inclusion of highly talented and skilled staff in the business would be beneficial to produce and deliver high quality of products to customers with excellent services.

To ensure the achievement of strategic objectives, it is essential that there is clarity of organizational goals and roles to different employees. It is because when roles and goals are clear to the team members, they know what is expected to them and how they can fulfil those expectations. To aware employees about the company's expectation, regular communication will be ensured in terms of communicating mission, objectives, vision, values, strategies, authorities, responsibilities, and accountabilities (Cowan, 2000). At the same time, suitable communication channels will be used to clearly communicate with different internal and external stakeholders. In this, the use of appropriate channels would ensure that all the employees are engaged, highly committed and inspired to contribute in the organizational success.

Linkage among Organizational Values, Objectives and Standards

Both direct and indirect communication methods will be used to communicate with individuals. For example, regular meetings, e-mail conversions, company reports, training, etc. would be used to communicate expectations to the individuals. In this, the direct communication with the employees would be helpful to build commitment to attain the business objectives and contribute in the long-term success (Pereraa and Peirob, 2012). For example, supervisor can directly communicate with the staff and can support them in their jobs and provide adequate guidance and feedbacks. All these would be beneficial to enhance employees' commitment level. In addition, the direct discussion on performance measurements, reward systems, etc. can also be beneficial to improve the employees' commitment level.

Moreover, through the use of appropriate communication channels such as memos, annual reports, and other reports, regular communication with external stakeholders will also be maintained (Henry, 2008). It would also be beneficial to retain their trust in the business and make sure about the success. In last, the ethical behaviour will also be maintained during communication with different groups of people. For instance, disclose of all necessary information, maintain confidentiality of information where required, etc. in order to fulfil the organizational objectives in an ethical manner.

Leaders/managers play as role models for how individuals should live their lives in both personal and professional manner through decision-making and behaving in ways that consistently present high values (Podesta, 2009). In order to become a positive role model it is not essential that how much the leader and manager achieve in the workplace, but it is important to show how he/she feels about being there. Similarly, to be the role model, the manager's behaviour will demonstrate that he feels very proud and happy to work with the company. Additionally, the manager would also talk enthusiastically about the new projects he/she plans to take on for the company, as it will also be beneficial to send a positive message resulting in becoming a positive role model. In addition, the use of positive words and actions, commitment to help others, valuing people and their ideas, and making other people feel valuable and important would also be beneficial to become a positive role model (Podesta, 2009).

Building of Positive Work Environment

In the new business centre of the company, the leader and manager will identify and develop positive work environments in order to inspire employees, meet expectations of the customers, and develop confidence of the investors. In order to build positive work environment, the manager would give attention to the working environment as forms of how things are done (Ulrich and Ulrich, 2010). In addition, smooth interactions between the workers and their supervisors would be ensured to develop positive work environment. Moreover, through collaboration and regular monitoring of the work environment, the manager would develop positive business environment (Marrelli, 2010). The manager would also ensure effective organizational communication, systems, policies, practices, and leadership behaviours to make effective the work environment. Additionally, through the celebration of wins, motivation of others, change the respond way, employee engagement, share of positive feelings, and the positive reinforcement, a sound working culture will be developed.

Relationship Between Objectives and Responsibilities

Effective communication and consultation are the best ways to build trust and confidence with employees. The manager would create an open working environment and will also utilize effectual channels of communication to make sure that the expectations of both employees and the employer are clear and well spoken. It will support the manager to tackle the employees' expectations effectively resulting in developing and maintaining trust in the company (Hodges, 2016). Additionally, the manager would also communicate the company's vision, mission, and values to the employees in order to build and maintain trust. It is because clear communication of vision and values will support employees to put their actions into right directions.

Moreover, the manager would also communicate to employees that they are valued and important partners for the organization, which will also be supportive in building and keeping trust with them. It is because when employees will feel that they are valued by the company, it will help them to develop trust. Similarly, consultation would also be helpful to build and maintain trust because it will ensure the availability of continuous communication process in the organization consequently building and maintaining employees' trust and confidence (Forth and Millward, 2002).

The manager would ensure that there is open and clear communication within the organization, to improve the current work culture (Nwadukwe and Timinepere, 2012). It is because when employees will have knowledge about the company's objectives, values, and working standards, they will work accordingly resulting in performing at a higher level. In addition, by building close relationship with employees, supporting their ideas, addressing their concerns and problems, appreciating their performance, hiring right people, and organizing regular meetings would also be beneficial for the manager to get better the organizational work culture.

Moreover, the manager would also make sure that the high performers are valued and rewarded to improve the current work culture (Marrelli, 2010). The manager would also work actively with employees to improve the work culture because it will facilitate employee engagement and commitment. The manager would use different resources such as capital, equipments, people, and processes to improve the work culture (Schermerhorn, 2010). For instance, current HR processes will be improved by involving HR managers. Additionally, effective communication channels will be used to ensure adequate, clear, and open communication. Additionally, more funds will be employed to implement effective information and communication system and change the current HR processes and system (Rudani, 2007).

Communication

Today's business environment is highly dynamic, competitive, and associated with global business challenges. In such a environment, it is essential for managers to consider global environment and new technologies in the workplace in order to ensure the long-term business growth and survival (Pride, Hughes, Kapoor, 2008). The manager would demonstrate the understanding of global business environment by building a continuous change management system and market research program. It is because as new production processes, new equipment and machinery, and computer systems are constantly evolving due to the global business environment, the implementation of change management program will be helpful to develop organizational capability to produce new products and services (Russell & Taylor, 2006). The manager would also show understanding of new technologies by changing the way to communicate with customers, distribution of products, and use of manufacturing equipment as per the changes taken place in the global technological environment (Pride, Hughes, Kapoor, 2008).

In addition, the manager would also implement information management system, decision support system, electronic communication system for both employees and customers with the use of new technologies (Conklin, 2010). Additionally, the manager would also implement environment sustainable technologies to compliance with the need of new technologies and global environment. New technologies will also be adopted for different work activities including hiring new staff and know about the customers' expectations for the new business centre. Moreover, to ensure the successful implementation of new technologies in the business, new ideas from the employees would be taken as well as meetings will be organized to discuss the benefits of using those technologies from both personal and organizational point of view (Pride, Hughes, Kapoor, 2008). It would be beneficial to ensure the effective implementation of change and accessibility. In addition, new technologies will be implemented in such a way that provides adequate flexibility to each member and ensure work-life balance.

The manager would like to make the behavioural consultation approach while doing any consultation with an individual. Under this approach, the manager would use the learning principles to assist an individual having a work related issue with the customer or any organizational process or system (Dougherty, 2013). A systematic problem solving process would be used to accomplish behavioural consultation and the results will contribute in changing the behaviour of the individual. There are three approaches of behavioural consultation including case, training, or system approaches. The manager would use the training consultation approach as it would be beneficial for both internal and external groups and individuals.

Positive Role Model

In this, the manager would prepare the individual in the use of general as well as specific behavioural principles for future use with customers and other processes and systems. The risk can be found in any stage of the training behavioural consultation approach (Dinkmeyer, Dinkmeyer, Jon, and Michel, 2015). For example, in the stage of identifying the training needs of the employees, it is likely that the manager did not recognize all the needs of the individuals effectively resulting in increasing unnecessary training cost. Additionally, the lack of time and resources can also affect the success rate of this consultation. Therefore, the manager would follow a risk management plan and identify and assess adequately training needs of the individuals to improve the consultation results. Moreover, the plan and results will be measured regularly to ensure the long-term business success.

In order to open a new business centre in Sydney, accountability and responsibility of the staff including HR manager, general manager, accountant, warehouse manager, and maintenance manager will be defined. Through effective delegation, the responsibility and accountability of the staff will be documented as below:

HR Manager

The HR manager has different authorities including build plans, develop teams, empower other people, recruit and select employees, and utilization of resources effectively in order to take decision, and give orders to attain the organizational objectives (Griffin & Moorhead, 2011).

In addition, the HR manager will be responsible for developing teams that are highly motivated, self-directed, and involving encouraged people. Moreover, the HR manager will also be responsible for hiring right people for right job so that business objectives can be meet successfully. It will also be the duty of the HR manager to create the position of general manager so that the objective of attaining business growth can be attained. In last, HR manager will also be accountable for the position of general manager in terms that the GM work in an efficient and effective manner to contribute in the achievement of long-term business goals and objectives.

General Manager

The GM has the power to make decision, utilize organizational resources, get work done from accounts managers, and get adequate information (Munado & Perkins, 2013). The GM will be responsible for reporting to the CEO and providing creative leadership for the management, coordination, and administration of the new business venture. The GM will have also the responsibility to ensure the attainment of the organizational strategic direction. In addition, he/she will also be accountable for the actions of the accounts manager.

Accountant

Accounts manager has the authority to get information about firm's financial statements, internal control systems, budgets, etc. Additionally, the manager has also the power to utilize resources and make suitable decisions.

The responsibility of accounts manager include control of credit, prepare budgets, effective maintenance of the accounts receivable, and internal control systems. The manager will also be accountable for the actions of an accounts clerk, who will be responsible for entering data as well as managing accounts receivable and payable systems.

Warehouse Manager

The warehouse manager will have the authority to effectively work done from warehouse staff, take decisions, and allocate resources adequately. The manager will be responsible for safe storage, managing goods inventory, handling of warehouse merchandise and the timely dispatch as per the customers orders. It has also the responsibility to report the general manager timely and properly. The manager will also be accountable for the actions and performance of warehouse staff.

Maintenance Manager

The manager has the power to get work done through technicians, attain information, make decisions and utilize resources. The manager will be responsible for reporting to the general manager, timely maintenance of customer machine complaints, operations safety, management of spare parts, and regular maintenance programs. The manager will be accountable for the actions of the technicians.

Firstly, the manager will work to develop and maintain a healthy, positive and motivating work environment so that the employees can be motivated to work effectively and contribute in the organizational success (Phillips & Gully, 2011). Additionally, different motivational theories will be used to motivate the employees to develop innovative ideas to work.

For instance, the manager can use McClelland's motivational theory to satisfy different needs such as power, achievement, and afflation of the employees including warehouse staff, accounts clerk, technicians, etc (Heneman & Greenberger, 2002). The use of this theory would be helpful in enhancing satisfaction, developing innovative ideas, and improving performance of the employees. Additionally, the manager will also encourage individuals and teams to develop innovative approaches by providing appropriate rewards, designing of monetary and non-monetary benefits, performance management, and promotions (Gagne, 2014). Furthermore, the manager can support employees to provide their initiatives and if he finds that the ideas of the employees are in line with organizational policies and standards, the ideas can be discussed with the top management. It will also be beneficial for the motivation employees.

In addition, the manager can also utilize the McGregor’s theory Y and adopt ways such as reduce control and provide greater flexibility to employees to encourage them to develop work related innovative ideas (Kenton & Penn, 2009). The availability of adequate management support, career and knowledge development opportunities, and incentives would also be beneficial to boost the morale and motivation level of employees to work innovatively. It would also be beneficial to ensure regular participation of different employees in professional networking resulting in firm's long-term business survival and growth.

The manager would like different ethical principles such as truthfulness, fairness, justice, respect for autonomy, do not harm and do good to be adopted in the workplace (Ford, 2000). The manager would follow ethical leadership and show the personal traits such as honestly, credibility, fair, principled decision-making, and behaving ethically in both personal and professional life (Thoms, 2008). For example, the manager would not discriminate among employees on the basis of personal judgements, but their performance will be reviewed for the purpose of promotion and rewards. Similarly, the manager would also maintain the confidentiality of information, which is confide by a customer or employee personally.

 Additionally, to encourage other team members to adopt business ethics, the manager will influence followers' ethical and unethical behaviour by building ethics an open and clear part of the leadership program (Thoms, 2008). For this, the manager will use role modelling, communication, and rewards and sanctions. Moreover, in influencing other people to adopt ethics, the manager will ensure reinforcement, two-way communication, and decision-making. In addition to these, in the business, ethical practices will be encouraged, mutual trust and respect among followers will be developed, and conflict resolution among stakeholders with competing interest (Thoms, 2008).

In order to resolve the conflict between two sales team members over territory sharing, the manager would follow leadership style as "managing by walking around". This style will be chosen because it will allow the manager to feel the organization's pulse and recognize issues that have potential to worsen conflict (Cloke and Goldsmith, 2013). For example, by adopting this style, the manager would identify other issues between team members, which are likely to aggravate the situation. It would be beneficial to handle the conflicting situation effectively.

In addition, by listening the perception of both the team members, the manager would create understanding about the issue and take suitable actions to overcome the issue (Cloke and Goldsmith, 2013). Furthermore, the manager would use the skills including effective decision-making, conflict resolution, motivational, interpersonal, and communication to resolve the issue effectively. Thus, it can be stated that the use of this leadership style would be beneficial to resolve the issue effectively.

Conclusion

On the basis of above discussion, it can be stated that by clearly defining strategic directions, value, and objectives as well as the development of linkage among them can be helpful to successfully open the new business centre in Sydney. It can also be concluded that building of effective working environment, use of adequate communication channel, motivation, and delegation of authorities would also be helpful to ensure the long-term success.

References

Bunn, M. D., Savage, G. T and Holloway, B. S. (2002) Stakeholder analysis for multi-sector innovations. Journal of Business & Industrial Marketing, 17(2/3), pp.181-203.

Cloke, K. and Goldsmith, J. (2011) Resolving Conflicts at Work: Eight Strategies for Everyone on the Job. USA: John Wiley & Sons.

Conklin, D. W. (2010) The Global Environment of Business: New Paradigms for International Management. USA: SAGE.

Cowan, J (2000) Consent and clinical governance: improving standards and skills. British Journal of Clinical Governance, 5(2), pp.124-128.

Dinkmeyer, D. C., Dinkmeyer, D., Jon, C., and Michel, R. E. (2015) Consultation: Creating School-Based Interventions. UK: Routledge.

Dougherty, A. M. (2013) Psychological Consultation and Collaboration in School and Community Settings. USA: Cengage Learning.

Ford, G. G. (2000) Ethical Reasoning in the Mental Health Professions. USA: CRC Press.

Forth, J. A., and Millward, N. (2002) The Growth of Direct Communication. UK: CIPD Publishing.

Gagne, M. (2014) The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory. Great Britain: Oxford University Press.

Griffin, R. W. & Moorhead, G. (2011) Organizational Behavior: Managing People and Organizations. USA: Cengage Learning

Heneman, R.L. & Greenberger, D.B. (2002) Human resource management in virtual organizations. USA: IAP.

Henry, A. (2008) Understanding Strategic Management. Great Britain: Oxford University Press.

Hodges, J. (2016) Managing and Leading People Through Organizational Change: The theory and practice of sustaining change through people. UK: Kogan Page Publishers.

Kenton, B. & Penn, S. (2009) Change, Conflict and Community: Challenging Thought and Action. UK: Routledge.

Marrelli, A. (2010) Managing for Engagement -- Communication, Connection, and Courage. DIANE Publishing.

Munado, R. & Perkins, S. (2013) Organizational Behaviour: People, Process, Work and Human Resource Management. USA: Kogan Page.

Nwadukwe, U. C. and Timinepere, C. O. (2012) Management Styles and Organizational Effectiveness: An Appraisal of Private Enterprises in Eastern Nigeria. American International Journal of Contemporary Research, 2(9), pp. 198-204.

Pereraa, F. P. R and Peirob, M. (2012) Strategic Planning in Healthcare Organizations. Rev Esp Cardiol, 65(8), pp. 49-54.

Phillips, J. & Gully, S. (2011) Organizational Behavior: Tools for Success. USA: Cengage Learning.

Podesta, C. (2009) How to Stay Employed in Tough Times: The Insider's Guide to Being #1 in the Workplace. Simon and Schuster.

Pride, W., Hughes, R. and Kapoor, J. (2008) Student Achievement Series: Foundations of Business. USA: Cengage Learning.        

Rudani, R.B. (2007) Management & Organizational Behaviour. USA: McGraw-Hill Education.

Russell & Taylor (2006) OPERATIONS MANAGEMENT: QUALITY AND COMPETITIVENESS IN A GLOBAL ENVIRONMENT, 5TH ED. USA: John Wiley & Sons.

Schermerhorn, J.R. (2010) Management. 11th ed. USA: John Wiley & Sons.

Thoms, J. C. (2008). Ethical integrity in leadership and organizational moral culture. Leadership, 4(4), 419-442.

Ulrich, D. and Ulrich, W. (2010) The Why Of Work. McGraw-Hill Education.

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My Assignment Help. Strategic Direction For ZieTel In Opening A New Business Centre In Sydney, Essay. [Internet]. My Assignment Help. 2018 [cited 18 July 2024]. Available from: https://myassignmenthelp.com/free-samples/mm76-provide-leadership-across-the-organization.

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