Management and Organisation: Comparing Top-Down and Bottom-Up Models

This report examines the debate between top-down and bottom-up leadership approaches in organizational management. It argues that while top-level executives, responsible for strategic planning and corporate governance, play a crucial role, the success of an organization is a result of the combined efforts of both top management and the workforce. The report highlights the importance of strategic planning and corporate governance, and how it affects the overall success of the organization. It also emphasizes the importance of engaging employees in decision-making processes, boosting morale and aligning individual goals with organizational objectives. The report also highlights the importance of the bottom-up approach, and the role of workers, forepersons and acting supervisors, in executing decisions and contributing ideas. The report references the importance of aligning individual goals with organizational objectives, and how it enhances productivity and teamwork. Finally, the report references the importance of recruiting and hiring competent staff to meet the overall policy decisions of the business.

Running Head: MANAGEMENT 0
MANAGEMENT AND
ORGANISATION

MANAGEMENT 1
Question - Organisational success is created from the top down (Board of Directors and C
Level Management) rather than created from the bottom up (workers, forepersons and acting
supervisors)
No, it is not true as organisation success is the contribution of both top-level executives as
well as bottom-up staff. However, top-level executives play a vital role in the success and
achievement of organisational vision. It challenges the misconception about top-down
structures typically shows a dictator who sits at the top of the enterprise and literally dictates
down decisions to be implemented by their subordinates. The responsibilities of top
executives in relation to strategic planning and corporate governance drive the organisation
towards success (Self and Schraeder, 2009). Corporate governance has key responsibilities to
help the organisation become effective by nurturing stockholder confidence and develop a
positive reputation in the respective industry. On the other side, strategic planning is part of
three groups considering business process: strategic, key and supportive; any organisation
regardless of scale is required to adhere to these processes. Long term strategic plans are
formulated by that C level management relating to the forecasted requirements and demands
of the market. The boards of directors also have the important responsibility of delegating
important function to the committees and management including the general manager or
CEO. The C level management is also responsible for hiring all other employees and oversee
day to day operations of the business. Recruiting competent staff is not an easy task as it
needs to be matched with overall policy decisions of the business. The bottom-up individuals
(i.e. workers, forepersons and acting supervisors) are responsible for following relevant
command from top hierarchy and put those commands into actions. In today’s complex
business environment, it is very important to get ideas from these bottom individuals
including workers and acting supervisors. Engaging employees and subordinates in decision
making will enhance morale of employees that are directly connected with productivity levels
and it will also encourage teamwork that help these workers and supervisors to align their
individual goal with the organisational goal (Boga and Ensari, 2009).

MANAGEMENT 2
References
Boga, I. and Ensari, N. (2009) The role of transformational leadership and organizational
change on perceived organizational success. The Psychologist-Manager Journal, 12(4),
pp.235-251.
Self, D.R. and Schraeder, M. (2009) Enhancing the success of organizational change:
Matching readiness strategies with sources of resistance. Leadership & Organization
Development Journal, 30(2), pp.167-182.