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WEEK 1 #1 Learning Activity

This week, students learn about organizational theory and the relationship to the role of the 21st century manager. A manager is a person whose job it is to direct the implementation and achievement of a subset of organizational goals. Organizational theory is a field of study that has evolved in the last one hundred years to offer assistance to managers in the way they approach their job in an effort to accomplish the organization’s vision and mission and goals and objectives.

The 21st century manager is a person who organizes, executes, and plans the process and production or services of an organization. Traditionally, the role of the manager, as defined by organizational theory, has been the person who sets short term goals for the organization to execute and perform tasks that include the process, procedure, and production of the organization’s purpose or vision. The modern role of the manager still includes these tasks but has evolved to include the role of facilitator in the way the manager accomplishes the organizational goals assigned to his or her control.

· Compare and contrast the role of management, as reflected by management theory, in the 20thcentury organization with the role of management in the 21st century. Include in your discussion the theoretical Schools of Thought that speak to the manager’s role in the business environment as well as the definition of the environment itself.

· With these ideas in mind, consider the two Biotech managers mentioned below and the Schools of Thought and theorists they represent. Explain how the Schools of Thought and the theorists reflect the changes in role and business environment shift.

Matt Dillon is the Department Head of Production for Biotech Germany. He has been with the company since 1974 when he came aboard at age 18 as a line worker. He has fashioned the department from his personal experience. He stresses numbers, quality control and meeting goals. He is proud of his success in meeting goals efficiently and with minimal cost to the company, thereby maximizing profit. He is known as a strict taskmaster but not unreasonable.

Chester Proudfoot, Dillon’s assistant, is 29 years old and has been with Biotech for 4 years. Proudfoot has been concerned that Dillon is not willing to move with the times. He sees the other production departments around the globe meeting goals efficiently but with lower employee turnover. These companies use new technology.

Germany now has a strict work law that requires that employees must be let go by 5 pm, and overtime is only permissible if the employee agrees. Dillon makes employees work overtime to meet departmental goals and seldom asks the workers about his or her interest in overtime. Proudfoot also knows that new technology might make the work more efficient.

 WEEK 1 #1 Learning Activity: My answer

The 20th century started the foundation of management when many philosophers created many theories as building blocks to increase efficiency. Since, many philosophers have practiced these theories, added to these theories and improved these theories. The Organizational Theory Timeline states that, “the 20th century is when the first theories of management, Classical Organizational Theory, came about”. Similarly initial 20th century managerial traits such as being a good leader and effective communicator, are still being reflected in the 21 st century. However, over time academics and practitioners began to overall view classical organization theory as too rigid and authoritative. It focused too much on structure and economic rewards and ignored individual freedom and the working environment. In contrast, modern-day theorists have taken a more dynamic approach to management theory. They embrace the idea that employees need to consistently be motivated and empowered by those in management. Their ultimately focus is on the ever-changing environment, growth, and activity of the modern organization and the need to support employees throughout the course of these changes. In addition, managers are required put strategies in place to support personal and professional development to include training, performance management processes, change management processes, goal setting and reward processes, and offering employees alternative work schedules and remote work options. The Organizational Theory Timeline states that, “the 21st century dynamic engagement theory is about relationships and time, one in which there is continuous change, growth and activity and a time when managers focus on human relationships and quickly adapt to changing business conditions”. Matt Dillon’s conflict with Chester Proudfoot is that Dillion embraces a more classical organizational approach. As he has been employed with the organization since 1974, his management concepts focus on the goal of quality control and meeting goals. While, Proudfoot embraces a dynamic engagement approach. Theoretical schools of thoughts have “Led managers to change the way they think of their jobs and the way they treat and utilize workers”. Dillion has been successfully at meeting goals and driving profits but has not been so successful at creating a work environment where employees are involved in decision-making processes, especially as it relates to working overtime. Business environments has shifted to where employees are more likely to leave a company if their social and emotional needs are not met.

  https://learn.umuc.edu/content/enforced/379717-001033-03-2188-E7S-E721/Organizational%20Theory%20Timeline.pdf?_&d2lSessionVal=DBRtmIgwXeITddvv5qyHz2coi

WEEK 1 #2 Learning Activity

As we saw in theme 1, the role of the manager has changed from the 20th century to the 21st century, with the manager becoming more people-centric in the execution of tasks.

Look again at Chester Proudfoot’s conflict with Dillon. If Proudfoot could get Dillon to change his way of management, what five unique skills would he suggest to the successful manager of the 21st century.

Consider in your answer workplace dynamics of new organizations such as the change in organizational structure (flat, horizontal, virtual etc.) and employee expectations for the workplace environment.

WEEK 1 #2 Learning Activity: My answer

If Proudfoot could get Dillon to change his way of management, the five unique skills he would suggest to the successful manager of the 21st century are communication and interpersonal, motivational, ethical orientation, and flexibility skills.

Communication and interpersonal skills– Dillon should not rush productivity because it doesn’t increase efficiency. He should a find balance and focus on the employees’ human needs to eliminate the high employee turnover. Communication and Interpersonal include listening, questioning and understanding body language. People with good interpersonal skills tend to communicate effectively and are be able to work well with others.

Motivational skills- Dillon should motivate his employees by giving them a sense of purpose. Employees tend to understand the vision better and can execute more strongly when they have a sense of responsibility and understand how they fit into the big picture.

Ethical orientation skills - Dillon should have an ethical orientation. It is especially important and relevant to seek better ethical orientation where all employees are treated with care and respect. Business environments has shifted to where employees are more likely to leave a company if their social and emotional needs are not met.

Flexibility skills – Dillon should give to try to implement the new technology to increase efficiency. There is a rapid advance in technology in today’s world. Changing the resource of the production would bring more effectiveness. Analytic and problem-solving skills– Dillon should change his way of thinking. Analytical thinking and problem solving is the ability to use critical thinking and problem-solving skills to find a solution. To include, deductive reasoning, drawing conclusions from givens and applying judgments to reach conclusions from a combination of evidence and assumption. Deductive reasoning simplifies the need for Dillon to change his way of management.

WEEK 2 #1 Learning Activity

In the 20th Century, many organizations focused on goals, cost, and efficiency in production to keep business profitable. Today, for businesses to remain sustainable they must maintain a competitive advantage either by price, new product ventures, location, innovation in the marketplace, etc. In theme 1, we will begin to put together the process of bringing a new product line into Biotech’s business model to stimulate growth in a new product sector, cosmetics, while remaining true to the company’s current Mission “To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal.” This new Cosmetics Division of Biotech will be located in Asia and the company intends for it to be a leader in the use of sustainable products using the latest innovations for production and delivery to our global customers. Consider the information below:

Recently, Geraldine Barney Garrett, the granddaughter of Wilford Barney who held the reins of the R&D department for Biotech Health and Life Products in 1965, retired and Geraldine’s own granddaughter, Melanie Malone, took over the department. Melanie is qualified for the job. She was a Phi Beta Kappa graduate of the University of Maryland College Park with a double major in Botany and Food Science. She minored in Business Management. She had worked in the plant in Chicago every summer since High School and had reproduced and revised all her grandmother’s and great-great grandmother’s recipes. Starting full-time at 22 years of age Melanie got along with everyone in the department but at 27 Geraldine thought she may be too young to assume the position, but Melanie has shown strong managerial and leadership qualities since stepping into the role. Melanie wants the company to be a leader in innovative ways to be a sustainable company using green technologies as well as friendly to the environment, animals, and human health.

Maximillian Barney, the President, CEO and Wilford Barney’s grandchild, decided the challenge of deciding on a location for the new Cosmetic Division as well as the search for a Division Director would fall on Melanie. Since Melanie is passionate about keeping business focused on all-natural products and developing ecofriendly packaging, Max felt Melanie would ensure the company would bring in someone who would seek innovative, green, and sustainable ways to effectively bring Biotech into this new venture, while also ensuring the products are designed, developed, tested and delivered with the organization’s mission and vision in mind.

Melanie has contracted a small minority owned consulting firm, GoTo Consulting, to conduct research on the best location for this new plant that meets all the expectations of Biotech and also has the ability to launch these new products per Melanie’s mandates for green sustainability and innovation. A group has been assembled within the firm to decide on a location for the plant. Melanie has narrowed her preferences down to India, Japan, and Vietnam and wants the firm to present the best option to her.

WEEK 2 #1 Learning Activity: My answer

We decided that Biotech should set up their manufacturing and distribution plant in India. Today India is a highly thriving, developed nation. According to EF.com, India’s global English proficiency ranking is ranked the highest out of the three countries. Compared to Japan and Vietnam, India is ranked number 28, while Vietnam is ranked 41, and Japan is ranked 49. As far as the cost of real estate, India by far the lowest 7.1 rent index, Vietnam rent index 15.86, twice as much as India’s index, and Japan’s rent index of 36.78 is three times as much as India’s rent index. In regards to sustainable green products, Worldbank.org states that, “over the last decade, India’s strong growth has increased employment opportunities and allowed millions to emerge from poverty. India has a remarkable growth record and green marketing should become a norm in a developing country like India rather than an exception. They have accessible innovative employees who are experienced in global marketing and who can create ideas of a new product line to gain market. Furthermore, Biotech’s primary mission is to “develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal”. Out of these three countries, India is the world’s third-largest emitter of greenhouse gases.

 http://www.nationmaster.com/country-info/stats/Cost-of-living/Real-estate-prices/Rent-index https://www.ef.com/wwpt/epi/regions/asia/india/

WEEK 2 #2 Learning Activity

In week 1 we asked “Who is a manager and what is their job in an organization?” As Biotech launches a new product division to design, develop and deliver cosmetics globally, they will need to bring in someone to manage this division. Melanie Malone, the head of R&D who has been tasked with identifying the person to lead this new division, wants the new Executive Director for the Asia Division to be open to new innovative ways to develop green and sustainable products that will not only be popular among the traditional Biotech customer base, but will also be the face of the organization when marketing the products.

Partnering with the small consulting firm, GoTo Consulting, Melanie will be vetting three potential candidates who will jump right in and begin the development of management plans that will be used to establish the new division. A senior representative from the firm was on the panel for the interview, and the transcripts of the interview have been given to the GoTo team that is helping Melanie with her tasking. The new Executive Director will be a Manager of the 21st Century who will be able to incorporate the values, culture and traditions of Biotech with the values and traditions of the host nation employees that will be hired as managers and employees.

In addition, the new Executive Director will be the face of the marketing brand in the beginning and this new employee will need to be able to motivate not only the employee base on these new products but also motivate a new customer base for Biotech on the ‘difference’ Biotech will bring to the cosmetic industry. Currently, the cosmetic industry has a lot of well established companies and a strong entry will be key to grab market share. Innovative and well made products, good marketing, and a clear strategy will be critical to that strong entry, so bringing in a strong director will be key.