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Organization Operating with short-Horizons Essay

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Conventionally, it is believed that managers should have visionary characters that enable them to establish, ratify, and embrace long-lasting solutions to various business problems witnessed in different organizations. Nonetheless, this has not been the case as evident from some previous instances, which unveiled that most organizations operate with very short-horizons (myopic) and are only reacting to ever-changing environment.

It is from this context that the entire arguments in this paper lie. Evidently, what is expected from the global managers (in their endeavours) is not what they exhibit in various circumstances. This has led to dogmatic organizations, which rarely prospect future business dynamics.

For example, the recent global economic crisis has indicated that most organizations do not plan for future business challenges ranging from economic downturn to other relevant provisions in this context. It is from this concern that the entire business provisions and organizational managerial aspects lounge. Additionally, it is important to enhance various managerial skills by staying prospective and proactive to business challenges (Pearce 2011, p. 1).

Organizations, which are managed prospectively, have always overcome various challenges fronted by market dynamisms. The entire organizational provisions emerge from this milieu. Managers have been tasked with long-term thinking and making carefully considered decisions.

Nonetheless, this has not been the case as indicated earlier. The ability to make critical decisions is important in various business contexts. Inability to adhere to this necessity has contributed to the claims made earlier. The current managers have hardly conformed to the mentioned organizational prospects and expectations of the public with regard to managerial provisions (Taylor 2010, p. 40).

It is crucial to agree on such matters in order to unveil the exact managerial provisions assumed by such managers. Inability to understand various business provisions and other managerial frameworks have rendered numerous organizations less visionary and unfocused in their business prospects. This paper uses real-life examples to demonstrate these provisions in various contexts.

This is a literature review punctuated supported by selected real-world examples in management practices. Evidently, organizations have been instantaneous in their endeavours as they strive to solve environmental concerns affecting their business. There are no clear frameworks showing how such organizations have been embracing visionary managerial provisions.

Major Arguments on the matter

Contextually, workforce efficiency, increased productivity, and organizational profitability have forced numerous firms to establish visionary managerial skills that would allow their managers and employees to increase their output, specialization, and futuristic appropriateness.

This provision conforms to the principles of visionary management, which is hardly practiced by numerous organizations in the current world. However, it is essential to employ prospective thinking on matters that affect an organization. Precisely, managers have hardly embraced the stipulated critical thinking and other remarkable considerations in the managerial contexts.

Nonetheless, the provisions of management should establish and embrace such provisions. It is important to agree that the principles of management and its mandates in an organizational setting are important and considerable (Tropea 1995, p. 79). Managers need appropriate managerial skills that will enhance the efficiency and output of their subjects.

Since visionary thinking advocates for promptness and strategic considerations, it is important for various organizations to consider these factors comprehensively in the entire organizational contexts. There are numerous criticisms regarding the applicability of visionary management; nonetheless, the phenomenon is still relevant in the current managerial systems, workforce motivation, and the ultimate business profitability.

Organizations operate through various principles that allow them to attain their business objectives. Nonetheless, this can be hindered when the concerned managers do not make well-thought considerations in the entire business contexts. This relates to the aspects of decision making, which is expected to affect the operational trends of any given company. It is advisable to consider such provisions in business prospects.

Additionally, managing to consider various business provisions has allowed different organizations to operate prospectively in various contexts. It is from this concern that the entire organizational frameworks lie. Additionally, managers are expected to make viable considerations in businesses in order to enhance their operational mandates.

It is surprising that such managerial virtues are not present in the current managers who tend to react to ever-changing macro-environmental conditions in order to remain relevant and competitive in the entire business context. For example, numerous organizations have strived to overcome competition by embracing dynamism in their endeavours.

This has helped them remain relevant and competitive in their respective industries. Additionally, this has been quite considerable in various contexts with regard to business operations. Contextually, it is crucial to understand various stipulations set for various organizations in order to evaluate their operational mechanism and relevancy in the managerial context.

In order to increase productivity and reliability, managers and employees need to do specified duties and enhance their specialization factors in various contexts. Nonetheless, management equally needs to be quite prospective and visionary in delegating duties. This has not been the case as indicated earlier despite the prospects meant to enhance the phenomenon.

Contextually, inability to strategize business prospects might interfere with other business provisions meant to enhance dynamism in the entire management context (Knights & Willmott 2007, p. 392). It is from this situation that the business’ eventualities lie with precision. This is an important provision when scrutinized critically.

For example (a real-world example), most companies in the automobile industry have divided their operations into various departments with each sector specialized in producing a particular product for the ultimate motor vehicle assemblage. There are departments, which are mandated to execute bodywork, some to produce tires, brake pads, engine blocks, and many other parts that when assembled, constitute the entire vehicle.

Within each production department, there are also division of labour and specialization in order to reduce the workload, enhance efficiency, and augment the ultimate productivity and profitability (Vasková 2010, P. 108). This is an imperative phenomenon when evaluated critically.

It can be considered as a carefully considered and long-term thinking. It has some sustainability in the operational, managerial, and business realms. However, some organizations (which defy this critical managerial provision) have not embraced such virtues, a fact that renders them less visionary and non-prospective in their managerial provisions. This indicates how managements have not yet fully developed in some organizations.

Numerous organizations have managed to enhance their managerial provisions through various means as indicated earlier. Involving viable approaches in the management aspects is a considerable provision when considered critically. It is important to enhance productivity through appropriate adoption of management trends, which embraces the aspects of critical and visionary thinking rather than waiting to solve ever-changing environmental factors.

Evidently, numerous organizations have divided their operations into manageable segments with each unit demanding specialized skills. Ability to endorse different employees with different skills required in each segment is critical in the managerial phenomenon. It enhances specialization and productivity as indicated earlier (Aglietta 1979, p. 24). Precisely, the principles of management are still applicable in the current administrative systems.

Most organizations have hardly adopted such principles in order to enhance their productivity and appropriateness in various fields by tackling business dynamics as they emerge. For example, employees have been given easy time and opportunity to specialize in different fields of interest.

This is a critical managerial opportunity as evident in numerous industries. The principles of effective management are viable in the current organizations since they enhance yield and efficacy of various organizations. Nonetheless, some organizations are hardly practicing the managerial provisions mentioned earlier in this context.

Appropriate management embraces the provisions of training among employees (and other organisational stakeholders) so as to endorse them with special skills in order to perform particular duties and strategize for future organisational challenges. Despite the new managerial mechanisms, organizations have developed a culture of training their managers and ordinary employees appropriately with respect to their job descriptions.

This has concurrently enhanced the aspects of effective management in order to augment productivity and future business prospects (Freeman 1996, p. 35). However, some organizations have not embraced these stipulations. Their managers are less visionary and have not realized the provisions of training as a way of enhancing future managerial aspects. Generally, training is an important management provision embraced by numerous organizations.

Employees who are trained are able to execute their duties professionally with limited supervision. This enhances the aspects of productivity, self-responsibility, appropriateness, administrative efforts, and self-growth in one’s job. It is important to recognize such aspects in various occasions. These provisions have allowed numerous organizations to capture and retain competent and visionary managers with enhanced output and appropriateness.

Notably, the current managerial skills have developed from the historically introduced management theories. What only happens is the improvement of such ideologies to suit the current organizational demands. Nonetheless, the fundamental managerial principles still remain.

Most managers have not observed the critical provisions in the management aspects where organizations embrace visionary leadership. It has been quite important to enhance the aspects of managerial skills and uphold administrative virtues that will favour the productivity of various organizations. This is an important provision when evaluated critically for appropriateness.

Since managers advocate for workplace efficiency and profitability, this provision is limitedly embraced by the current organizations (Oldenziel 2000, p. 323). This indicates how various organizations are not led with considerable virtues and visionary managerial provisions.

The only notable difference might be the trends of execution; however, the ultimate results still remains the same. It is considerable to understand various business aspects and enhance the provisions of productivity as indicated earlier.

Organizations, which have realized the importance of visionary management and enacted its principles accordingly, have managed to enhance the aspects their managerial capabilities and other characterizing factors in this context. It is from this context that the whole business propositions recline.

For example, the ability to manage organizations with precision helps in realizing appropriate business results with promptness. This is an important consideration in the business context. The phenomenon indicates why it is important to uphold the virtues of prospective/futuristic management despite the opposing trends currently noticed in various organizations.

For example, most globalized organizations have set appropriate managerial structures in order to enhance their management capabilities and augment their productivity, practicality, profitability, and relevancy of their employees (Nelson 1992, P. 1). This has been a substantial provision when considered decisively in the prospective managerial contexts.

The ability to nurture managers in order to enhance their relevancy in a particular sector of production is quite beneficial. It allows the concerned administrators to augment their viability and efficiency in the concerned fields of specialization. As evident in numerous contexts, it is the mandate of various organizations to uphold their production efficiency, managerial virtues, and other characterizing factors.

The entire business opportunities lie on this provision. Critically, this will help in managing various organizational provisions despite the challenges (Rainey 2010, p. 34). Conversely, some managers and other organizational provisions have not shown the required managerial aspects mentioned earlier. Some managers have been myopic in their endeavours as evident by their inability to think prospectively and uphold the managerial virtues expected from potential managers.

For example, some organizations have failed to enhance their businesses and managerial prospects. Ability to enact viable managerial provisions is applicable even in the current organizations. As indicated before, some managers are less visionary hence cannot enhance their efficiency and productivity. This contributes negatively to the business aspects and other provisions mentioned earlier.

When a manager assumes an elaborated duty (from inception to completion), it is evident that he or she will need different skills in order to perform or execute the assigned duties perfectly. In case this provision misses, the ultimate work will not be done professionally and prospectively as demanded. For example, when the entire work is done prospectively, it is apparent that the concerned organization will attain its visionary prospects.

This is what some of the current organizations have been missing when considered critically. The concerned phenomenon increases the aspects of specialization, efficiency, and productivity as indicated earlier. Numerous organizations have failed to embrace this provision indicating how the ideologies of visionary management are still missed by some organizations. This is an important consideration when scrutinized perilously (Hindy 2000, p. 272).

Precisely, organizations operate with very short horizons (less visionary or myopic) and only react to ever-changing environmental provisions. Analogically, a real-world example emerges in the banking industry where tellers, operation officers, salespeople, loaning officers, managers, and control officers among others are conferred with different organizational skills meant to acquaint them with their specific job requirements. They also need visionary leaders to enhance their prospective thoughts for future benefits.

Managers should be given the necessary skills applicable in their respective job specifications. As indicated by various real-world examples, prospective management will always remain applicable despite the emergence of novel organizational management trends (Gabriel 2008, p. 259).

Importantly, it is appropriate to consider such provisions in the management context as indicated before. The aspects of time management, training opportunities, labour divisions, specialization, and other numerous provisions have been neglected by some managerial provisions. Visionary leadership is meant to help various organizations to prosper and enhance the quality of their operations and products by embracing appropriateness and prospective leadership expected (Taneja, Pryor & Toombs 2011, p. 89).

These provisions are very important despite the modernity and industrial challenges experienced in their applicability. It is the mandate of the concerned organization to decide on which managerial skills they will apply in their operations.

These will be helpful in various contexts in the realms of productivity and organisational expansion. Despite these prominent virtues, it is apparent that some organizations are only dealing with the ever-changing environmental issues rather than enacting long-lasting and visionary thoughts (Martin 2005, p. 344).

Additionally, viable management in this context is the ability to uphold efficiency within the workforce, eliminate wastes, and focus the business into the future. This is a considerable requirement in every organization. For example, most organizations have the mandate to enhance their business visions and obligations. Managers who engage in a particular job specifications will hardy waste time and other resources; nonetheless, this is not the case in various organizations.

In order to uphold the desired managerial virtues, managers must be nurtured in a manner that will support this requirement with precision. It is the mandate of the administration to ensure that the organization is operating in relevant areas and employees have specific skills required in such areas.

This will help in reducing wastage of resources as indicated earlier. However, when this provision is neglected, as evident in various organizations, it becomes difficult for the concerned firm to prosper. Additionally, it is important to enhance various organizational provisions in order to augment their managerial abilities.

The increase in efficiency and execution of duties is a critical provision in this entire managerial framework. Numerous organizations have the mandate to increase their potentiality in various business opportunities. This is a critical business provision in diverse circumstances (Popa, 2011, p. 58).

Additionally, the fact that such organizations will need elaborated skills (among managers and other employees) to help them achieve their business objectives is crucial. This still renders the principles of visionary management relevant. From this perspective, it is possible to enact various production and managerial measures that will enhance the organization’s productivity and profitability.

Additionally, it is crucial to agree that most of the current organizations do not embrace the aspects of long-term thinking (carefully considered). Visionary management considers the aspects of efficiency within the workforce by dividing tasks, job requirements, and duties into segments that workers can be able to handle with precision, sustainability, and proficiency.

This helps in enhancing specialization, appropriate skills, productivity, labour division, profitability, and appropriateness of job specifications among different managers and workers (Koteen 1997, p. 62). The inability of some organizations to embrace the aspects of prospective management is improper.

Despite the importance of dealing with instantaneous problems comprehensively, it is still proper to consider long-term thinking and other characterizing business provisions. Although there are stipulated managerial provisions, some organizations are still defying such norms.


It is evident that numerous organizations have not embraced the stipulations of visionary management where long-term thinking and prospective business decisions are made. Upon review of various real-world examples, it is agreeable that some organizations operate short-sightedly and only react to ever-changing macro and micro environmental factors affecting their businesses.

For example, the recent global economic catastrophe affected numerous organizations, which did not prospect such economic instances. Managers are expected to make well-considered and visionary thoughts in their endeavours as they strive to propel their organizations into the future. However, this has not been the case in various organizations. This is a vital provision when considered critically in the business and managerial realms.

Reference List

Aglietta, M. 1979, A theory of capitalist regulation: the US experience, Verso Books, London, UK.

Freeman, M. 1996, ‘Scientific management: 100 years old; poised for the next century’, S.A.M.Advanced Management Journal, vol. 6 no. 1, pp. 35-39.

Gabriel, Y. 2008, Organizing words a critical thesaurus for social and organization studies, Oxford University Press, Oxford, UK.

Hindy, L. 2000, ‘Scientific management and social responsibility: Evidence from the role of women in the New York bureau of municipal research’, Journal of Management History, vol. 6 no. 6, pp. 272-279.

Knights, D. & Willmott, H. 2007, Introducing organizational behaviour and management, Thomson Learning, London, UK.

Koteen, J. 1997, Strategic management in public and nonprofit organizations: managing public concerns in an era of limits, Praeger Publishers, Connecticut, US.

Martin, J. 2005, Organizational behaviour and management, Thomson Learning, London, UK.

Nelson, D. 1992, A mental revolution: scientific management since Taylor, Ohio State Univ. Press, Ohio, US.

Oldenziel, R. 2000, ‘Gender and scientific management – women and the history of the international institute for industrial relations, 1922-1946’, Journal of Management History, vol. 6 no. 7, pp. 323-328.

Pearce, J. 2011, Status in management and organizations, Cambridge University Press, Cambridge, UK.

Popa, D. 2011, ‘Economic and social dimensions of the global crisis: Implications on international trade.’ Studia Universitatis Babes-Bolyai, vol. 56 no. 3, pp. 58-73.

Rainey, H. 2010, Understanding and managing public organizations, Jossey-Bass, California, UK.

Taneja, S., Pryor, M. & Toombs, L. 2011, ‘Frederick W. taylors scientific management principles: Relevance and validity’ Journal of Applied Management and Entrepreneurship, vol. 16 no. 3, pp. 60-78.

Taylor, F. 2010, The principles of scientific management, Lightning Source, Oxford University Press, Oxford, UK.

Tropea, J. 1995, ‘The municipality, communism and scientific management: Management legacies in context’, Journal of Management History, vol. 1 no. 2, pp. 79-91.

Vasková, N. 2010, ‘Breakdown of trust in financial institutions in light of the global financial crisis.’ Journal of Advanced Studies in Finance, vol. 1 no. 1, pp. 108-114.

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