International Journal Public Administration -Myassignmenthelp.Com

Question: Discuss About The International Journal Public Administration? Answer: Introduction: As an experienced senior manager, my decision to opt for a decentralised management system in place of the centralised management system is based on the outweighing benefits of the former. A decentralised management system will enable me to focus more on complex problems, organisational strategies, and a higher level of decision-making and to coordinated activities (Olivares, Caizares Kazerani, 2011). With such a system in place, I will be able to free myself from the daily duties of running the organisation which can adequately be run by supervisors or junior accounting. With such a decision, then I will be able to concentrate on more significant financial resolutions, recruiting, training and sustaining active personnel, thus elevating the corporation to a competitive position within the industry. Furthermore, my decision to decentralise operations will offer the supervisors and junior managers the essential experience in decision making (Sueur, Deneubourg Petit, 2012). Such an experience will prepare them to become competent when promoted to more senior positions. This is a foreseeable long-term investment because it will minimise the costs incurred during hiring and training of new managers. With a decentralised system, the subordinate will have the powers to make independent decisions thus promoting better control and supervision. Consequently, they will have the proper skills on the daily operations and therefore be competent to make corrections and take the appropriate action. However, I can foresee barriers to the decision of decentralisation the first being the fear of effective decision making by the low-level managers with no experience in decision making (Wong et al., 2011). Secondly, the junior managers may demand a pay rise with the rise of responsibility, an issue that the management may be unable to meet seeing that its not recruiting new staff (Hollenbeck et al., 2011). A centralised management system is my preferred style of operations because it is more efficient in times of crisis. It is easier for the overall management to address a crisis and make prompt decisions to avert further damages and to communicate a unified decision to all other staff (Tourrilhes et al., 2013). Also, the regular business operations are not altered in case of a crisis because only the management will address it (Kapucu Garayev, 2011). On the other hand, centralising the company operations is without barriers as the staff will feel isolated and not part of the day to day company operations. This may make them non-committal to business goals. The personnel develop, familiarise and study as they work within the company and regularly desire to make contributions towards the development of the organisation. The absence of such an avenue creates a disconnect. I believe that the first scenario of decentralising the company operations will be practical and more comfortable to implement. This is because, in an organisation used to centralised services, a decision of decentralisation will benefit both the management and the staff thus at least there will not be any upheaval from both sides. On the part of the team, they will warmly welcome a system of decentralisation because they will have the opportunity to make their contributions to the business operations and have the authority to marketing decisions for the betterment of the company. Also, through the additional responsibility, they will be able to gain low-level managerial experience which can be an added advantage in case of any promotions. The management also will gladly welcome the decision of decentralising operations even though they are used to centralisation. This is because decentralisation will relieve them from some minor responsibilities which they have to fulfil on a routin e basis so that they can get more time to focus on weightier matters such as developing recruiting criteria, accomplishing financial targets, and monitoring the implementation of the strategic goals of the organisation. I would prefer to work in scenario one; a highly decentralised company if offered that opportunity. This is because in such an organisation I will be able to learn early in the decision-making process and also gain experience as a first time low-level manager and develop my talent. A highly decentralized organization is most likely to grow and expand faster because all decisions do not have to come from the headquarters before implementation thus leading to efficient decision making. With the growth of the organisation, my career development is also guaranteed in addition to the advantage of the managerial experience gained while in the same company. Furthermore, I believe that a highly decentralised organisation will offer higher levels of procedural fairness to its personnel. Therefore, considering the two scenarios and the preceding arguments, a highly decentralised company is a priority both to the junior staff as well as to the managers References Hollenbeck, J. R., Ellis, A. P., Humphrey, S. E., Garza, A. S., Ilgen, D. R. (2011). Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures. operations Behavior and Human Decision Processes,114(1), 64-74. Kapucu, N., Garayev, V. (2011). Collaborative decision-making in emergency and disaster management.International Journal of Public Administration,34(6), 366-375. Olivares, D. E., Caizares, C. A., Kazerani, M. (2011, July). A centralized optimal energy management system for microgrids. InPower and Energy Society General Meeting, 2011 IEEE(pp. 1-6). IEEE. Sueur, C., Deneubourg, J. L., Petit, O. (2012). From social network (centralized vs. decentralized) to collective decision-making (unshared vs. shared consensus).PLoS one,7(2), e32566. Tourrilhes, J., Yalagandula, P., Sharma, P., Mogul, J. C., Banerjee, S. (2013).U.S. Patent No. 8,503,307. Washington, DC: U.S. Patent and Trademark Office. Wong, E. M., Ormiston, M. E., Tetlock, P. E. (2011). The effects of top management team integrative complexity and decentralized decision making on corporate social performance.Academy of Management Journal,54(6), 1207-1228.