Executive Manager: Level Action and Planning

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Table of Contents

Introduction
Background
Literature Review
Findings
Conclusion
References

Introduction

Federal acquisition service (FAS) has an unparalleled ability to provide comprehensive products and services across the government at the best possible cost. FAS is a process of thorough budget, finance, and staff planning; therefore, only successful managers can effectively distribute resources. However, to ensure the best performance, it is necessary that executive managers thoroughly work on a plan and use authority. The performance-based acquisition has not reached its peak due to several reasons. According to the source, “performance-based acquisition is a collective responsibility that involves representatives from the budget, technical, contracting, logistics, legal, and program offices” (Shick, 2016, p. 51). Therefore, this paper aims to investigate how planning and authority affect performance-based acquisition.

Background

It is widely accepted that planning, especially when propped by authority, is the principal managerial function and the key to stability in an organization. To ensure the best possible performance-based acquisition, a manager-leader always needs to make serious decisions that will affect future outcomes (Essig et al., 2016). Therefore, careful planning of the program is necessary to avoid inconsistencies and achieve performance goals. Moreover, it is stated that authority is one of the key traits a manager must own to impact people and empower them to set more significant objectives and achieve them without delay. Combining these traits helps best to set goals and accomplish them without further complexities.

Literature Review

Seven crucial steps gear performance-based acquisition competency:

Creating an integrated solutions team (empowering team members, distributing roles and responsibilities, identifying stakeholders);
Present a problem and solutions for it (linking acquisition to performance objectives, deciding the constituents of success, defining the present state of performance);
Exploring private and public sector solutions (creating a team approach, learning from private and public sector markets, looking for existing contracts);
Develop a statement of performance or account of goals (describing the scope, conducting an analysis, identifying the constraints);
Identify measurements and ways of managing performance (identifying the success determinants, selecting measures, considering the relationships);
Select the appropriate contractor (using oral presentations, assessing solutions concerning the conflict of interests);
Performance management (adjusting responsibilities and roles, keeping the team together) (Renmans et al., 2017).

Findings

The result of the research proved that only proper planning could establish excellent performance. Moreover, when the authority compounds preparation, the team of professionals is likely to have high performance (Miller, 2018). The seven-step performance-based acquisition plan is necessary to achieve objectives. The plan itself stands as a model aimed at presenting problems, finding solutions for them, setting new objectives, identifying measures that will evaluate the finished program, and managing performance. The mentioned actions should be strengthened by the authority of a leader or a manager who will supervise them and evaluate them. Therefore, the implementation of a structured plan constructed by the authoritative leader brings about excellent performance and positive outcomes.

Conclusion

In conclusion, it seems reasonable to state that the FAS is a popular direction; therefore, the executive manager must efficiently articulate their authority to empower the team to achieve goals. Moreover, the manager must ensure every aspect of the program is carefully planned. Organizations are always faced with forces that drive them to change. Since change implies exploring new territory and obscure, the normal response is to oppose it. Augmentation program directors must conquer this obstruction and receive inventive and successful administration practices to stay superior workers. They should improve their own, group, and social administration aptitudes if they plan to adjust to an evolving world. In the vast majority of cases, current management aims to achieve decision-making as low as possible in the organization.

References

Essig, M., Glas, A., Selviaridis, K., & Roehrich, J. (2016). Performance-based contracting in business markets. Industrial Marketing Management, 59, 5-11.

Miller, G. (2018). Performance based budgeting. Routledge.

Renmans, D., Holvoet, N., Criel, B., & Meessen, B. (2017). Performance-based financing: The same is different. Health Policy and Planning, 32(6), 860–868.

Shick, R. (2016). Government contracting: A public solutions handbook. Routledge.

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Executive Manager: Level Action and Planning

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