An inevitable concern in expanding any business is to ensure that the strengths that initially enabled the business to flourish are maintained while the organization exploits new areas of growth. A new position of location coordinator would enable someone to troubleshoot issues with other location managers while the two of us as CEO and CIO work out the details of franchising new operations or using venture capital to open up more company-owned shops. The location coordinator would handle any issues which arise based upon geographic and regional issues on a case-by-case basis but would still have a general managerial level position and authority.Of course, the idea of delegating is an important one for any growing organization. No one can do everything and currently the organization’s main leadership responsibilities are divided between ourselves. On the other hand, however, there is great concern in adding to an already bloated bureaucracy for our company. Consider the hierarchical levels which already exist—they are already quite deep.
At present, at all of the existing eight locations, there are location managers who report directly to the CEO and reporting to each location manager is a team supervisor with four customer associates beneath that manager....
The vision Oracle has is one of unifying all of their enterprise applications into their Fusion architecture and creating a single unifying Service oriented Architecture (SOA) was first announced in 2006 (Krill, 13). Since that time Oracle has continually strived to create an SOA in Fusion that would appeal to its corporate customers. The proposed Fusion SOA platform has been designed to be robust and scalable enough to encompass enterprise-level
(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to
The modeling environments was so accurate it could deliver results that aligned at a 95% accuracy rate with the actual results achieved. Another advantage was the use of knowledge management to orchestrate multichannel selling, marketing and service scenarios across the client's specific requirements and needs. The analytics and knowledge management systems were also combined successfully to create a constraint-based engine as well. All of these factors were critical to
For the C-level executive team at Oasis the most critical strategic decision with regard to Web 2.0 technologies is processes, systems and functional areas can take the greatest advantage of their benefits. It is clear that the globally-based distributed order management process could be much more collaborative given its breadth of activity across so many manufacturing centers. The need for creating a collaborative distributed order management system globally is
IT Management Challenges Business Process Reengineering works with changes in structures and processes within the business environment. Information technology plays a highly critical part in BPR as it deals with the provision of office automation, gives an allowance for companies to make quick deliveries, work in a flexible manner, and operate in different locations. In addition, new technologies are helping organizations to have paperless transactions. In simple terms, BPR allows an
Leadership Priorities and Practice in Organizational Management The enterprise software industry is going through a series of disruptive innovations that are disrupting the economics of the industry while also shifting the balance of power away from the Chief Information Officer (CIO) to the line-of-business leaders including the Vice Presidents, General Managers and Directors of Business Units. As this balance of power shifts throughout enterprise software, many long-standing approaches to developing, delivering,
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