Creating innovations in a company

The primary function of the Broadcast-based Distance Learning System is to introduce convenience and fun in peoples’ learning experience, so as to integrate into peoples’ character a firm leadership foundation. But due to some hindrances like insufficient funding and lack of experienced personnel to handle the positions of the foundation, the quality of the system has been brought to a level of incompetence. During the last few months, more enrollees had backed out and some companies are not convinced by the proposals of the foundation.

Though the company has its established goals and missions, these past few months have brought instability to the company. It was assumed that the cause of the problem was mainly the proper executions of the lined programs of the company and the improper distributions of labor among the divisions. The company clearly needs a new leader that will be able to manipulate the programs and functions of each division to provide the best results and outcomes of the programs as envisioned by the company.

As the new hired Executive Manager, it is important for me to study and analyze the visions and missions of the programs as established by the company. My initial step would be to create and establish innovations about the system of approach to each of these goals.

The program of the company is mainly envisioning the establishment of effective approach in addressing the need for education and knowledge to its intended participants with the integration of the participatory leadership management framework as a key factor in improving the subordinates and will result to farther horizons and more opportunities. The mission to build a participatory leadership management framework for the broadcast-based distance learning systems development, enhancement of managerial capabilities and the knowledge to integrate the participatory leadership framework in personnel development will pave the way for the accomplishment of the vision (Strodel, 2003).

Through establishing a defined set of missions of the company, propagandas and advertisement will follow as more companies will be encouraged to invest on this type of industry since they will be the ones who will benefit the program. By promoting some meetings with these companies and creating a good presentation that will discuss the primary goals of the program, these groups will be able to know the importance of this type of industry and this will make a great offer to them.

 It is also very important to have a clear understanding about the whole system of the company to provide a clear plan and distribution of work as to organize the specific outputs of each division to promote quality assurance to the end products of the program which is mainly the quality of the leadership framework. The System should at least be subdivided into five teams: the Management team, the Engineering team, the Production team, the Field Coordination team and the Evaluation team (Strategic Planning in the Arts: A Practical Guide, 2003).

As the leader of this program, I will be the person to identify and promote a clear view about the distribution of the tasks of all of my subordinates in the company. As the new Executive Manager, I am the one who will lead the Management team.

I am also in-charge of the overall planning, promotion and execution of decisions in broadcast-based distance learning systems in specific areas of concern. As a leader of the executive, my perception about the mission and vision of the company should reflect my personality and attitude towards my work. This will help me and my subordinates to establish respect among the confine of each division and within the company.

My primary task is to have all the plans clear to all my subordinates, thus it is very important for me to know the duties of my own subordinates including the members of every team in the company. This requires me to be more prompt with my subordinates and have a clearly plan of their specific functions.

To have a clear view on my fellow workers and subordinates in the company, the following people are responsible for the second stage of the project organization. Given below also are their specific tasks and goals to be reassigned as well as the goal for each specific team of the company:

1.      The Senior Assistant Manager should take charge on the planning of appropriate materials and media needed for the broadcast-based learning systems for the specific area of concern. He should also be responsible in training the assistant manager and its subordinates in managerial tasks needed for the broadcast-based learning systems. The Assistant Manager should take charge in supervising and assisting the assistant-in-training manager and its correspondents.

The Logistics Manager sees to it that the resources needed for the broadcast-based distance learning systems are complete and in very satisfactory condition. He is also in-charge of all the needed research for the BB-DLS project (audience, resources, location, etc).

2.      The Engineering team should be headed by a Technical Director. He is in-charge of the overall execution of the schedule, allotment of resources, technical aspects for the implementation of the BB-DLS. The Technical Engineer is accountable regarding the over-all technical aspects of the BB-DLS, which includes the technical problem-solving strategies and execution of these strategies.

The Planner Engineer is designated to establish and regularly update the BB-DLS services master schedule according to the guidelines set by the Technical Director. He is also assigned to take charge of the breakdown of the master schedule into relevant resources (manpower, materials, equipment, funding, etc) needed for the BB-DLS.

3.      The task of the Production team is to generate the materials necessary.   The Executive Producer is in-charge of the over-all production of the BB-DLS. The Assistant Producer is in-charge in communicating and assisting the production personnel and other people involved in the production. He sees to it that the production materials needed are complete and ready for the production process. It is also his responsibility to update the production personnel of the status of the tasks assigned to them.

The Director is in-charge of executing the storyboard and scripts into audio-visual (AV) materials. The Scriptwriter is assigned to accomplish the storyboard and scripts for the BB-DLS audio, video, audio and video and print materials considering the intended audience. The Script Editor is in-charge of the editing of the storyboard and scripts. He sees to it that the materials are ready for production. The Video Editor is in-charge of the video editing, and incorporating appropriate transitions and cues for the effectiveness of the AV material.

4.      The Field Coordination team is headed by the Field Coordinator Officer. He is assigned to oversee the project proposals for the development of the BB-DLS for the prospective audience. He works with the production personnel in the field to ensure that everything is allocated properly and the BB-DLS is flowing smoothly. The Assistant Field Coordinator is in-charge with assisting the production personnel while the BB-DLS is ongoing. He is the one to coordinate with the audience and the persons involved in the BB-DLS.

5.      The Evaluation team is tasked to scrutinize the quality of the produced audiovisual materials. The Evaluator is in-charge of getting the feedback, comments and suggestions from the audience by doing pre-testing and post-testing evaluation protocols. He is required to submit a documented report of the findings to the Executive manager. The Monitor is the one responsible to proctor the pre-testing and post-testing evaluation protocols. The Secretary documents the BB-DLS activities and keeps updated records of the BB-DLS activities.

Some of the core values that can potentially serve as organizational tools include patience, creativity, determination and optimism. It is also important to understand that the key to a successful endeavor is the proper allocation of time and task and how to manage it. Opportunities arise when a person is affiliated with an organization undergoing leadership seminars and workshops entail an edge (Majid Ahmadi).

 Another factor to be considered is the weaknesses of the individuals that are working for the company. Some of examples of these weaknesses would be the tardiness and the tendency to undergo depression when a task is not attained. During these past few months, it can also be noted that there were some instances wherein the employees failed to submit and accomplish a particular task given by a certain project.

Too much disappointments and insufficient orientation to my co-workers will lead to unplanned and unsuccessful project output. Having to face these threats (deadline, sickness, and lost of good personnel) must be undertaken. Time management, prioritization and awareness of the consequences are the appropriate techniques on how the company will resolve and overcome these weaknesses.

In order to attain the goals established, there are existing resources which can be utilized optimally. Human resource capacities which are greatly needed in obtaining long-term goals such as the BB-DLS endeavor. Special activities for company workers may significantly contribute to the development of their characters and totalities and could help us in attaining the goals set, especially the establishment of learning to intended participants.

Knowledge can be established to my subordinates through providing various seminars and workshops that will enhance their skills and abilities that could help us improve the BB-DLS structure (Majid Ahmadi). Providing a good quality orientation and re-orientations to my subordinates every 2-3 months or at least during the start of a project will also be a great strategy. This will serve as their motivation for hard work and as reminder for their priorities and specific goals and tasks.

Goals serve as benchmarks for a more flexible character. My personal goals include enhancement of my decision-making skills especially in managing conflicts in order to arrive at an accord. My professional goals include improvement of the BB-DLS structure which could be achieved by participation in several communication, educational, and leadership training seminars and workshops (Strodel, 2003). The development of a framework that would enhance the BB-DLS structure, thereby making its coverage wider could be achieved through high quality outputs.

References

Leadership Plan. (n.d.). Retrieved from Leadership Plan:

http://www.century.edu/lifeplan/lpleadhome.htm

Macpherson, M. (2000). Performance Excellence in Early Childhood Education – the award-winning Auckland Hospital Staff Preschool. Alexandra New Zealand: Auckland Hospital Staff Preschool.

Majid Ahmadi, G. A. Developing Leadership Skills for Women in Engineering and

Science. Windsor, Ontario, Canada: Department of Electrical and Computer Engineering, University of Windsor.

Strategic Planning in the Arts: A Practical Guide. (2003). Retrieved from

www.artsmanager.org: http://www.artsmanager.org/strategic/primer/assets/SPP_chapter13.pdf

Strodel, M. E. (2003). Simple Steps to Effective Organizational Planning. Rural Arts

Program, Alliance of New York State Arts Organizations.