Traditional programs and divisions groupings in the business must be dissolved first. The work processes and the streamlined structures should always be team focused and cross-functional (Jaskyte, 2004). Secondly, accountability should be shifted from the use of rigid, centralized management control systems into a quasi-market techniques, like providers competition, and concentrate the resources on making sure of high-quality results (Daft, 2012). Dunn's business needs to shift from been controlled by the administrator for inputs to greater reliance on results. The main theme here is relying mainly on competition together with other quasi-market tools in order to ensure high-quality results. However, the only implication would be fewer layers of management and review of staff. The resulting control systems with thus be flatter and leaner and will direct their resources importantly to supporting front-line activities. Thirdly, partnerships should be created between and within agencies and also encourage externally and internal boundaries to integrate policy development and service delivery. Dunn should operate like a bounder less company, whereby, the primary loyalty would be serving the customers' needs, and the cross-agency work is commonplace (Cummings and Worley, 2014).
6 LEADER VERSUS MANAGER All the stakeholders and contributors should be involved in the decision-making and planning to make sure that the approaches of getting the work done are efficient and effective. Lastly, the employees need to be empowered with new skills, authority and information needed to do the job and redefine the manager role to be the facilitator and coach. Through relieve of many controls and at the same time encouraged by their leaders, the employees must operate effectively as a team and individuals and serve their customers genuinely. The employees need to operate like a team that shares responsibility in results production (Jaskyte, 2004). The managers also must help the employees in maximizing their capacities and removing any challenges that impede their effectiveness. References Cummings, T., & Worley, C. (2014). Organization development and change. Cengage learning. Daft, R. (2012). Organization theory and design. Cengage learning. Jaskyte, K. (2004). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations. Nonprofit Management and Leadership, 15(2), 153-168. Jones, G. R. (2010). Organizational theory, design, and change. Pearson. Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons. Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63(7), 763-771.
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- Winter '16
- Professor Obura Oluoch
- Management, Joseph Dunn