Creating a Proposal Using Work Groups

Creating a Proposal Using Work Groups


In the argument about management, the article assumes that senior staff plays a major role in shaping and steering an organization according to Hambrick and Manson, (1984). In the private sector, there are three strategies available to them in their management. The strategies are available to managers seeking to improve performance through changing the environment, organization and changing the product. When changing the environment, there are a number of forms that the management may take which involves quitting a non-profitable product market and relocation of companies’ product in search of cheap labor. Private companies tend to engage in power dependence relationships where there is an attempt to shift the balance of power between companies in a network so as to lobby the government to bend the economic rules (Paul & Darin, 2006). The proposal will tackle problem-solving strategies using DAPEE model.

The DAPEE Model

This is a problem-solving mechanism that gives an important step in for manager or leaders to consider. This model has basic structures of problems solving with five components of referred to as DAPEE (Define, Analyze, Plan, Execute, and Evaluate). It is mentioned that effective leaders are able to define a problem, gather information, evaluate that information, and devise strategies of countering a problem experienced in an organization (Ilgen, Hollenbeck, Johnson & Jundt, 2005)

The Project

Strategies employed by private firms in the managerial duties are quite similar to those employed by public firms who have own strategies in management but with no universally applicable criteria set to evaluate whether there is a high or low performance. They have tangible elements like the speed of delivery, quality, and effectiveness that are to be valued by all stakeholders. With regards to the change of environment, it has been found that it is easy to achieve organizational success in a favorable environment but it can be measured through analyzing the impact of managerial networking which should include service providers, pressure groups, regulators and network management (Robertson, 2009).

The public firm will achieve if it is infrequent interaction with external stakeholders, thus influencing the existing environment is a route to organizational success. Unlike private companies, environmental change and quitting a market and entering a new market are difficult strategies in public companies since they are politically indefensible and they have a legal obligation to provide the same services. The public companies may also be barred from entering a new market thus performance in the public companies can only be influenced through the manager’s relationships with external bodies.

Analyzing the Project

A private sector may change the product which is the least strategic plan that should be executed. The private firms tend to have product differentiation by range, price, and quality. These tend to make entrepreneurial strategy when turning around a failing company. This strategy can be implemented without modifying the structure, the leadership processes and the culture of the private firm (Burger, 2008). On the other hand, successful product innovation is normally associated with definite characteristics of the organization like market pressures, willingness to take risks and the flexibility of existing structures. The overall message to the private firms under generic theory and empirical research according to Donaldson is that the impact of management strategies on organizational success is contingent rather than universal (Boyne, 2005).

Planning the Solution

In changing the organization, a private firm in an already preferred market can strategize for changing the organization through a number of strategies like changing the structure since structure always influences performance and that different structures work well at the different environment (Michael & Antonio, 2000). The organization also needs to change organization’s culture which is the core value shared by the members and it has been found that different types of cultures are associated with vast aspects of performance and when a firm focuses on one type, the culture is likely to boost a dimension of performance (Campbell, 2008). Changing the leadership of the firm is also another strategy that might be adopted.

This takes place in a number of ways first in circumstances where the existing leaders change the approach in tackling issues of the firm. Secondly, the company may appoint a new manager because the previous one had either retired, resigned or was removed. When the old manager was removed, the change will only be possible only when the new manager comes from a different industry. The leadership can also be changed when the whole senior management team is replaced.

Executing the Plan

With regards to changing the organization, it can be done in a number of ways which involves the structure and under changing the structure. Formalization strategy can also be adopted. This is the staff perceptions of extends of organizational reliance on the records and formalization that normally enhance the performance of public firms (Kendrick & Vershina, 2005). Formalization can be on the emphasis of the rules since these rules and procedures influence organizational behavior. Still on the structure, centralization as a strategy which its measure is in the extent at which staff participate in the formulation of policies and deciding in the hiring and promotion decisions.

This will enhance the quality of service output and is positively related to the efficiency of social service and health organizations. Apart from structure, the company’s culture is also another strategy that affects output this is because performance culture is normally related to better service outcomes in the public sector. Research has found out that the attitudes and values of public employees tend to make a difference in organizational success.

Evaluating the Results

Public companies also have strategy processes as a strategy in management which is the planning process. Planning, in this case, has a small but significant connection to perceptions of the success in the organization. Finally, under structural change, leadership is also an important aspect because the skills involved have a strong effect when combined with the leadership influence in workers. In addition to this, the stability of leadership in public company results in better outcomes but a higher rate of succession leads to poor performance. The last strategy which is a change in products shows that adaptability of public company’s product, results in better outcomes and change in product or services but it will be a success when a public corporation changes its product (Bradstreet Corporation, 2003). Therefore the link between management and public service performance is normally important.


It is mentioned that effective leaders are able to define a problem, gather information, evaluate that information, and devise strategies of countering a problem experienced in an organization. The DAP model provides strategies to managers seeking to improve performance through changing the environment, organization, and the product. When changing the environment, there are a number of forms that the management may take which involves quitting a non-profitable product market and relocation of companies’ product in search of cheap labor.



Boyne, A. G. (2005). Explaining Public Service Performance: Does Management Matter?

Advanced Institute of Managerial Research, Cardiff Business School, Cardiff University

Michael, H. & Antonio, N. (2000). Leadership Skills: Business Community. Harvard: Harvard

University Press cp

Burger, M. (2008). The Leadership that Shapes the Business World. University of Toronto Press


Campbell, J. (2008). 11 Tips for Writing a Business Proposal.  Retrieved May 17, 2011, from

Ilgen, D., Hollenbeck, J., Johnson, M. & Jundt, D. (2005). General Team in Organizations: From

Input-Process-Output Models. The Annual Review of psychology, 56, 517-543

Paul, D. & Darin, W. (2006). Talk and Interaction in Social Research Methods: International

Management Series. Pine Forge Press

Robertson, K. (2009). Stop, Ask, and Listen: Proven Sales Techniques to Turn Browsers Into

Buyers. John Wiley and Sons Publishers

Kendrick, M. D & Vershina, N. (2005). Management-International. Cengage Learning


Bradstreet Corporation. (2003). Business in Australasia, Asia, Middle East, and Africa. Dun &

Bradstreet Ltd Publishers



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