Stanley Lynch Investment Group’s Sustainability

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Table of Contents

Introduction
Differentiation and Integration
Role of authority in the adoption of wiki
How the IT division used to coordination
Conclusion
References

Introduction

Differentiation and integration are critical strategies for the sustainability of a business. These strategies may only succeed when the authority is proactive in supporting and implementing them. The implementation of the above strategies involves coordination in the management unit of a company. Thus, this analytical treatise attempts to explicitly review the above concepts about the Stanley Lynch Investment Group.

Differentiation and Integration

Differentiation is a strategy that can give business organizations a competitive advantage ahead of their rivals. It helps an organization position itself well over others in terms of competition. Differentiation is all about doing things differently from others. The Stanley Lynch Investment Group has divided its operations into twelve investment funds operating independently of each other. Thus, the company is in a position to offer different investment fund products within its organizational structure to ensure the efficiency of operation (Wormeli, 2007).

The main element of integration in this structure is the complete adoption of the wiki system in all the departments to uniformly and timely manage the operations and records in the company. The new IT system was integrated across all the departments within a single central point of control despite different activities happening in a different department. The differentiation in the case of the Stanley Lynch Investment Group has been effective to the extent that it has given the company great success (Snell and Bateman, 2012). Another factor that has strengthened its position is the many departments that it has opened. This helps the company expand its consumer base, increase its sales, and increase its profitability (Kossowski, 2007).

Role of authority in the adoption of wiki

The main characteristics of authority in any organization include adaptability, empowerment, commitment, contribution, and critical problem-solving skills (Bustin, 2004). The aspect of adaptability influences the adjustments that may be required in exercising influence over a challenge. Through these adjustments, a person exercising leadership may be in a position to model a unique setting that reassures and discerns the wants and desires of the subjects.

The authority at the Stanley Lynch Investment Group inspired the need to contribute proactively towards the creation of a suitable wiki IT system for closing the gap that may exist between a challenge and its solution. The managers first embraced the idea and were at the forefront of communicating and micromanaging the implementation for the wiki. The managers used their authority to influence the direction of the new system and even integrated the employee compensation system into the wiki project if they meet the set targets (Jobber, 2012).

How the IT division used to coordination

Reflectively, interpersonal assessment, inquire how an individual (Mr. Kundra) is perceived by others (the Stanley Lynch Investment Group family) in an organization. Mr. Kundra knew how to influence other members of the organization. Indeed, such an assessment is monitored through verifying a leader’s values with the followers’ norms (Bennis, 2003). The desire to achieve one’s challenging situation is a wish not only to attain an individual’s wish but also to people’s expectations (Bass, 2000).

Thus, the IT division used coordination to achieve greater integration by merging the records system into a single information management system for the company. As a result, the company was in a position to micro-manage its information from a central point without having to follow the previous bureaucratic system at the Stanley Lynch Investment Group.

Conclusion

The Stanley Lynch Investment Group successfully implemented differentiation and integration strategies in its information management system. This was possible due to the full support and proactive participation of the managers.

References

Bass, B. (2000). Bass & Stogdill’s handbook of leadership: Theory, research, and managerial applications. New York, NY: The Free Press.

Bennis, W. (2003). Learning to Lead. New York, NY: Basic Books.

Bustin, G. (2004). Take Charge: How Leaders Profit From Change. Irving, Texas: Tapestry Press.

Jobber, D. (2012). Principles and practice of marketing. New York, NY: McGraw-Hill Publishers.

Kossowski, A. (2007). Strategic management: Porter’s model of generic competitive strategies – theory and analysis. München: GRIN Verlag GmbH.

Snell, S., & Bateman, T. (2012). Management: Leading & collaborating in the competitive world (10^th ed.). New York, NY: McGraw-Hill Higher Education.

Wormeli, R. (2007). Differentiation: From planning to practice. Portland: Stenhouse Publishers.

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