Managing Across the Organization

A manager needs to understand the interdependency of departments, congenital partnerships, and the knead of strength and politics to effectively manage across the organization. rough-and-ready managers use various political tactics to increase their power within the organization to coordinate and support the work of their peers and subordinates to equate company objectives. Managers regularly acquire and use power. Power-oriented behavior has an extend to on managerial career progress, on job performance, on organizational effectiveness, and on the personal lives of employees (Obholzer, 1995). It involves the combined topics of power, influence, authority, and organizational politics. When speed an organization, all these factors should be taken into consideration.

In managing an organization effectively in that location are critical partnerships and alliances that a parvenue manager essential maintain in that organization. Companies are increasely looking at strategic partnerships, alliances and joint ventures as avenues to enter new markets, attest new business offerings, across new distribution channel or pursue new areas of growth (Schwartz, 1999). Corporate alliances apprize help mitigate risks of new initiatives and they can also supplement skills and resources provided by others. Strategic partnerships may take a var. of forms and may involve product/service development, sales, marketing and delivery.



These strategic partnerships can become significant competitive differentiators by increasing times to market in developing product/services, accessing new clients in current or new geographies and improving internal operations. In this simulation, I first used the input of upper berth level management before making a determination and combining their input with my ideas to make a logical decisiveness that will help the company expand.

The formal twist is the organizations design for executing its processes. In other words the formal structure defines how it will apply resources to carry out what it needs to do (Egan, 1994). The formal structure also reflects the authority and responsibility...

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