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Organizational Management In A Contract Research Organization

1863 words - 8 pages

Organizational Management in a Contract Research Organization
Susan Green
Management 330: Management for Organizations
Instructor Jeffry Otterstetter
July 2, 2012

Organizational Management in a Contract Research Organization

For the past seven years I have been employed by an organization that is recognized, globally, as a leader within the industry. We are a contract research organization – a company hired by various biotech and pharmaceutical companies to maximize returns on their Research and Development (R&D) investments through the management of clinical trials. In order to maintain the status of a global leader in our industry we must deliver consistent ...view middle of the document...

Now we offer a multitude of services ranging from programming and data management to safety monitoring and clinical monitoring, including the development and maintenance of customized technical solutions unique to the industry. With regards to organizational structure, I would consider our company an Adhocracy. Our company consists of a plethora of project teams, focused on individual projects that run a specific course. As we work cross-functionally, we move toward a decentralized environment in that each project has unique needs. Though overall we adhere to corporate governance and standard procedures, the management function within each project team differs according to the needs of the project. With also operate under a highly complex and dynamic environment, the project teams lean toward a more organic structure. With the exception of rules and procedures that must be followed for patient safety and project integrity, the project team structure affords flexibility (Reilly, Minnick, & Baach, 2011).
To achieve the goals set forth above, staffing, leadership and control are all of great concern. Staffing ensures that the corporate objectives are carried out through the deployment of individual employees, and successful staffing is imperative to the overall success of any organization (Reilly, Minnick, & Baach, 2011). Effectively staffing is only possible through collaboration of Human Resources and various functional mangers, where assessments are in place not only to ensure the recruiting of appropriate staff but also the retention of the staff. I have grouped staffing, leadership, and control as I am of the opinion that these separate functions must be aligned. For instance, the creation of performance management systems and compensation planning within the staffing function is maintained through oversight within the control function. Likewise, collaboration and engagement is perfected within the leadership function by means of mentoring, communication, and other effective leadership behavioral traits. The success of one is impossible without the combined success of them all.
The collaborative effort of these functions is evidenced within my company by the alignment of corporate objectives with numerous process initiatives to ensure the employee environment is conducive to success. In the first quarter of each year our corporate governance committee releases the goals and objectives for the year ahead via a strategy map. The corporate objectives framework, if followed and executed well, will lead to our company’s continued success. One of the most important aspects of the strategy map is that it allows people throughout the organization to link their departmental, functional and personal goals to the corporate goals. It was noted that the purpose of our most recent objectives is to take a fresh look at a number of old and new ideas to expand our business. Four areas of focus have been outlined: people and culture, process...

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