Discuss situations that you might have encountered that would align with example

Question

Discuss situations that you might have encountered that would align with examples of Ghoshal’s allegation that “bad management theories are destroying good management practices?”

By contrast, discuss situations where management theories have assisted managers in making good decisions?

Roxburgh identifies some ‘hidden flaws in strategy.” Discuss examples from your own experience and possible experiences you have encountered as they align with strategic flaws that do not fit into the categories that Roxburgh identifies?

Explanation / Answer

•Discuss situations that you might have encountered that would align with examples of Ghoshal’s allegation that “bad management theories are destroying good management practices?”

This stood out to me because of something that is going on right now in my department. It seems like every week we have a new theory of operation in my job that is changing the processes that we are all used to. Of course, this is not always a bad thing but because of the rapid pace of change, it is causing confusion. None of the changes is even that far in the bad management theories but they are not well thought out or presented. One example of this is in an effort to meet the customer needs we have created a separate division that is responsible for the needs of local customers. This is not a bad idea, however instead of getting a plan and implementing all at once, our director decided to just go for it and one day told us that we are now doing this. No training, no meetings, no discussion, and no progressive movement of duties. It has worked out over the long run but he did this because another base was doing it and he thought we should be doing it too (benchmarking).

•By contrast, discuss situations where management theories have assisted managers in making good decisions?

I am in an interesting position in my line of work because not too many people actually know what my office is designed to do. Of course, it is because they do not have the clearance to be allowed into our office or our meetings but it does cause confusion none the less. When we received a new deputy director he was put in charge of our office and he brought in with him a fair amount of change and a lean approach to our job. He was able to cut down our time that takes us to process a situation by about half by initiating access to the supervisors over all of the divisions and moving us from inventory branch to customer service branch. Now we can do everything we need to do out of the same office and not have to travel to different locations when we need to process items.

•Roxburgh identifies some ‘hidden flaws in strategy.” Discuss examples from your own experience and possible experiences you have encountered as they align with strategic flaws that do not fit into the categories that Roxburgh identifies?

One of the biggest problems I had adjusting from the Marine Corps to my current position is being able to say no. I would say that in a way, there is a downside to the Marine Motto Adapt and Overcome. This motto is something I had lived my life by for 9 years and I never wanted to tell anyone no. I was exuberant in overconfidence and I thought that there was no situation that I could not get a ticket processed, even if that meant bending the rules a little bit. I had to take a step back after I found myself being written up for using the wrong equipment even though no damage was done to anyone or the material. To me, this was just a natural solution to a problem and I was in the right. However, after I looked at what possibly could have happened I had to start to swallow my pride and realize that there are things that should not be done and that is why we have the safety and the quality assurance, divisions.

I REQUEST YOU TO KINDLY RATE THE ANSWER AS THUMBS UP. THANKS A LOT.

Related Questions

Navigate

• Browse (All)
• Browse D
• Subjects

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.