Company’s Strategic Management

At, there are different managers working at different levels in the hierarchy and for different departments. Each of them has to meet different performance requirements. Describe the horizontal and vertical differences in the management roles. Discuss how these roles apply in the case of Zalora. sg

Research shows that organizations should employ both vertical and horizontal management roles in leading and guiding human resources if they are to realize the major goals and aims. Horizontal integration means that the human resources department ensures employees work towards the realization of similar objectives, which are attained through offering support to each other. Based on this, Zalora. sg is supposed to adopt a robust recruitment and selection system, utilize a competent performance measurement instrument, and employ the best reward system. This would perhaps ensure that employees share their problems that might be impeding the achievement of the desired results.

Vertical integration is of great importance to Zalora. sg since it plays a role in ensuring that the position of the organization in the competitive market is strengthened. Each employee is urged to forfeit his or her own personal ambition in favor of the organizational aims and objectives. Just as any other organization in the industry, Zalora. sg has a well-designed mission and vision hence the role of each employee is to explore the ways the policy statement of the organization would be achieved. For the human resources to function effectively, it has to demonstrate four features, including formulating decisions at the top level, focusing, planning, effective role-playing, and observe the chain of command (Rounce, & Beaudry, 2002).

Vertical integration is often employed since it goes hand in hand with the best-fit model, which states that unity among members of the organization differs based on the relationships between the management and the strategies applied. The management at Zalora. sg ought to employ the idea of separation meaning that the strategy applied should not have any link with the top management. The second strategy at the vertical level is dialogue, which means that managers working in various units should constantly brief each other on the important decisions that might affect the performance of the organization (Lotz, 2007). It is suggested that vertical management roles are critical to the success of any organization as compared to horizontal integration, which insists on the chain of command.

On the other hand, horizontal integration proposes that a tight fit model be employed in managing the human resources in the organization. Through this form of integration, it is suggested that vertical management decisions are easily implemented. Horizontal integration differs from vertical integration in the sense that it facilitates maximum organizational performance owing to the fact that it presents non-linear synergistic opportunities. Vertical integration enables the organization to attain a sustained competitive advantage in the market hence Zalora. sg should consider applying it in order to achieve the desired results. Therefore, vertical integration tends to add value to the human resources making them efficient. On the other hand, horizontal integration is relied upon in realizing the major organizational strategy that facilitates the attainment of the planned goals and objectives. However, it is not considered an effective tool in convening the major needs and the expectations of the organization mainly because human resources tend to resist pressure from outside. In other words, employees would not be comfortable implementing a program that is imposed on them (Armstrong, & Porter, 2007). Since people are known to value independence even at the place of work, giving them an opportunity to come up with creative ideas is highly encouraged implying that vertical integration is much valued.

Identify and discuss four (4) personal challenges involved in becoming a new manager at the company

Promotions or appointments to new positions at the workplace come with several challenges that an individual has to manage if he or she is to remain competitive and efficient. New managers have to deal with new problems and opportunities that come with new responsibilities. A manager is a very important person in any department since he or she is expected to offer leadership, as well as guidelines. If things go wrong, the manager will be directly answerable to the concerned authorities. One of the challenges that a new manager faces includes increased demands within the organization, yet the support from the team members might below. On other occasions, workers are always apathetic, pessimistic, and resistant to change meaning that the manager will rarely realize his or her ambitions, as well as those of the organization, as the much-needed help might not be offered (Walshe, Harvey, Hyde, & Pandit, 2004).

Some workers might be old while others are young hence the manager is faced with the challenge of forming formidable teams that comprise the youthful and the aged generation. Since the manager is new, he or she might not be aware of the culture of each employee given the fact that cultural differences have always resulted in major conflicts that interfere with goal achievement. The manager can perhaps be accused of being indifferent and unresponsive to the sufferings of employees, yet he or she is not given time to study both the internal and external environment (Boyne, & Meier, 2009). Additionally, the issue of the blurred line of command and underutilization of technology might act as an impediment towards the realization of the personal and organizational goals on the side of the manager.


Armstrong, M., & Porter, R. (2007). Handbook of industrial organization: Vol. 3. Amsterdam: North Holland.

Boyne, G. A., & Meier, K. (2009). Environmental Change, Human Resources, and Organizational Turnaround. Journal of Management Studies, 46.5, pp. 835–863.

Lotz, A. D. (2007). The Television Will Be Revolutionized. New York, NY: New York University Press.

Rounce, A., & Beaudry, N. (2002). Using Horizontal Tools to Work Across Boundaries: Lessons Learned and Signposts for Success. Montreal, Canada: Canadian Centre for Management Development Roundtable on Horizontal Mechanisms.

Walshe, K., Harvey, G., Hyde, P., & Pandit, N. (2004). Organizational Failure and Turnaround: Lessons for Public Services from the For-Profit Sector. Public Money & Management, 24.4, pp. 201–208.

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