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Summary

Competencydevelopment theory and network theory are two schools of thoughtsthat emerged towards the end of the 20thcentury. Competence development with strategic marketing domain hasnot been a major concern for scholars. As a result, there are alimited number of scholars who have written about the role ofmarketing capabilities on commercial success. This is despite theappreciation that marketing competence is critical and worthwhile.Due to changes in the markets and influence of technology, there hasbeen increased interest in the network theory. This article looks atcompetence development and network theory in the context of theirrole in the development of a business strategy. The paper argues thatcompetence can be rated relative to the particular strategy,structures and share values in the organization. These are theaspects that define the configuration of a business organizationstrategy. This means the competence development and its impacts onan organization can only be understood in the context of a particularbusiness function as well as the corporate strategy. Thus marketingcompetence can be understood based on competence broadening of themarketing activities, competency deepening within the marketingfunction as well as competency in partnering with stakeholders in thenetworks. On the other hand, in the network theory, the ability ofthe organization to nature and develop expertise in the marketingfunction determines the effectiveness of its networks. This enhancesthe ability of the organization to tactically manage businessrelationships, engage in strategic negotiations and monitor the costsand benefits of being engaged in a network. This is critical inmaking strategic decisions on which networks add value to thebusiness organization. The networks of an organization are dependenton competence development.

Reference

O`Driscoll,A., Carson, D. &amp Gilmore, A. (2000). Developing marketingcompetence and managing in networks: a strategic perspective. Journalof Strategic Marketing,8(2), pp 183-196.

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Summary

Marketinginvolves the management of external relations in a businessorganization while linking it to the internal operation. In themodern business environment, characterized by downsizing andoutsourcing, there are challenges as well as opportunities inmarketing. Business relations and networks play a critical role inbusiness activities. They are critical in ensuring that businessorganizations benefit from the opportunities in the new businessenvironments and overcoming the challenges of more dynamic markets.Therefore, business organizations operate within the context of thesenetworks. They have a direct the strategic decision and actions takenby organizations as well as the outcomes of the business activities.According to the article, the competitiveness and competitiveadvantage of a business organization is dependent on businessrelations and networks it is able to establish and maintain. However,managing these relations and networks is one of the biggest challengefacing business organizations today. Based on their experience in thebusiness environment, business organizations are adapting to theimpacts of their actions resulting into self organized networksstructures which defines relationships. The complex and selforganizing systems transforms the role of management in businessorganizations. Participation and adoption rather than control andgiving direction becomes the major role of management in anorganization. This leads into attempts to restructure the selforganizing network in order to gain more control. Although the futurestructures of the networks are unknown, firms tend to take intoaccount the need of others and adopt cooperative strategies. Thefuture structures of the complex networks are coproduced and cannotbe attributed to actions of one participant. This is essential inidentifying the benefits of network participation and determining themost appropriate strategies of participation in a complex network.

Reference

Wilkinson,I. &amp Young, L. (2002). “On cooperating: firms, relations andnetworks”, Journalof Business Research,55(2), p 123-132.

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Summary

Hutsons,E. F. outlined an article about managing young workforce. Ageneration born between 1980 -2000 rather referred as the mellenniasis discussed. This paper in outlines key points directed toorganization leaders so as to comfortably incorporate this generationin an organization. This is geared toward improving workforce, makingit attractive and eventually productive. These key points includeManagement skills, Technology improvements, Regular feedbacks,Flexibility, Emerging work force, and Unemployment and poorremuneration

Managementskills.

Recentsurvey shows the impatience, arrogance and different working attitudeof the mellinals.in this context, different talents and skills areexhibited. Managers must change the way they interact with themillennial in terms of developing talents and capacity building.Research have proved that organization have financial burdens whentrying to improve skills of among employees. Programs like inside jobtraining prove time consuming and non economical. With this immergingwork force with dynamic talents, manager needs to understand andincorporate them in an organization. This in turn reducesexpenditures and time in training new talents and skills. In majorityof organizations manager do not consider these talents.

Technologyimprovements.

Millennialat very tender age were exposed and introduced to technology. Use ofimputers and cell phones is common with this age. This involves useof social media, email internets as to communicate fast with others.They prefer the social media aspect of communication in respect tothe speed, compared to telephones and letters. In this context theylike working with machines provides them with that opportunity.Organization leaders perceive this group as poor communicators due toover reliance to technology. In the other hand, mellenius look uponthe old methods of communication as outdated as well as nonoperational. In many cases mellenius may not understand that thefastest means of communication may not be the best means ofcommunication. What peers might understand, manager may not even getthe content. Managers then should train this group to communicate inan organization. This does not necessary mean shifting to the oldmethods of communication but using what they have in a better way.

Regularfeedbacks.

Researchhas shown that majority of the millenniums demands regular feedbacks,explanations, new briefs about their organization from theirmanagers. In the old context of leadership, manages used to keeporganizational information to themselves in their offices. Melleniusnot only require to be told, but also to contribute and make a point.Weekly meetings with mellenius. In many cases presentation ofpresent`s gifts, awards improve feedback in an organization.

Flexibility

Computertechnology has changed completely the state of work force. Workerscan perform different tusks in different places either in same ordifferent times. Mellinious thinks that’s their managements cannotprovide this. Managers with prospects of helping this emergingworkforce in their organization must improve on flexibility issues.Providing more opportunities to different tusks improves the workingconditions.

Emergingwork force.

Newgroups appearing in an organization, present with new rules, ideasand plans. Manager’s skills in understanding each group isfundamental toward the growth of a fratanity.These group are requiredto work together toward a common tusk with none being submerged inideological terms. Conflict of interest may result between the oldand the new workforce.

Unemploymentand poor remuneration.

Millenniumsare subjected low wages, poor salaries and lack of employment.Consequently they start working at a tender age with poor motivation.A manger who appreciates these changes manages his work force withcautions. He offers incentives and improves working conditions forall staffs.

Conclusion

Inconclusion, with all these factors in consideration, managers arerecommended to Increases mentoring programs and capacity buildingamong all staff. Incorporating old and emerging workforce.Additionally, they should develop ability to convince millenniums toparticipate in organization growth and development. Review managerialpractices regularly with regard to new and emerging force. Lastly butnot least, managers are recommended to ensure improving communicationstrategies along the organization systems.