Discuss the Corporate Lifecycle and the Conceptual Skills of Managerses

How to Meet Challenges: Discuss the Corporate Lifecycle and the Conceptual Skills of Managers

1.Introduction

According to the theory of corporate life cycles, as an organization system, the enterprise also has a life cycle which is similar to the organism (Shih & Wen, 2005). Since its emergency of a form of social organization, enterprises always eliminate and replace each other. Enterprises which could survive for a long time are few. There are many factors with a high level of uncertainty which influence the life cycle of enterprise and they involve a wide range. Solving those problems depends more on skills of managers, instead of fixed methods or programs. Up to this day, in the big trend of globalization competition, how to ensure the enterprise to thrive and to cross the recession successfully and enter into a new round of life cycle is an important question that every manager must be faced with. This paper will describe the influence of the conceptual skill of managers upon the corporate life cycle, and how to improve the conceptual skill of managers to enhance the life force of corporations.

2.The relationship between conceptual skills of managers and the

corporate lifecycle

Both necessary abilities of enterprise survival and the management of enterprise depend on the conceptual skill of managers. The naissance, growth, mature and contabescence of an enterprise is a developing process which is influenced and affected by various links of internal production and operation and the external environment. There is no doubt that, the exterior reason plays a decisive role. Internal factors mainly include management, system, finance and the cohesive force in enterprise and so on. Those factors coordinate with each other and finally manifest as the comprehensive abilities which make the enterprise stand a superior position in the

furious competition. They are the adaptability which includes the ability of environment identification and orientation, strain capacity, competitiveness, collaboration skills; the innovation ability which includes the product innovation capability, the technological innovation ability and the market innovation ability; the transformation ability which includes the ability of changing business model and second pioneering work (Berman, et al, 2012).

Those abilities of enterprise mainly depend on the coordination of various factors inside the enterprise, while this coordination hangs on the effective and well management. As the subject of implementing management activities, managers should plan, organize, direct, control and coordinate in a whole organizational point of view. This is a complex and difficult task which demands managers, especially top managers, should have good conceptual skill as well technical and human skill.

A good manager is able to look at the enterprise as a whole, to realize the interaction and influence among various factors and functions in the enterprise economic system, to solve various issues during the growth process of the enterprise systematically with a long-term strategy. This ability owned by managers is the conceptual skill. In fact, it is a strategic thinking and executive capacity. The higher the managerial position is, the more important it becomes. In every developmental stage of the enterprise life cycle, managers must drive the enterprise with their conceptual skill to constantly fight to compete. Therefore, whether managers, especially top managers, have good conceptual skills is the key to the continuous growth of the enterprise. In short, the conceptual skill of managers mainly shows on making and executing decisions in the following aspects. First, as one of necessary skills that top managers must have, the conceptual skill makes managers could look on the operation of the whole enterprise and the interaction and influence between the enterprise and the environment in the point of the system. Therefore, managers could analyze, diagnose and solve complex organization situation problems. Second, the conceptual skill helps managers take a panoramic view of the situation and get insight into the developing direction of the industry; therefore, managers could make correct judgment on important factors which influence the existence and development of the organization, in advance, they

could make right decisions capture market opportunities and guide the enterprise. For example, Jetstar Airways, which is a subsidiary of Qantas, is built to response the threat caused by the Virgin Blue. Its managers have excellent conceptual skill. It aims to becoming a low-cost carrier since the beginning. Therefore, it focuses on direct selling and provides cheap tickets for different target markets in different ways, for example, the Friday fare frenzy. Its managers also put forward many methods to reduce its cost, so that it mainly operates the short haul (Kachaner, Lindgardt & Michael, 2011). Third, the conceptual skill could help managers formulate the culture which accords with this enterprise, and produce thinking mode and values which influence the industry. Jobs, who has a remarkable conceptual skill without doubt, has formed the enterprise culture of Apple through his personal spirit. Jobs indicates that, elite performers could produce tenfold more than ordinary ones. Therefore, elitism becomes the talent philosophy of Apple. It recruits a group of talents who are eager to change the world, such as John Sculley and Stephen Wozniak, and forms an elite team. Jobs also is an entrepreneur and technical personnel with an artistic temperament and ability to appreciate the beautiful. He could use technology and manufacture products artistically, so that every product of Apple could be called as artwork, for example, the revolutionary mobile telephone, iPhone4. Using technology artificially, so the humanist technology produced could meet the customer requirements in the high-technology era. The abundant human emotions and aesthetics contained in its technology is one of the most important reasons of Apple’s success (Allio, 2009). From the point of view of enterprise life cycle, as the growth of the enterprise, its production activities become more and more complex, its interest groups develop in various ways, so that the span of time and space of leading activities that managers are engaged in is larger and larger, variables is more and more, and managed objects are more and more complex. In order to grasp the main factors which influence the existence and development of the enterprise from numerous and complicated phenomena and lead the enterprise to develop constantly, managers must possess good conceptual conceptual skill.

3.Improving conceptual skills and enhancing the life force of

corporations

With the advance of science and technology and the severe competition, the lifecycle of enterprise shows new characteristics. The life cycle of enterprise shortens increasingly, and it has more diverse forms such as starting quickly, growing fast and fail rapidly. Globally, the daily number of natal and dying enterprise is striking. Fortunately, different from life body, the life cycle of enterprise is reversible. Managers could reengineer the corporation and make it rejuvenate with good conceptual skill. IBM, which is a leading company in global information industry with a history of 100 years, has experienced from the golden age to recession, then transformation and starting a new growth. Investigating the reason of rebirth of IBM, it largely hinges on new leaders and their conceptual skill (Berman, Christner & Bell, 2010).

The change and reversibility of enterprise life cycle put forward higher requirements to top managers in the enterprise. In such a period that information and velocity determine the result, enterprises are facing more uncertainties and smaller controllability of risk. Managers must stand from the present, and forecast the future development direction of the enterprise with a forward-looking vision meanwhile. This requires managers must be able to adapt the more complex environment and reform the organization and develop their comprehensive management skills hard, especially the conceptual skill. As the application and development of electronic commerce and advanced technology, managers also must supervise among departments and function. In management activities, the conceptual skill could lead and govern. Therefore, managers should foster their conceptual skill continually. First, managers must strengthen the T knowledge structure. It is the versatile knowledge structure (Barile et al, 2012). The horizontal strike above represents the knowledge extensive of managers, the vertical line below means the professional knowledge that managers should have which is soft science based. Soft science could

not be quantified accurately and does not have strict causality, could not be handled with traditional mathematical method and logical method, such as management science, psychological science, leadership science, social science and so on. The non-programmed decision of leaders requires those sciences (Durand & Dubreuil, 2001).

Second, managers must practice diligently. Abundant practice is the necessary process and good method to enhance the conceptual skill. Practice makes perfect. Practice could experience and understand various problems in work, and cultivate capacities of all aspects, build characters and abstract thinking. In addition, through practicing, managers could foster the operational capability to take charge of a department alone and the courage and insight to deal with the complex situation and make decisions decisively.

4.Conclusion

As technology improves and the market competition aggravates, the lifecycle of enterprise gets shorter increasingly and has diverse shapes. As an important internal factor which influences the enterprise life cycle, the conceptual skill must be paid high attention of top managers of the enterprise. This paper discusses the relationship between the enterprise life cycle and the conceptual skill of manages, and raises ways to improve conceptual skills. The capability and management of the enterprise depends on the conceptual skill of managers, and the conceptual skill could help managers make right decisions in every phrase of enterprise life cycle. Therefore, managers should strengthen the T knowledge structure and practice diligently to improve their conceptual skill.

5.References

Allio, R. J. (2009). Leadership - the five big ideas. Strategy & Leadership, 37(2), 4–12.

Barile, S. et al.(2012).Structure and Dynamics of a “T-Shaped” Knowledge: From Individuals to Cooperating Communities of Practice, Service Science4 (2), 161-180.

Berman, S. J., Christner, R., & Bell, R. (2010). Actions to implement three potent post-crisis strategies. Strategy & Leadership, 38 (5), 26-32.

Berman, S. J. et al. (2012). How cloud computing enables process and business model innovation. Strategy & Leadership, 40(4), 27–35.

Durand, T., & Dubreuil, M. (2001). Humanizing the future: managing change with soft technology. Foresight, 3(4), 285–295.

Kachaner, N., Lindgardt, Z., & Michael, D. (2011). Innovating low-cost business models. Strategy & Leadership, 39(2), 43–48.

Shih, S. C., & Wen,H. J. (2005). E-enterprise security management life cycle. Information Management & Computer Security, 13(2), 121 -134.

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