Management

This document discusses the various aspects of management, including employee relationships and integration, technological changes, globalization, and talent retention. It provides insights and strategies for decision making and managing these areas effectively.

Running head: MANAGEMENT
Management
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1MANAGEMENT
Assuming, I have been appointed as the CEO of Scott Bicycle in US that has been
acquired through aggressive takeover by an organisation within the same industry. There
were certain issues associated with the cost reduction and manufacturing, cutting staffs and
while integrating the parent company’s employees into the new division (scott-sports.com,
2019). Based on the perspective of Scott Bicycle, it is important to undertake decision
making actions, furthermore ensure maintaining proper employee relationships and
integration, management of technological changes and globalisation and retaining the
existing skilled and knowledgeable talent pool too.
Employee relationships and integration
As a CEO of the organisation, it is important to manage the human resources properly
and improve the level of support provided to the employees to foster better decision making
and manage deep collaboration with them. As stated by Adams (2015), the various factors
including the involvement of skilled individuals, engaging external stakeholders, breaking
down the silos and obtaining varied ideas and opinions of team members are essential for
practising integrated thinking and to achieve better decision making ability. The hierarchy of
needs of employees is understood before planning for employee engagement strategies and it
can be based on the Maslow’s hierarchy of needs that are to be focused on before continuing
to grow. The lower level needs should be fulfilled, i.e., survival and safety, which would be
possible with the creation of a positive work culture and then focus on needs at higher level
including belonging, self-actualisation needs, etc (Adams 2015). The engagement goals
should be discussed with them for making them feel realistic and providing both monetary
and non-monetary rewards could be beneficial for valuing individuals and ensure integration
in the new department.
Technological changes

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According to Newell & Marabelli (2015), with the changes and advancement in
technology the interlinking of information sourced from various business areas and
applications is possible and thus the time taken for decision making will be reduced too. As
the CEO, with the evolvement of technology, decisions should be made for managing
adoption achieved through change management strategies. To get accustomed with the
changes, the employees must be involved so that they could be open to the idea of an IT
system newly implemented. Furthermore feel more secured and gain acceptance to facilitate
innovation perspectives and gain growth consistently (Newell & Marabelli, 2015). The
technological changes have shaped the pattern of decision making and it could help in
proving training sessions to address initial concerns and improve the skills and knowledge of
employees too.
Globalization
Decisions regarding transparency should be made along with making the employees
understand about the new business model and wider strategies required to manage
globalisation. As a CEO, it is important for me to make early prediction of risks that might
create adverse outcomes during the decision making that relate to strategic decisions. The
decisions should be made according to the skills, abilities and competencies so that the policy
makers follow those while managing globalisation (Shepherd, Williams & Patzelt, 2015). The
global staffs should be trained for getting engaged in policy making while conferences in
national and international stages could also help in aligning with the organisational policies
and ensure successful international business.
Retention of employee talent
The decisions should be made collaboratively with the HR manager and the salary
structure must be competitive while the employees’ needs are to be taken care of for keeping

3MANAGEMENT
them motivated and retained at the new division. The actions undertaken should include
promoting opportunities for them to grow and learn, furthermore create room for their
evolvement while making goals and expectations clear for ensuring formation of a healthy
work culture and good working environment too (Meyers & Van Woerkom, 2014).

4MANAGEMENT
References
Adams, C. A. (2015). The international integrated reporting council: a call to action. Critical
Perspectives on Accounting, 27, 23-28.
Meyers, M. C., & Van Woerkom, M. (2014). The influence of underlying philosophies on
talent management: Theory, implications for practice, and research agenda. Journal
of World Business, 49(2), 192-203.
Newell, S., & Marabelli, M. (2015). Strategic opportunities (and challenges) of algorithmic
decision-making: A call for action on the long-term societal effects of ‘datification’.
The Journal of Strategic Information Systems, 24(1), 3-14.
scott-sports.com. (2019). Retrieved from https://www.scott-sports.com
Shepherd, D. A., Williams, T. A., & Patzelt, H. (2015). Thinking about entrepreneurial
decision making: Review and research agenda. Journal of management, 41(1), 11-46.