Follow Up River Woods Case Essays Example

Regardless of the high qualifications and initial strategic approaches, which seemed to be more efficient, chances of success seem to diminish with every passing moment. Subsequently, there has to be a serious problems associated with my strategy (Frame 145). For instance, even though members of the management team appear to be corporative and supportive, the implementation process is facing numerous difficulties and challenges. Primarily, some of these challenges emanate from the fact that I rely too much on team members when making crucial and critical decisions, I am inexperienced, and I have spent a relatively short time at the company, and during this period, some of our management secrets have leaked out to other departments. Ideally, my overreliance on the management team while making decisions affects the overall decision-making and implementation processes, and it might be one of the reasons why my strategies are not working (Frame 145). On the other hand, most individuals within the workforce still have traditional discriminative motives. Specifically, I believe that old junior officials might be disrupting my efforts to implement a new strategy at River Woods, and some of them might not be interested in my success. Ideally, they might be orchestrating my failure to increase their chances of getting my position. I firmly believe that this might be one of the problems confronting me in my managerial role at River Woods. Further, some of my management team members might be intentionally leaking out our plans to other departments and employees.
With my high academic qualifications, I believe I have the intellectual expertise needed to undertake varied management roles at the company (Whetten and Kim 288). In addition, based on my working experience as the company's Vice President, I have created reliable relationships with the primary stakeholders whom, I believe, will be of great help in my management roles and responsibilities. Furthermore, I am always motivated and determined, and I always strive to learn new things as well as how to handle them (Whetten and Kim 291). Indeed, being a new manager in the company seems to be a great advantage because I will learn trends and management approaches, which might help me diversity production and marketing strategies. Further, my young age might be significant disadvantageous in this managerial position. Some junior employees have not accepted me fully and they regularly look down on me (Whetten and Kim 292).
As an effort to overcome the current challenges facing my role as the plant manager, I will try to incorporate all the three Rs, which include retribution, reciprocity, and reason (Whetten and Kim 298). Under reciprocity, I will pursue an esteemed approach. In addition, I will convince individuals who fail to cooperate with me because of age that the implication of such actions will be viewed negatively by the organization’s stakeholders (Whetten and Kim 299). On the other hand, under reasoning, I will use the evidence approach, whereby, I will show my team members that I am what I am today because of qualifications and capabilities. I will try to transform them by participating in real actions and showing them the results (Whetten and Kim 299). Finally, under the last category, I will try and use authoritative threats to those who fail to comply and coordinate completely. Threats, sometimes, help in creating a more harmonious working environment where the juniors respect their seniors and coordinate fully (Whetten and Kim 299). However, this strategic approach will be implemented immediately. Before the next weekly meeting, I will hold small discussions with all the players involved and inform them of the new trends. I will also distribute internal memos to every member of my team (Whetten and Kim 299). Through this, I believe I will be in a position to rectify the small hindrances on my way to success.

Works Cited

Frame, J. Davidson. Managing projects in organizations: how to make the best use of time,
techniques, and people. New York: John Wiley & Sons, 2003. Print.
Whetten, David and Kim Cameron. Developing management skills. Boston: Prentice Hall Press, 2011. Print.