The paper "Online Sales and Services on Electronic Items - Electro One Company" is an outstanding example of a management case study. To provide high-quality electronic products to support both personal and business systems for both the domestic and international markets at the most competitive prices and guarantee. Strategic and Tactical Goals To be a reliable and trusted provider of all electronic products, sales and all supportive services, to generate a minimum 15 % return on investment (ROI) and pursue a gradual annual growth rate of 18.50% through exploration and coverage of new markets, To provide the most favourable and motivating environment for the employees and therefore curtail staff turnover and achieve high employee retention, To forge cohesion with the local communities around the company installations by supporting charitable community initiatives around the company’ s installations. Introduction Electron One is an electronics company that sells its products and services using the online platform “ www. electrone. com” .
Its head office is in Sydney. However, it has branches all over the world that interconnect through a network of powerful servers and PCs, the host being at the head office. Currently, it boasts of a clientele base of over 1 million. Recently, there has occurred a spate of resignations of line managers at the Brisbane branch, who accuse the branch manager of little inclusion in the decision-making process.
Line managers are low-level management staff who supervise selected staff and work and report to middle-level managers in their respective departments. In small organisations, line managers may form middle-level management and report to senior managers. According to Cengage (2014, p. 8), they include departmental managers, office managers, supervisors, and so on. Their main responsibility is to manage entry-level employees who directly produce the organisation’ s goods or services.
Cengage (2014, p. 7) sums up the responsibilities of line employees as employee supervision, induction of new employees, training employees on different aspects of their work, creating detailed schedules of operation based on recommendations of senior management (p. 8), facilitating employees in completing their daily workload by providing their requirements, and projecting new staff hiring needs as more work emerges (p. 9). The University of Edinburg (2014) exposes some other responsibilities which include managing finances and other resources such as time and people within their departments, promoting diversity and equality among employees, and leading and developing the employees. The Issue: Participation in the Decision-Making Process Line managers thus provide direct contact between employees and the management.
Their responsibilities as described above determine the success of the organisation in providing goods and services to the satisfaction of the customers. Their inclusion in the decision-making process is of paramount importance. Their exclusion, as witnessed in the case of the Brisbane branch of Electro One Company, will mean that the decisions made by higher-level managers will not reflect the needs of the users (employees) and the customers.
Besides poor output on the part of the line managers, as a result, they may also feel alienated and will not own the decisions handed down by senior management. They may also feel like they are not part of the organisation. That may evoke conflict, resistance, inefficiency, and even resignation by line managers and employees as seen in the case of Electro One Company. This effectively compounds implementation of policies or guidelines received from higher levels of management.
Cengage (2014, p. 7) argues that members of the senior management have the noble duty of building responsibility in employees and generating pride in their work. That way, they are able to do their work correctly and efficiently. This will only be possible if the lower-level managers are involved in the decision-making process.