Management
The market dominance of an organization requires that an executive takes the initiative of identifying the main factors that are leading to such fortunes. The nature of activities in an organization serves as an obstacle for the executive to obtain information related to the problems. The executive of large financial institution may not achieve the expected target or set objective of identifying the problem effectively. This is because he or she might be lacking the necessary skills and knowledge to enable the organization transforms into a key corporate asset (McShane,2008).
The main barrier of identifying the problem in the marketing segment is the existing relationship between the worker and the employer. It means that a poor relationship in the workplace determines the level of productivity which would impact the degree of competitiveness of an organization. The executive mostly relies on the information obtained from the staff and the customers to determine the required measures to be set in place. For example, the information from the customers would be used to evaluate their demand and development of a supplement product for their supplies (Drucker,2008).
The other barrier is a scenario where the competitors use a different marketing strategy to penetrate the market share. This means that the executive would not be in a better position to identify the problems that are affecting the market in reference to their competitors. For example, the competitors may decide to overstate or understate the overall financial position so as to attract more investors hence taking over the market share. The executive on the other hand may not be able to make decisions based on the current position of their competitors (McShane,2008).
References
McShane, S. L., and Von Glinow, M.A. (2008). Organizational behavior (4th Ed.). Boston, MA: McGraw-Hill/Irwin.
Drucker, P. F., & Maciariello, J. A. (2008). Management (Rev. ed.). New York, NY: Collins.
