Introduction
While distributed organizational form of control remains a highly engaged and espoused system of command due to the ability of the approach to offer a dynamic managerial initiative, spontaneity, creativity, and delegation, it proves to pose risks structurally, impede rewards and risk possible fragmentation. This primary focus of the discussion is to argue against the use of distributed organizational structure while utilizing a test case that involves the use of distributed organization in controlling, managing, and operating an air charter investment.
Discussion
Air charter calls for a sophisticated and highly monitored system of managing, controlling and directing. The tentative distributed organizational management system proposed presents many challenges that may be strategically, logistically and ideologically unfit to the air charter's overall success; mostly at the initial stages. According to Docauer (2014) centralized and decentralized system proves significant when the involved parties have shared understanding, have advanced levels of experience in the relevant system, and exhibit implicit theoretical and practical knowledge concerning the rules of engagement. Starting a new air charter enterprise while utilizing distributive management may prove tactically challenging to the administration of the company since it is a new venture. Therefore, it can be highly non-tactical to rely on the existent myths that only distributed system can yield overall progressive effect.
Work and role fragmentation consist another element of distributed organization that may be unsuitable for the air charter. Core mission and vision values of any new investment are developed at the initial stages. Research in air and military science indicate that such values are redeveloped and reevaluated as the investment progresses (Dubbs, & Paat-Dahlstrom, 2011). Work duties and responsibilities may be subject to fragmentation and role confusion since the system is relatively new and no specifics have been established yet. Therefore, the air charter needs a centralized locus of command and execution to maintain uniformity in the clarity of purpose, mission, vision and organizational objectives.
Additionally, a new air charter requires a centralized decision-making system to avoid slowing down the process of making sensitive and vital decisions. More people along the managerial paradigm can only be useful and highly influential to experienced administrative structures. Therefore, it is significantly imperative that the new air charter implements a centralized decision-making system and managerial approach as opposed to the traditional distributed system (Welle, 2012). Moreover, a distributed system may lead to the possible devaluing of leadership and roles since the team may consist of a few inexperienced managers who may finally contribute to reduced development.
Conclusion
According to the preconceived notion of the fundamental importance of distributed organizational management, it can be entirely plausible to suggest and advice the new air charter to consider using the same but the fact that the investment is new places the business at a risk of running into managerial flaws offered by distributed organizational structure. Such risks include role fragmentation, slow decision making, and devaluing of leadership. Therefore, the company should consider a more centralized system of managing, controlling and directing the activities and operations.
References
Docauer, A. (2014). Peeling the onion: why centralized control/decentralized execution works. AIR UNIV MAXWELL AFB AL AIR FORCE RESEARCH INST.
Dubbs, C., & Paat-Dahlstrom, E. (2011). Realizing tomorrow: The path to private spaceflight. Lincoln: University of Nebraska Press.
Welle, J. W. (2012). In the shadow of greatness: Voices of leadership, sacrifice, and service from America's longest war. Annapolis, Md: Naval Institute Press.
