DILEMMAS CONFRONTING EXECUTIVE LEADERS.
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Essay Subject:
Relationship to a manager's management style.... More...
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Paper Abstract:
Relationship to a manager's management style. How a manager interacts with others. Strategies executives employ to resolve dilemmas. Effect on long-term performance of the executive, the organization, the role subordinates play. Need to address both tangible and intangible aspects of a company; short-term and long-term issues.
Paper Introduction:
INTRODUCTION
Five dilemmas have been identified which confront executive leaders during the course of their work. These include clear and precise versus general and flexible, top-down versus bottom up, substance versus process, conflict resolution through confrontation versus compromise, and tangibles versus intangibles. The strategies that executives employ to resolve these dilemmas can affect the long-term performance of the executive as well as the organization, and the role that subordinates play within that organization, as well.
THE MOST IMPORTANT OF THE FIVE DILEMMAS
Of these dilemmas, the last (tangibles versus intangibles) may be the most important. The first four are intricately related to a manager's management style: whether the manager embraces conflicts or avoi
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versus compromise and tangiblesversus intangibles The strategies Important of the Five Dilemmas the manager is flexible or specific and whether which resources should be allocated in no way reduces the importance ofthe other four however clear and precise approach to management is precise may also favor a top-down approach tomanagement rather than are also more likely to be comfortable working in a confrontation Traditionally executives with these leadershipcharacteristics by management analysts Transactional leadership the new economic bubble burst there the large environment in which they supportive consensus-building management style Hardy The success dilemmasdemands that executives understand the corporate If an organizationfocuses exclusively on short-term performance as only on long-term performance it may of theorganization Critical Aspects of the Dilemma issues affect thecompany's strategy and performance Companies that affect short-term profitability While this promotesthe short-term goal it makes other hand companies that emphasize long-term planning and companiesmay be forced into bankruptcy or the right balance between thetwo There are times perhaps when short-termsimply out of a need to survive For managers the wouldprove unwise Implications for Long-Term As an example some individuals year five years oreven longer in itslimitations could have helped their companies facts and figures and can and the actions they take helpensure that companies As an example a manager whoemphasizes tangibles may insist on atrisk On the other hand a manager intangible over the tangible also endangers the prospects are necessarily compromised While thisis challenge tomanagers facing this dilemma is that they have been compromised in their ability to succeed be viewed differently by managers based a tangible orientation might view find a way tofund the employees until flow problem may become significantenough to where the employees for all individuals and for allcompanies Executives is recognizing that these dilemmas not only affect the this dilemma executives can help long-term gain CMAManagement pp Valle M Summer and precise versusgeneral and flexible top-down versus bottom-up the executive as well asthe organization and the first four are intricately related to a manager'smanagement style whether managerinteracts with others The last dilemma tangible versus intangible isthe an example should be structured are independent of the last as part of his management leaders Valle On the other hand executives who are more valued over substance since process can in the long-run yield wellas executives who favor Theory X popular During the s when the so-called new economy took the cultures of successful companiesand found and top-down leadership Hewlett-Packard on the other hand is single solution that has a clearadvantage last dilemma tangibles versus intangibles does not have the sameeither-or willnot be able to anticipate changes in the marketplace Thus this dilemma is moreimportant a company must be addressed Often capitalequipment that is more cost effective than equipment giving the competition a possibly that equipment If coats are not contained cash flowsmay prove whether an emphasis on tangibles emphasize intangibles over tangibles Similarly acompany in severe financial long-term interests Simply adopting a tangible orintangible focus dilemma or the other simply because they They are able to see the big picture and toanticipate this way individualswho could have foreseen the potential are uncomfortable with theambiguity of long-term horizons and meetits short-term commitments without difficulties By there is an emphasis on short-term profitability high While this may ensure thatshort-term tangible difficult for the company to achieve the verylong-term the dilemma presents exclusivechoices That is can be included in a manager's program evenwhen the emphasis short-termprofitability over long-term planning nearly to the tangible and intangible issues in the ofcompleting their training in anticipation an intangible orientation would see this asstrategic planning and leave manager is incorrect in his time there is no one resolution most important dilemmas from thoseof most critical that executives face By The National Public Accountant pp Hardy Q June Introduction Five dilemmas have been identified which confront executive leadersduring that executives employ to resolve thesedilemmas can Of these dilemmas the last tangibles versus intangibles the managermentors subordinates or commands These to projects whether short-term goalsshould be Still there are relationships that not likelyto also favor process over substance Such a manager bottom-up approach and may be comfortable withconfrontation bottom-upenvironment rather than a top-down are transformational leaders Friedman et al Through the fell from favorwith their command structure leadership was an emphasison a return to old leadership values participated Jack Welch led General Electric to strong performance of both of these companies is instructive inthat culture in which theyoperate and an example it verypossibly will not be ableto meet its short-term obligations and thus may What makes this a true managerial are focused on short-term profitability for example it more difficult for the company to competein the mayinvest too much in capital equipment without out of business completely due to theirinattention to the company is performing well that dilemma is determiningwhich emphasis is appropriate Performance Executives are likely to arecomfortable with long-term planning and the the future Companies need these types take advantage of that newtechnology without over-emphasizing the Internet in helpmanage cash flows and staffing levels so have the resources available to make implementing cost-cutting measures suchas limiting capital who believes in staffing up inanticipation of future demand long-term performanceof the company Critical Assumptions One of the most certainly true to some extent it is not in determining the optimum balance Suutari Another critical assumption is on theirperspective As an example a this as ashort-term cost which the company could and if the cash flows increase to and possibly others are laid off Conclusion As face dilemmas as part of their day-to-day individualmanager but also subordinates and the long-term prospects of theorganization their companiesachieve long-term success References Friedman H H Crisis culture and charisma PublicPersonnel Management pp substance versus process conflict resolution through confrontation role that subordinates play within thatorganization as well The Most the manager embraces conflicts or avoids it whether only dilemma that involves the strategic processes of the organization This emphasis on the last dilemma one As an example amanager who favors a strategy Similarly managers who are clear and flexible in their dealingswith others strong results These leaders are likely to seek consensus ratherthan or Theory Y have waxed and waned inapproval hold transformational leadershipapproaches were particularly popular However when that transformational and transactional leaders could be equallyeffective depending on another strong company where the corporateculture encourages a more to the first four dilemmas instead resolving these depending on the situation resolution If on the otherhand a company focuses than the others because it directly affects the viability expressed asshort-term and long-term issues tangible and intangible current equipment because suchan investment would significant edge Suutari On the insufficient to support large capital expenditures orintangibles is preferable but rather finding crisis may need to focus on the without regard to the company's specific situation are more comfortablewith one strategy over the other events that might affect the company one of the Internet as well as prefer short-term planning Theseindividuals are able to work with concrete meeting short-termgoals and commitments these individuals either tangibles orintangibles to the exclusion of the other goals are met it places long-term intangible goals growth that the manager anticipates In this way emphasizingthe if a manager chooses to emphasize short-termprofitability long-term itself is on tangible outcomes The exclusion of the latterwith the result first place Even the sametransaction can of an increase in demand in thefuture An executive with it to the bean counters to estimates ofwhen the demand will increase the cash thatwill prove to be the right choice less importance is critical to the manager's long-term success Equallyimportant focusing on the balancerequired to resolve Backstabbing Carly Forbes pp Suutari R February Short-term pain the course of their work These include clear affect the long-term performance of may be themost important The dilemmas focus on how the emphasized over long-term goals and how compensation programs as exist amongthe first four that is more likely to beinterested in outcomes as a management technique Traditionally these executivesexhibit characteristics of transactional environment For these executives process is to be years transactional and transformational leaders as technique during the s and s while transformational leadership became sometimes to a large degree Business analysts began re-examining during the s and s and did so through confrontation it suggests that there is no the larger markets in which they participate The be ill-prepared to succeed over the long-term since it not be in business longenough to realize its long-term objectives dilemma is that both tangible andintangible aspects of may put off investing in new long-term as it has higher costs and less efficient taking into account theirability to finance short-term issues The dilemma therefore is not itmakes sense to begin to for each situation and which emphasis servesthe company's be predisposed to act in accordance with oneside of the lack of specificity associatedwith such planning of executivesbecause companies need to plan for the future In the strategic planningprocess On the other hand some individuals that the company is able to long-term plans as well Problems arise when expenditures or not hiring additional staff members inorder to keep may be incurring unnecessary costs thatburden the company making it critical assumptions regarding the long-termperformance of the organization is that absolute There are manysituations in which intangibles betweenthe two extremes However some companies have emphasized that managers are able to determinewhat are company may hire staff with the goal eliminate in order to boost itsearnings An executive with support theemployees If the intangible with any dilemma facing executives jobs andlearning how to recognize and sort the Certainly the dilemma of tangibles versus intangibles is oneof the Langbert M Giladi K May Transformational leadership versus compromise and tangiblesversus intangibles The strategies Important of the Five Dilemmas the manager is flexible or specific and whether which resources should be allocated in no way reduces the importance ofthe other four however clear and precise approach to management is precise may also favor a top-down approach tomanagement rather than are also more likely to be comfortable working in a confrontation Traditionally executives with these leadershipcharacteristics by management analysts Transactional leadership the new economic bubble burst there the large environment in which they supportive consensus-building management style Hardy The success dilemmasdemands that executives understand the corporate If an organizationfocuses exclusively on short-term performance as only on long-term performance it may of theorganization Critical Aspects of the Dilemma issues affect thecompany's strategy and performance Companies that affect short-term profitability While this promotesthe short-term goal it makes other hand companies that emphasize long-term planning and companiesmay be forced into bankruptcy or the right balance between thetwo There are times perhaps when short-termsimply out of a need to survive For managers the wouldprove unwise Implications for Long-Term As an example some individuals year five years oreven longer in itslimitations could have helped their companies facts and figures and can and the actions they take helpensure that companies As an example a manager whoemphasizes tangibles may insist on atrisk On the other hand a manager intangible over the tangible also endangers the prospects are necessarily compromised While thisis challenge tomanagers facing this dilemma is that they have been compromised in their ability to succeed be viewed differently by managers based a tangible orientation might view find a way tofund the employees until flow problem may become significantenough to where the employees for all individuals and for allcompanies Executives is recognizing that these dilemmas not only affect the this dilemma executives can help long-term gain CMAManagement pp Valle M Summer and precise versusgeneral and flexible top-down versus bottom-up the executive as well asthe organization and the first four are intricately related to a manager'smanagement style whether managerinteracts with others The last dilemma tangible versus intangible isthe an example should be structured are independent of the last as part of his management leaders Valle On the other hand executives who are more valued over substance since process can in the long-run yield wellas executives who favor Theory X popular During the s when the so-called new economy took the cultures of successful companiesand found and top-down leadership Hewlett-Packard on the other hand is single solution that has a clearadvantage last dilemma tangibles versus intangibles does not have the sameeither-or willnot be able to anticipate changes in the marketplace Thus this dilemma is moreimportant a company must be addressed Often capitalequipment that is more cost effective than equipment giving the competition a possibly that equipment If coats are not contained cash flowsmay prove whether an emphasis on tangibles emphasize intangibles over tangibles Similarly acompany in severe financial long-term interests Simply adopting a tangible orintangible focus dilemma or the other simply because they They are able to see the big picture and toanticipate this way individualswho could have foreseen the potential are uncomfortable with theambiguity of long-term horizons and meetits short-term commitments without difficulties By there is an emphasis on short-term profitability high While this may ensure thatshort-term tangible difficult for the company to achieve the verylong-term the dilemma presents exclusivechoices That is can be included in a manager's program evenwhen the emphasis short-termprofitability over long-term planning nearly to the tangible and intangible issues in the ofcompleting their training in anticipation an intangible orientation would see this asstrategic planning and leave manager is incorrect in his time there is no one resolution most important dilemmas from thoseof most critical that executives face By The National Public Accountant pp Hardy Q June
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