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Introduction
Organisational designs and strategic management approaches are strategic tools that define the level of operation and how well globalization objectives can be achieved in institutions.
They are central in enhancing performance and productivity in institutions, especially in the current business environment where various corporations are facing immense challenges (Shapiro, 2008, p. 19).
The tools also equip institutions with the requisite incentives that facilitate their competitiveness in the market and achievement of globalization ideals.
As noted by scholars, globalization is an essential concept that sets the pace for full integration and formulation of favorable operating policies that embrace international standards.
The concept provides fundamental ideals or incentives that facilitate expansion and improvement in performance in various settings. This explains why companies need to re-strategies and adopt conventional management practices that are economically viable.
The companies should also adopt flexible and effective organisational structures that promote communication between stakeholders since communication is central in ensuring effective actualization of globalisaton goals.
Consequently, the institutions should ensure proper alignment of their set missions and organisational structure. The alliance that is referred to as organisational design is vital for achieving sustainable development in various settings (Veltmeyer, 2006, p. 3).
The scholars affirm that organisational design and management approaches are dependent performance drivers that should be integrated with a high level of resilience. This is evident since they both contribute to enhancing production, coordination of activities, sharing of information and distribution of resources.
They also contribute to building strong resilience and ambidexterity strategies of operation that promotes rapid development of cohesive business units or trading blocks.
Purpose and relevance of the study
This study is set with a purpose to convey credible information pertaining to the imperativeness of organisational designs and management approaches that remains key performance drivers that enables institutions to meet their globalisation goals.
It also focuses on the significance of globalization, how it has transformed business operations in various institutions and how companies survive in the present day.
Therefore, the study will equip key stakeholders especially in the entertainment industry with pertinent information on the significance of globalisation, adoption of effective organisaional design and management approaches (Shapiro, 2008, p. 24).
Firstly, understanding the significance of effective organisational design will enable managers at various institutions to streamline their activities by adopting flexible structures that can allow the actualization of specific changes.
The information will also facilitate the development of policies that take into consideration all the stakeholders’ needs and expectations through the integration of globalisation ideals. Therefore, managers in various companies’ officials are going to be the greatest beneficiaries of the information provided in this study.
Globalisation and how the world has changed
Globalization is a critical pillar that drives social and economic activities in various countries in this century. Indeed, most individuals are witnessing the significance of globalization that has increased the momentum of economic growth globally.
Nations with strong performance aspirations should adopt basic guidelines to globalization with an aim of enhancing trade and social relationship ((Kortmann, 2012, p. 3).
According to economists, globalization that has led to the formation of strong economic blocks, for example, the European Union (EU) has also been instrumental in transforming operations in the entertainment sector.
This is evident since it aids advancement of strong global network and market share that is crucial for growth. Globalization is aided by internet-enabled systems that drive the universal village concept.
IT systems provide relevant programs and software’s that enables effective communication and conveyance of basic information on social and monetary matters.
This has enabled various companies to expand their service delivery and customer reach that in turn, leads to high profitability levels that remain key aspects of globalization (Kortmann, 2012, p. 5).
Evidently, globalization is a concept that has propelled development of strong institutions that provide entertainment services. Mainly, it has changed the way corporations engage with each other on business issues, it has transformed communication systems and it has also enhanced delivery of services.
These gains have been achieved through the use of online platforms that are central in promoting globalization. Variably, most of the institutions have re-focused their operating strategies to ensure that they provide services that are tailor-made to serving customers across the globe.
The concept has also enabled companies to reach out to the broader market through effective awareness creation process. Indeed, it allows companies to serve both local and international customers with minimal complications (Shapiro, 2008, p. 25).
This is because it promotes cordial interrelations and formulation of favorable business policies that facilitate holistic integration in the business field. Therefore, it is necessary for managers who run entertainment corporations to adopt conventional operating techniques to enable them to achieve globalization goals.
Traditional strategies, how they were useful and how companies can survive in the present day
Over the years, institutions have been managing their operations through systematic approaches that are performance-oriented. The strategies that range from structural, policy guidelines and infrastructural development have been instrumental in ensuring high productivity in the institutions (Shapiro, 2008, p. 25).
According to various research studies, ancient or traditional operating strategies that managers have been adopting still hold relevance in the present days.
They hold relevance since they enable managers to understand the past dealings and various dynamics that influence performance, thereby advancing the development of sustainable guidelines that are conventional in nature.
This explains why managers are under obligation to establish and asses the effectiveness of traditional performance strategies and how they can influence productivity in the modern business environment.
Veltmeyer (2006, p. 5) noted that key traditional performance strategies include effective planning, coordination, control of resources and execution of contingency measures. Others include the development of clear-cut goals, effective communication and adoption of leaner operating structure.
These strategies form the key drivers that have facilitated the realization of globalisation ideals. For instance, the strategy have contributed in building strong institutions, especially in the entertainment industry that embraces social and economic integration (Veltmeyer, 2006, p. 8).
They have enabled the institutions to focus their services towards ensuring customer satisfaction. The strategies have promoted effective coordination of customer visits to various parks, live shows and hotel bookings.
Ideally, companies that seek to record excellent performance in the current business world that is characterised with intense competition must design and integrate viable performance strategies. The companies must embrace new and innovative ways of executing.
They must also ensure that traditional operating strategies that have been significant in driving globalisation initiatives are enhanced. Their enhancement is essential to cater for the dynamic changes that are evident in this century (Analoui & Karami, 2003, p, 30).
Notably, managers must design policies, organizational structures and management approaches that can facilitate delivery of services that meet the test of time. The services such as hotel or indoor water park services should meet the current needs of customers promptly.
In particular, managers should consider adopting organic organizational design to facilitate effective alignment of their institutions’ mission and structure.
Secondly, they should adopt conventional management approaches such as engineering resilience and ambidexterity that provides essential incentives for resource optimization. Consequently, managers should consider integrating a leaner management structure to enhance the flow of information between departments.
This is essential for institutions that seek to gain immensely on globalisation initiatives (Analoui & Karami, 2003, p, 39). These elements hold the capacity of mitigating the evident complications that have been affecting performance in diverse companies.
For instance, they hold the capacity of mitigating cash flow management issues, online service delivery and production complications.
Resilience and why organizations should consider its integration
Resilience is the ability of an institution to respond to various catastrophic events that are economically, socially, naturally, or artificially generated. Evidently, a company’s resilient nature to various events should be above board to guarantee its sustainability in the dynamic business world (Sikich, 2003, p. 9).
This is critical since a company’s capacity to mitigate various complications that it may face defines the level of performance and how globalised it can be. For this reason, managers in institutions are under requirement to evaluate and establish possible areas of resilience to facilitate proper planning of their mitigation operations.
They must understand various types of resilience that include ecological, engineering and bulwark resilience, including their effects. Knowledge on these critical types of resilience is vital in ensuring that they adopt proper survival strategies that are unique and based on the institutions competence levels (Sikich, 2003, p. 12).
In particular, ecological resilience is the capacity of an institution to resist various damages by ensuring prompt response to the disturbances of the ecosystem. It ensures that institutions record quick recovery to the disturbances that are caused by the ecosystem that holds the capacity of impeding performance.
Evident disturbances that it may help in mitigating include flooding, fires, windstorm and insect invasion. Other disturbances that relate to human activities include deforestation and the introduction of exotic animals or plant species (Veltmeyer, 2006, p. 26).
Engineering resilience is the second type of resilience that managers in various institutions should analyze and consider mitigating. The concept is majorly used in representing new ways of thinking about institutional safety in terms of resource control and performance.
It also equips managers with conventional risk management approaches that are based on error tabulation. Consequently, bulwark is also a noble resilient concept that promotes performance in organizations. It provides essential incentives that hold the capacity of enabling companies to safeguard their resources adequately.
It also ensures that operating guidelines are not neglected (Blarr, 2012, p. 23). Indeed, Corporations should apply the strategy cushion themselves from ecological disturbances by adopting mitigating strategies to curb any of the environmental events anytime.
This is vital in ensuring that their survival and competitiveness is guaranteed in the market. Managers should also focus their strength in adopting engineering resilience since it is relevant in most institutions.
This is because it focuses on reducing the impact of risks through modern techniques (Blarr, 2012, p. 23). It holds that organizations should always anticipate the occurrence of risk before any damage is experienced.
Ambidexterity and why organizations should consider its integration
Organizational ambidexterity is a performance strategy that enables institutions to explore in effective manner new performance avenues and existing opportunities. It is defined categorically as the organization’s ability to be efficient in its administration of current businesses and globalization initiatives.
It enables institutions to cope well with the evident changes in demand by customers (Kortmann, 2012, p. 23). Indeed, an institution that is ambidexterity is a well managed and flexible corporation that is able to use the available resources optimally towards its success.
Such organizations use both explorative and exploitative strategies and methods of business operation to actualize their success, especially in the dynamic environment.
As noted, corporations need to embrace ambidexterity principles to enable them to operate effectively in diverse settings that require different styles of leadership and performance strategies.
This is essential in ensuring that their transition and expansion plans are smoothly executed without any complication. The strategy will also enable various institutions to align their policies, performance techniques with their operating structure.
This is significant when operating in emerging and developed markets that require structured ways of developing trade interrelations that globalization advocates for (Kortmann, 2012, p. 25).
In particular, the strategy is bound to enable institutions that provide entertainment services advance their communication capacity and use of technology. It will also ensure that the institutions attain their globalization goals through increased interconnections and timely delivery of services.
Consequently, the strategy is bound to promote the development of viable business approaches that hold the capacity of sustaining growth and competitiveness in the dynamic business world. These elements explain the imperativeness of this strategy that is depicted as a good performance measure by most individuals.
Indeed, it is a resilient strategy that holds the capacity of enhancing performance stability, survival and flexibility of various corporations in the entertainment industry.
Description of the selected company and the sector that the essay focuses
The essay focuses on the entertainment sector where Merlin entertainment Group Company that remains a UK based renowned recreational service provider has been selected. The focus is on the industry since it has been facing several challenges that require holistic solutions (Anton, 2007, p. 132).
The sector also seeks to embrace globalization ideals by bringing nations together through structural policies. Evidently, the entertainment sector, especially in the UK, requires proper restructuring and adoption of conventional operating techniques.
In particular, they should adopt operating designs that promote communication, productivity and innovation.
This is essential in developing innovative techniques of serving clients with an aim of making them happy or jovial and attaining globalisation goals (Bøllingtoft, 2009, p. 6).
Companies in the industry should also identify and adopt effective management approaches that hold the capacity of enhancing coordination and execution of activities in the sector. This explains why Merlin Entertainment Company has been selected for the study.
The company is the renowned British corporation that was started with a core mission to be the leading provider of recreational services (Burton, 2006, p. 5).
The company whose headquarters is in the UK operates large museum parks and over 70 attraction sites in various locations. In 2010, the company that is the largest in Europe hosted over 41 million guests who visited its magnificent sites.
The guests had the opportunity to enjoy its live shows and other recreational incentives that it provides. The company operates and manages live shows, two big hotels and indoor water park. It also manages 18 hole crazy golf centers, sea-life aquarium, historic woodlands and gardens.
These service centers form the company’s critical business units that require proper management. Despite the company’s excellent performance over the years, it has been facing some dire challenges, especially in the recent past due to weak operating guidelines (Evans, 2011, p. 2).
The challenges that range from structural, monetary, policy development and control systems have been threatening its performance. The problems have also been threatening to erode its competitive capacity since they are bent on compromising the gains that the company has made to date.
To curb the challenges, the company needs to adopt simple, flexible, reliable and acceptable organisational design. The company should also focus its strength on taking management science, management information system and operation management approaches (Bøllingtoft, 2009, p. 6).
This is essential in ensuring that all its activities are streamlined in accordance with the mission statement to advance service delivery.
Organisational design, description and its elements
As noted, organisational design is a formal process that ensures proper utilisation of resources and integration of technological setups in organisations.
The design encompasses much more than organisational structure since it provides holistic incentives that promote comprehensive alignment of activities in institutions (Triplett, 2007, p. 1).
Its primary role is to ensure that business processes are executed effectively and that flexible management structures such as matrix and divisional structures are put in place.
Its role is identified by managers as a pillar towards achieving good returns, especially in the current competitive environment that is increasingly becoming globalised.
This is apparent since it enables managers to design appropriate structures that hold the capacity of improving production processes, reward systems, metrics and talent development through systematic training as shown below.
Indeed, good organisational design helps in enhancing communication between stakeholders in institutions. It contributes to the promoting productivity, innovation and development of creative systems of operation.
This helps in creating favorable environment where employees can work in an effective and efficient manner under globalised policies. These incentives hold the capacity of revolutionising operations and the level of service delivery in Merlin Company.
Firstly, the synergies presented will enable the company to rationalise its operating guidelines to the overall operating policies (Lieberman & Esgate, 2002, p. 3). This will create harmonious execution of activities that would result in quality service delivery at the recreational centers.
Secondly, it will help in creating a favorable operating environment that would help in attracting more visitors since tourists like secure settings. This will also enable the company to provide its live shows without undue influences.
Management approaches
Management approaches are administrative systems that are set purposely to drive various activities, including globalization programs in institutions.
The approaches are instrumental in enhancing performance and productivity in organisations since they provide necessary procedures that promote development (Burton, 2006, p. 6).
Indeed, management approaches enable institutions to have good leadership that fosters effective control and coordination of activities. This is evident since the approaches ensure effective supervision of production processes, formulation of policies, control and coordination of various activities.
They provide common support incentives in both public and private sectors that support timely reaction to emerging issues. This enables managers to identify and formulate viable mitigating plans or strategies to curb various emerging complications that may impede performance (Evans, 2011, p. 2)
Institutions should adopt useful management approaches that hold the capacity of steering the achievement of the set objectives. The strategies selected must be economically viable, socially acceptable and performance-oriented.
This is important since management approaches are the strategic tools that define the level of performance in corporations (Harris & Mcdonald, 2004, p. 2). For instance, if an institution adopts inadequate management approach, such institution cannot match competition, especially in the current competitive environment.
The institution will not be able to manage its service delivery processes efficiently; it will not be able to exercise proper control, coordination and supervision of various activities (Lieberman & Esgate, 2002, p. 3).
This may jeopardize its performance since exemplary performance is dependent on the action plans that are undertaken towards streamlining of operations.
Therefore, managers of Merlin Company that operates in the entertainment sector should adopt a management approach that is simple and accommodative.
Key management approaches that managers may consider adopting include management science approach, the operations management approach and management information system approach.
These are practical modern management approaches that hold the capacity of revolutionising operations in diverse institutions (Naoum, 2001, p. 89). The plans are appropriate since they combine concepts of classical, social and natural sciences that emerge from system analysis.
In particular, management science approach is a concept that visualises administration as a logical entity. The concept is instrumental in ensuring effective cash flow management, capital budgeting, production scheduling.
It is also applied in areas like product strategy development, human resource planning and inventory management.
Execution of these activities are actualised using mathematical tools, theories and programmers that include queuing theory, linear programming, PERT, CPM and simulation concepts (Marcone,.2003, p. 69)
Others include probability theory, sampling, time series analysis and the use of index numbers that contribute in minimising possible errors that may emerge. Indeed, this approach would enable Merlin Company to achieve its goals and meet the expectations of its customers with minimal complications.
Recommendations
Based on the study, managers of Merlin Company should consider adopting the identified classical management approaches to guarantee the companies competitiveness currently and in future. They should also consider adopting organic organisational design (Evans, 2011, p. 6).
This is because the approaches and the design provide performance-oriented incentives that will enable the company to utilise its resources optimally, schedule its activities effectively, plan appropriately to meeting its customer’s expectations and deliver quality services.
They will also enable the company to develop effective, resilient techniques to curb various issues that affects its operations. Variably, it is recommended for the company to adopt resilient engineering and ambidexterity as key performance and risk management strategies (Evans, 2011, p. 7).
This is evident since the strategies provide requisite incentives that hold the capacity of enabling the company to explore new opportunities, exploit the existing ones appropriately and respond to various operational risks promptly.
Conclusion
Indeed, any institution that aspires to perform exemplarily in the current environment must design its organisational structure effectively and embrace globalization techniques.
Such institutions are also under obligation to adopt effective and efficient management system to ensure absolute attainment of its set objectives.
This is essential since corporations that operate under inferior organisational design system and management approach cannot record good results. Such corporations will continuously perform dismally because of lack of proper ways of operation.
List of References
Analoui, F& Karami, A 2003, Strategic Management in Small and Medium Enterprises, Thomson, London.
Anton, S 2007, The Global Theme Park Industry, CABI. Press, Wallingford. Woodside, Bøllingtoft, A 2009, New Approaches to Organization Design: Theory and Practice of Adaptive Enterprises, Springer, Berlin.
Burton, M 2006, Organization Design the Evolving State-of-the-Art, Springer, New York.
Blarr, W 2012, Organizational Ambidexterity Implications for the Strategy-Performance Linkage, Springer Gabler, Wiesbaden.
Evans, J 2011, Quality and Performance Excellence: Management, Organization, and Strategy, South-Western Cengage Learning, Mason.
Harris, P & Mcdonald, F 2004, European Business and Marketing, SAGE, London.
Kortmann, S. (2012). The Relationship between Organizational Structure and Organizational Ambidexterity a Comparison between Manufacturing and Service Firms, Springer Gabler, Wiesbaden.
Lieberman, A & Esgate, P 2002, The Entertainment Marketing Revolution: Bringing the Moguls, the Media, and the Magic to the World, Financial Times Prentice Hall, Upper Saddle River.
Marcone, S.2003, Managing Your Band: Artist Management : the Ultimate Responsibility, HiMarks Pub, Wayne.
Naoum, S 2001, People and Organizational Management in Construction, Telford, London.
Shapiro, S 2008, Dance in a World of Change: Reflections on Globalization and Cultural Difference, Human Kinetics, Champaign.
Sikich, G 2003, Business Continuity Planning in the Age of Terrorism, Okla, PennWell Corporation, London.
Triplett, J 2007, Organizational Design: a Holistic View. Gardners Books, Upper Saddle River.
Veltmeyer, H 2006, Globalization and Antiglobalization: Dynamics of Change in the New World order, Ashgate, Aldershot.
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