Administrative managers play the most significant role in translating strategic vision into solid steps that helps organization to implement strategies. Reinhardt and Stavins (2010) opined that good administration is necessary for the success of all organization. The success of strategy implementation heavily depends on the interpersonal skills of administrative managers and on the way they get the job done.
Administrative Managers' Role As Strategy Implementer
This is the duty of an administrative manager to also be an effective strategy implementer by creating suitable action plans and taking the right approach to push the change through the organization. They are also responsible to determine an appropriate change leadership style based on the context of the organization. Moreover, people are not willing to go through changes. Some people prefer not to go through change; especially, the older people often do not welcome change. Therefore, adopting something new within the organization has been one of the greatest challenges for administrative managers to deal with.
The Call of change
Implementing strategy often requires organizations to go through major changes in the way it operates. Administrative managers are mainly responsible for leading and managing the change. Designing job responsibilities, linking people with the business processes, and defining the policies and ideologies those reflect a clear picture of the management’s expectations from the workforce are some essential example of duties for which today’s administrative managers are responsible for. When designing a new job, it is the duty of human resource managers to point out certain authority and accountability for the role player of that particular position. (Rogers and Byham, 1994).
Establishing Liaison
The policies and ideologies, that have widely been defined to administer the people of the organization, should be a clear reflection of the beliefs, visions, and set of values on which the organization focuses on. It also should include, but not limited to, the leadership approach, organizational restraints and norms, level of tolerance, etc. (Volberda, 1992). Moreover, there needs to be a closer liaison between various departments of the organizations. Administration is often considered the heart of an organization. This is the place from where the information flows to all the other departments. Therefore, administrative managers are also responsible to establish the liaison.
Conclusion
Administrative managers are considered to be one of the most significant assets that an organization can have. According to MacMillan and Venkataraman (2009), the performance an organization heavily depends on how they employ their human resource. Administrative managers need to be able to anticipate the consequences of any decision that is going to be implemented. When making a decision, administrative managers must be able to pick an effective one which will also be advantageous for the organization (Luffman and Kenny, 2009). In order for an organization to be successful in implementing strategy, there is ultimately no alternative of having capable administrative managers who knows how to engage his subordinates to get the job done in a consistent manner and stick with the goal of the organization to drive strategy and performance.
Reference:
Reinhardt, F. L. and Stavins, R. N. (2010) Corporate social responsibility, business strategy, and the environment, Oxford Review of Economic Policy, 26(2) pp.164–181
Rogers, W. R. and Byham, W.C. (1994), “Diagnosing organizational cultures for realignment”, in Howard and Associates (Eds), Diagnosis for Organizational Change, The Guilford Press, New York, pp. 179-209.
Volberda, H.W. (1992), Organizational Flexibility Change and Preservation: A Flexibility Audit & Redesign Model, Wolters - Noordhoff, Chapter 3, 4, 6.
MacMillan, I. C. and Venkataraman, S. (2009) "Defining and developing competence: A strategic process paradigm." Strategic Management Journal, 16, 251-275.
Luffman, G. and Kenny, B. (2009) Strategic Management: An Analytical Introduction. 6th ed. Oxford: Blackwell Publishing.
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