Influence to an Organization Icmt Strategy

ICMT Strategy: Influence to an Organization

Influence to an Organization: ICMT Strategy

Leading vs. Managing an ICMT Strategy

The terms 'leadership' and 'management' are often used interchangeably; however, the two are significantly different. Both the leader and the manager work towards getting the job done; however, whereas the manager does so by planning, organizing and coordinating activities to ensure that everything flows in the right direction, the leader gets the job done by inspiring, motivating and empowering his followers/employees. The manager administers whereas the leader innovates (Gray, 2012).

In relation to ICMT strategy, management is about telling employees what to do and supplying them with the required resources to achieve the intended objectives. In this case, employees largely do as they are told or instructed by their managers (Gray, 2012). Leadership, however, is not about forcing people to follow a certain direction; rather, it is about inspiring and motivating them to identify with the formulated ICMT strategy. In other words, a leader exercises charisma -- they do not just come up with an ICMT strategy and force everyone to accept or subscribe to it; rather, they create an open environment where employees can give their views and innovate to see the overall mission realized. Employees are empowered to take part in the development of the organization's ICMT strategy. In simple terms, a manager develops an ICMT strategy and hands the same over to employees for implementation. A leader, on the other hand, identifies the goals that the ICMT strategy is supposed to realize, communicates the same to employees, and then leaves them to innovate and come up with the most effective strategies.

It is possible and in fact prudent for persons in charge of ICMT strategies in organizational settings to be act as both leaders and managers. Leadership grants employees liberty and empowers them to make decisions on behalf of the organization. However, employees could sometimes misuse the freedom given to them, in which case the organization could incur losses from its ICMT strategies. To curtail this, the leader could incorporate the concept of management by say setting standard rules and guidelines to be followed by employees. One could, therefore, conclude that leadership and management work best if used complementarily, as opposed to when they are separated.

Part Two: Technology and Influence

ICMT influences an organization both positively and negatively. To begin with, it makes employees and the organization as whole, more effective and efficient on the job (Patterson & Radtke, 2009). A supervisor could, for instance, communicate with his subordinates in the field instantly via their mobile devices. In this case, employees are able to seek instant clarifications on issues of concern, and the supervisor is able to monitor the progress of ongoing work even if they are not physically present. This helps to ensure the continuity of work, and minimizes losses associated with incomplete work or postponed assignments. Additionally, ICMT helps to keep an organization above the competition in the industry within which it operates. It gives the organization an edge over other organizations that are yet to incorporate technology into their activities (Patterson & Radtke, 2009). Moreover, ICMT helps an organization save time and reduce labor costs associated with manual work. Machines such as computers perform operations faster, and handle the workload that would have been done by multiple employees working manually. This helps to minimize labor costs and increase the overall profitability of the organization.