Management without walls – E-com

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Consider yourself as Global Manager for a Medical Company (Daway) that is leading chain of retail pharmacy in Saudi Arabia, Jordan and United Kingdom. This company uses digital solutions for their business, but it focuses heavily on its retails sales. However, due to the recent Covid-19 pandemic, the way how they do business has been remarkably impacted. Not just with sales, the impact of this pandemic effected the way this company works, communicates and operates.

Therefore, as the global manager of Daway medical company you are required to develop a detailed strategy on the following:

 Introduction about the topic.

 Explain what are the limited options that Daway currently has regarding to deal with the pandemic.

 What does the level of technology urgency Daway need to sustain its performance?

 As a global manager, leading from home involves leveraging the digital capabilities. What are these

capabilities? List and explain at least 3.

 Explain what type of virtual management characteristics will be implemented and why?

 How do the virtual teams work together?

 What tools do they use for communication and task management?

 How will you manage the delivery the new changes within a short time in different locations in terms of language, cultural, time, political, and economical differences?

 What are the techniques that you will use to create a strong team with a high level of teamwork?

 What are the advantages and disadvantages of managing a virtual team?

 What type of conflicts might occur between members? When it happened how will you solve it?

 As a manager, how will you manage the outsourced projects?

 What techniques that you will apply to encourage and motivate your team to improve?

Sample Solution

The transcripts total nine from a set of 35 conducted in the Bellenden Road area of Peckham in 2012, selected as part of a ‘gentrifying’ neighbourhood of London, with a further a 35 interviews also conducted in each on the following type of neighbourhoods in the city: gentrified, suburban, gated and exurban neighbourhoods. Peckham is a district of south-east London in the borough of Southwark. Latest population estimates show that 15010 people live in Peckham ward. Peckham has a total BAME population of 71%. 84% of the population in Peckham are in the most deprived quintile nationally. Alongside the transcripts I had access to a spreadsheet showing key demographic information for the 12 interviewees and the original research proposal detailing research methods.

In reflexively accounting for my positionality as a researcher I should note that I have volunteered in the area (post 2016) suggesting I may not appreciate the changes being experienced up to 2012. However since the volunteering was with the elderly community in the neighbourhood this has made me aware of at least one group that use the neighbourhood outside of those the transcript sampling represents. I also note synergies with participants in being: London-based, a public sector professional, in the 20-30 age bracket suggesting I must be careful to identify and cross examine interviewees assumptions when they appear.

While the reuse of secondary data can allow new interpretations to emerge there are some challenges. Mauthner et al (1998) warn of the role of the researcher in construction of the data which even reflexivity cannot take full account of. Hammersley (1997) has referred to this as the ‘relative lack of contextual knowledge’ that is ‘seen, heard, and felt, during the data collection process’, but points out primary researchers operating in teams often face similar issues. Indeed Bishop (2007) points out that the primary researcher also ‘produce(s) some (usually most) of their data through engagement with these artifacts’ referring to what is lost to the recording device and transcriptions. I did not have field notes to contextualise data and the inability to clarify details in the real-time of the interview has resulted in so

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