Strategic decisions cover a broader area and are not very specific in details. They are a higher risk, mainly in relation to the financial Side. In short, it is deciding upon the courses of action the organization should follow to achieve its goals. Classic Interiors could make a strategic decision to invest in more staff, specifically qualified interior designers; as the products they organization offers mainly requires face to face services sometimes for long periods of time.
The popularity of the organization is increasing at a high rate and if they cannot continue to meet he demand rate of their clients the company will not be fully benefiting from the financial gain. This is a high risk decision as it will involve investing money and time into the right recruitment and training process, then continuous outgoing money for new salaries. There is no guarantee that the organization is going to continue on the growth rate that it is today and that would carry a lot of uncertainty into whether or not this would be a successful investment into the company.
Operational At operational level it can involve many, even hundreds of decisions; they are made by lower level managers. They are normally short term; monthly, weekly or daily. Operational decisions are lower risk but are very structured and specific; they must be measurable to a realistic timescale. In short, they are day to day decisions that help support the successful running of the organization to achieve its objectives.
Classic Interiors could make the operational decision to hold weekly meetings and keep all diaries consistently up to date so administrative staff and clients can be aware of exactly who fall be in the office and when, this will also allow the administrative team to deal tit new requests more efficiently. These decisions can be implemented quickly and carry no risk to the organization. The weekly meetings can provide the information needed to evaluate any other decisions that need to be made along the way, and is an effective way to communicate and support staff in their roles to achieving the objective.
Role of office manager The operational planning process is to determine the details of how the organization will accomplish the goals and objectives outlined in the strategic plan. The plan should be highly detailed in the description of the key actions o be undertaken to accomplish each objective. It should inform staff of 4 key elements: What Tasks need to be completed? Who Is responsible for the task? When Completion date for each action How much What are the financial resources required? As Office Manager my role in the operational planning process would be to prioritize actions and control timeshares.
I would be in control over financial planning and would be required to supply staff with any resources they may need. I would monitor staff and their performance and offer support to my team to complete tasks in the most proficient and effective method. If implications with the operational plans were to affect the strategic plan I would inform my superiors and have discussions about alternative solutions. Issue 1 At present there is no agreed house style when creating business documents, each partner tailors the layout to their own needs, this is a time consuming and unnecessary process.
It doesn’t reflect well on the company’s image. There is also no procedure on how to deal with telephone messages or email requests. To solve this issue I would firstly create a set house style for the business, a guide would also be created and issued to all staff so they are ware of any changes and had a source of reference if needed. Procedures should be written up on how to handle telephone messages; where to record and how to pass on the information, and on how to correspond and circulate emails effectively.
Issue 2 The System currently in place in regards to how the mail should be prepared for collection is, according to the administrative staff, time consuming and confusing. The system was put in place by Uzi, who doesn’t have hands on experience with handing the mail. To solve this issue I would have a meeting with the administrative staff and ask for their input into how they think they yester should operate, procedures would then be planned and processed SST it was part of the operational day to day running of the company.
Although small decisions, they are still an operational ones, they will still go through the full planning process and will be evaluated to fix any issues that have arisen after the new procedures have been implemented. Financial planning and budgetary control The purpose of financial planning and budgetary control is so managers can determine the financial forecast and output of other resources required to carry out objectives assigned to them. It normally consists oaf financial statement approved by head management prior to the time of the task to be completed.
The budget must have an objective behind it; it helps manage and lead the team as it provides a basis for coordinating activities, and provides direction and actions for employees to work towards the same common goal. Having the right framework in place regarding financial planning and budgetary control will enable management to successfully manage and lead the administrative team as it provides a basis for monitoring and evaluating performance. Control is provided by comparison: f actual results against the budget plan, any variance can be identified and action taken to correct the situation.
Financial Planning Benefits Barriers Helps you see the big picture and set measurable long and short term goals The cost of taking on board an accountant or financial advisor Makes it easies to make financial decisions, and stay on track to meet goals Lack Of funds You can recalculate your financial situation periodically It is based on prediction rather than factual figures. Budgetary Control Helps with resource allocation Budget cuts; due to lack of funds
Promotes coordination and communication Disputes over resource allocation, blame for not reaching targets Clearly defines areas of responsibility and accountability; achieving budget targets for tasks is under managements personal control Managers may over estimate costs so that they will not be held accountable in future should they overspend Effective delegation Delegation is a when responsibility or authority has been handed over to another person to carry out a specific task; normally manager to a lower level colleague but can also be manager to manager.
The person who has legated the task still remains accountable for the outcome of the work. Delegation, if done efficiently, can be one of the core aspects of good management. The process of delegation is quite simple; the manager needs to identify the tasks that need to be handled, plan and select the appropriate team member to carry out the task; is there any team members that carry specific skills that could be of use? , monitor the process (if need be) to ensure the task is still on target, review the finished objective, as remember as manager are still accountable for the final outcome.
Benefits of effective legation include helping managers make better decisions through input from their team which therefore helps to develop team members who are involved, committed and valued. In the case study the administrators have been told that the studio had to remain open all day and each administrative member had been allocated a lunch hour. The administrative staff informed Tomb (owner) that the allocated times would not always be convenient and if they were allowed to have their own flexibility they would be able to manage their time better. Tomb agreed with the administrative team.
This was Tomb legating the responsibility to his team regarding the new policy that the studio was to be manned at all times. The accountability was still on Tomb, but the staff came up with an effective way to manage the lunch hour and it worked well. With Tomb interacting with her team and taking on board their views they felt respected and empowered creating a good atmosphere within the team. Managers who cannot delegate may not trust their team members to perform a task correctly, they may also fear getting the blame for their teams mistakes so feel the need to do the job themselves; thus giving homeless a bigger workload.
This can create barriers within a team and make the team members feel unvalued and unconnected. In the case study, Uzi (owner) was led to believe that the administrative staff were not good at preparing the mail for collection, so she devised a new system herself and then instructed the staff to follow it. This caused friction, and even when the administrative team tried to explain to Uzi what the actually problem was and suggest improvements, Uzi thought they were making up poor excuses for their performance. This now leaves the administrative team finding it difficult o raise any issues with her.
Lack of communication can lead to misunderstanding of information and tasks not being completed correctly. This situation shows the exact barriers which can be caused from lack of delegation, Uzi is trying to do all the work herself, and with what knowledge. If Uzi had asked for input from the administrative team when creating the new mail system it would have made for less problems, this would have left her staff feeling confident they could bring any ideas forward in future and creates trust between managers and their teams.
They are the ones with the pacific knowledge of how the mail should be handled as they deal with it on a daily basis; this should have been a perfect reason for Uzi to delegate this task. Uzi also gave herself more of a workload by not delegating, contradicting herself as she had already complained she felt she was doing tasks the administrative team could have been completing. Leadership models The leadership model used by Tomb is ‘transformational leadership’.
Transformational leadership is all about leaders who inspire others to follow a vision. They allow opportunities for people to show creativity and to take accessibility for new ideas. This is shown within the case study when Tomb left the issue regarding the office to be manned at all times and the admit teams new lunch schedules to be dealt with by the admit team themselves. It is most effectively used when in fast changing situations, where the leader can afford to trust in his/her staff to solve the task themselves.
Adopting this leadership model can build loyal relationships between leaders and their team and help in the motivation process when dealing with tasks not everyone is happy with. The leadership model used by Uzi is more of a transactional leader’. She doesn’t allow her staff to have much responsibility and expects them to do what they are required and not much more. Uzi very much issues the work that needs completing and will either praise or criticize in relation to the outcome. This leadership model is based on transactions or exchanges between the leader and follower.
Taking this approach can sometimes cause conflict between leaders and their team, and motivation can lack in teams when they feel they are just being ordered about. In relation to operational goals and operational effectiveness, Transformational dervish impacts in ways in which their staff are inspired to reach their potential in commitment, performance and productivity, linking to the context of the work that needs to be done to achieve the organizations vision and goals. Transformational leaders also try to help their team imagine other future outcomes for the organization.
Transactional leaders focus on having his/her team perform the tasks required for the organization to reach its desired goal. Transactional leaders impact the organizations goals and effectiveness in a ways in which they are not likely to generate enthusiasm ND commitment from their team, but their aim is to ensure that the path to the goals success is clearly understood by the team, to remove any potential barriers and to exchange processes that will result in the team achieving the organizations predetermined goals.