Research and Evaluation of Key Issues in Strategic and Operational Management

STRATEGIC
OPERATIONAL
MANAGEMENT
CRITICAL ANALYSIS

Research and evaluation of a range of key issues in
strategic and operational management
■ Holacracy is basically a self-governing system of operation where there is no
manager and no fixed job titles. The Holacracy mode of organizational cultural
shift paradigm is implemented for the following reasons,
■ In this approach power from management is removed holistically and is
distributed across teams having clear set of roles and responsibilities and role
expectations are defined as per the work (Warrick, Milliman & Ferguson, 2016).
Organizational rules apply to everyone and there is no chance of conflict due to
positional hierarchy.
■ Employees are encouraged to be more entrepreneurial in their approach and
are not bounded by managerial commands (Askin & Petriglieri, 2016). This
increases their responsibility and are likely to have increased performance and
output levels.
■ This model is adopted to support both productivity and innovation during the
expansion phase of the company and the model will support full organizational
transition in the best possible manner (Warrick, Milliman & Ferguson, 2016).

Continued...
■ It is found that in general maximum employees are not ready to adopt the
changes and express their dissatisfaction in this process of restructuring.
But the companies also remain strict in accepting the quit approach of the
employees in this phase of change.
■ It is also found that a maximum percentage of employees leave their job
and they seems to be lacking motivational fit for their work. Employee
turnover will also increase after Holacracy (Askin & Petriglieri, 2016).
■ The work environment creates dissatisfaction among employees and their
performance levels are been negatively affected.
■ Compensation and other external motivation will not work in this regard to
retain employees as staying back will be a lose-lose situation for both
employees and the company (Askin & Petriglieri, 2016).
■ Employees are engaged in cutter-like negative behaviors and ultimate
adversity is felt in productivity, worker relationship and client base as well.