Discussion Thread: Entering Global Markets / Managing Global Operations Replies

1. Key Term and Why You Are Interested in It

As I sit here reading and focusing on my future, I decided to choose managerial commitment (MC) for the topic I am interested in.  Due to the degree of study that I am working towards, this topic falls within my wheelhouse.  To become successful as a business manager I need to be able to broaden my thoughts and vision on other ways to become successful.  Giving the tools and being informed of areas that tend to be overlooked will set me up for a better career.  Additionally, gaining a better understanding of what managers needs to do and the commitment that they need to apply for the job can make a company successful.  This holds true especially for those who look to take their business overseas and thrive.

2. Explanation of the Key Term

The term managerial commitment is used by company executives that participate directly in the aspects of a business’s operations or organizational level tasks.  The level to which commitment is executed or accepted often depends on how much trust and authority the managers have been entrusted with from senior leadership.  “The nature of managerial commitment to an intervention shapes its character: it is not the intervention itself that is key, but the meaning given to it by participants” (Greasley & Edwards, 2015).  A commitment from an employee, manager, or even CEO depends on the level of success and reward that is associated with it. 

 

3. Major Article Summary

Due to the reduction of the operating costs within organizations, there are other ways to save money and still produce the same quality of customer service.  This has to do with an increase of employee interaction while implementing a more proactive approach for customer interaction.  “Quality improvement involves the transformation of the entire organization toward customer orientation through employee involvement” (Lämsä & Savolainen, 2000, p. 297).  When it comes to downsizing, senior leadership must retain the managers and workers who produce a higher quality return and takes the lead on company improvement methods.  These improvements are not limited to just the work within the physical company walls, but this also goes for the external representation as well.

 

4. Discussion a. How the cited work relates to your above explanation.

MC is always significant for the overall success and without the proper engagement, there could potentially be a decline in productivity which would lead to a decrease in revenue.  Aside from revenue, the initial path for which a company travels down is typically a direct reflection of those managers that are involved with during initial meetings.  Many organizations may not have a lack of enthusiastic individuals looking to promote within, however, choosing the right individual(s) to lead and represent will take proper vectoring and honest selection to fulfill those positions.  “Management is also responsible for the mode, direction, and speed with which the company advances along the export development path” (Leonidou, Katsikeas, & Piercy, 1998, p. 80)

      b. How the cited work relates to the other 4 works you researched.

A bunch of research has been conducted on MC.  The results have produced different points of view while highlighting the different perspectives from the researchers.  The overall goal of MC, whether it is in healthcare, overseas business dealings, or the operations within the US military is to place the best individual in a position that would produce the best results.  While the idea is centered around success, there are times that personal bias may come into play, leading to the appointment of the less than qualified.  This bias can lead to the reduction in performance, potentially hostile/toxic environment or even reduce return on investment.

 

References

Bai, T., & Liesch, P. (2022). Organizational goals and resource allocation to overseas foreign direct investment. Journal of World Business, 57(3), 1-14.

Bartczak, S. E., Boulton, W. R., Rainer, R. K., Oswald, S. L., & O’Malley, K. (2011). INVESTIGATING BARRIERS TO KNOWLEDGE MANAGEMENT IIMPLEMENTATION IN THE U.S. MILITARY: A FOCUS ON MANAGERIAL INFLUENCES. Southern (SAIS) at AIS Electronic Library.

Greasley, K., & Edwards, P. (2015). When do health and well-being interventions work? Managerial commitment and context. Economic and Industrial Democracy, 36(2), 355–377.

Lämsä, A.‐M., & Savolainen, T. (2000). The nature of managerial commitment to strategic change. Leadership & Organization Development Journal, 21(6), 297-306.

Leonidou, L. C., Katsikeas, C. S., & Piercy, N. F. (1998). Identifying Managerial Influences on Exporting: Past Research and Future D. Journal of International Marketing, 6(2), 74-102.