Question

I have this question in my course Managing to Collaborate - B325

Positive outcomes are not always an end result for collaborations. Collaborations might be set on two-legged outcomes from the start. Accordingly, setting aims is not enough by itself. Managing aims is regarded as essential for better collaborative results. In the context of a local organizational collaboration of your choice, discuss the importance of managing aims and how the presence of some elements might generate negative episodes that a collaboration can face. Support your discussion with examples. 600 words.

Answer 1

It is understood that every company has maintained a series of goals, priorities and objectives. Issues should be set for their political, name and popularity advantages. In the scenario, strategies are acquired for growing your business. The joint strategic change here has been shown to be called cooperation in each organization. Collaboration is a process which contributes to achieving a maximum income which is actively organized by two or more teams or companies. So management goals are an significant one that will enable the manager to meet the needs of their team on a timely basis. It would definitely help the company achieve its financial objectives. For instance, Milma is a diary product company which operates actively in southern India, Kerala, looking at this scenario in a local business. The successful activities of the organization have effectively applied its partnership strategy. It cooperates effectively with the state's milk producers. The farmers actually produce their milk for milma units formed throughout the country and collect wise production units from the company for their district (Subsection of state). Then their products are actively processed. Milma has own products such as milk, curd, ice cream, new drinks, etc. The above description can be evaluated and the significance of managing goals is established. Managing goals benefits a organization and its employees, including managers whose financial criteria and other findings are archived in a constructive way.

The following are the key characteristics of management with good reasons:

(i) Engagement secure: The company guarantees its engagement with the managers by bonuses and promotions. The managers' obligations to the company would be a justification for automatically exercising.

(ii) Competitiveness. Develop this in an enterprise in order to consistently fulfill its funding requirements: revenue forecast, benefit and reduced costs, with each manager and the company's goals and performance evaluation, entertaining managers who are hard at work with a business.

(iii) Caution: Certain chances of misuse can occur in any system such as management. In order to prevent this abuse, it allows managers to get the slogan up and the company can increase by good law enforcement and good incentive training.

(iv) Foster planning: A group of plans have been obtained here that the form has been extended to managers under pressure to complete their mission. This ensures that managers grasp the organizational priorities.

The above-mentioned local business cooperation review has obtained some of the key negative sides, maybe from any raw material selection stage you have a leadership problem. Having observed some dual leaderships in milk collection units or collection Units, stand theater is influencing the partnership strategy in a way. In the other hand, conflict resolution is important, and often it is really difficult for organizations around the world to resolve conflict. Often pay expenses, or any other issues, such as collection time and raw material quality, establish a certain tension in the relationship. The environment in the company often is extremely risky. In order to achieve their objectives, it is very important in each company to handle objectives in some way. The organization often hit the downward path by acknowledging the collective disadvantages. The solution to this situation is to treat all situations in a significant way if it is considered a plan for implementation.