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“Having the right leadership with the correct integrity means attracting more money for your company” (Miller, 2005, pg. 4).
When a company is on the downturn and is losing market share, the first thing a new manager must understand is that this company has lost credibility in the public and the loss of market share is the consequence of this loss of credibility. There are many reasons why a company loses credibility but one of the most important factors is that its performance and efficiency are slowing down. So, the task of a manager would be to correct these efficiency and performance downturns by finding their causes.
One of the major factors that negatively affect performance in a company is internal communication among the different divisions and within the same department as well. In order for the company to function as “a whole” the best way possible the “transmitting” between the various parts, divisions, should be smooth and perfect. In order for this transmitting to be the best possible every department should have an internal cohesion. Thus the primary change in structure for a new manager would be to create a more horizontal and less vertical hierarchical power structure. Every department will have different sectors. Each sector will have a person in charge that will represent the sector at the department board, managing staff. This department board will send a representative at the company’s management board.
Every person working in the company should not feel himself only as an employee but as an integral part of this company. For this reason a “feedback and suggestion” program should be put in place. The feedback of every employee and their suggestions regarding different projects of the department should be heard by the directing staff of the department. Also, within the directing board, staff, of the department, every member of this board should be in charge of a particular section of the department. It will be his/her duty to collect the feedback and suggestions and stay in touch with the employees. This structural organization would enhance the creativity and talent of every member of the department and will assure that when a project to apply for corporate grand is made, everyone will feel included in it. We must not forget that a company’s productivity and image is not only related to its branding, its products, or leadership, but also on how it treats and evaluates its work force (Simon, 2006, pg. 4). The same should be done on an interdepartmental level. Departments should make joint projects which involves many of them. This way there will be more chances to secure grants. At the company management board they should listen to the thoughts of the members of department boards. They might not have voting competences but their voice should be listened. This way the company will have more talent and creative power for future ideas and projects. This will also help build a positive image of the company outside. Building a positive image and a positive perception in the public, will help the companies gain a strong market share position (Gomez-Mejia et al, 2006, pg. 7).
In order to make the transition as smooth as possible it is the necessity to implement a step-by-step plan. First, the employees of the department will be informed about the present situation of the company and their respective division. Secondly, they will be informed about the new structure and the “feedback and suggestion” mode of operation that will function. Thirdly, they will be informed that will receive incentives for every new idea they give regarding any project to be developed in the department. Also, if the department wins grants from projects in which they have participated in giving ideas and suggestions, they will receive bonuses when it is approved and after it is finished correctly.
References
- Miller, K. (2006). Organizational Communication: Approaches and Processes. 4th edition. McGraw-Hill Company: London & New York.
- Simon, H. (2006). Administrative Behavior. 4th edition. Blackwell Publishing: London.
- Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change. 3rd edition. New York: McGraw-Hill.
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