BMGT 364
Lotus
bmgt364.docxWEEK 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.
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/
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.
Candidates
Jessica Sloan
Jessica has been working as the Deputy Executive Director of the European Division for the last year mainly focused on helping the Protein and Fitness branch become more environmentally and human friendly. Jessica currently holds a BS in Chemical Engineering from State College and her MBA from UMUC. Prior to her current position with Biotech Jessica was a production manager for the New Mexico facility for eleven years and was highly regarded within the employee ranks as a fair manager who was inclusive in her decision making. This allowed her to keep her employees involved in the daily operations of the plant and helped foster a cohesive workforce. On her resume, she discusses her research in organic ingredients becoming a major reason for the ascension of Biotech in Europe’s list of environmental and human friendly companies. Prior to joining Biotech, twelve years ago Jessica spent one year as an intern for a small non-profit company researching the effects of cosmetic testing on animals. During her initial screening, Jessica admitted she currently does not have any marketing experience to help be the face of the new product, but has a strong desire to work on those skills and believes she has the managerial and leadership qualities to guide the team to success regardless. Jessica stated in her cover letter that though she only has twelve years of experience she would be a great fit for this executive position not just due to her familiarity with Biotech; its core values; understanding of the mission and vision; but also her desire to see Biotech become a leader in sustainable production with a focus on being environmentally and human friendly. Her degree in chemical engineering paired with the desire stated previously, would also allow her to focus on finding ways for Biotech to become the leader in quality, clean cosmetic products.
Michelle Constance
Michelle has spent the past 25 years working or Silver Fox Cosmetics, a mid-sized cosmetic company currently operating out of New Jersey, which recently was bought out by a large perfume company looking to expand to cosmetics. For the past 2 years Michelle has served as the Vice President of Operations and Marketing where, according to her statements in the interview, she was instrumental in helping Silver Fox gain a 12% increase year-over-year in market share. Before being named as a VP for Silver Fox, Michelle worked for 10 years as a Regional Director for Asia Production working out of their Hong Kong office. During her run as a Regional Director she was responsible to make visits to the production plants in Cambodia and India to ensure compliance to company, federal, and local safety and production regulations. She credited her success in that role due to her strict management style of ensuring she was able to be a part of each plants decision making regardless of how small the issue. She did this thru modern communication channels that allow personnel to work remotely from anywhere in the world. The previous 13 years with the company were spent rising up the ladder starting with the company in the production line at the New Jersey plant where the company got its start. During her interview Michelle stated that Biotech should consider getting into the cosmetic industry with less focus on sustainability and green initiatives as it can be a difficult industry for new entrants, and just make quality products. Once established the company could begin to move to being more environmentally and human friendly. She stated she is an ‘old school’ manager who was able to have success in Asia due to her ‘hands on’ approach. Michelle stated in her cover letter that she is an experienced executive with a track record of success.
Jefferson Bennett
Jefferson is the current owner, along with his wife Tammy, of J&T’s Beauty and Personal Care Supplies with over $300M in annual sales. Biotech recently agreed to purchase the company and Jefferson is to receive a position within the organization as part of the purchase agreement; his wife Tammy will take over as Director of Operations for the Biotech’s Personal Care operations. Max has asked Melanie to vet Jefferson carefully to see if maybe this would be a good fit for his executive level management and leadership skills. Max also believes that since ‘Jefferson can run his own company he should be able to run a new division’. The purchase of the company by Biotech has a stipulation that Jefferson must be provided with a ‘high level’ position within the organization. Prior to starting his company 17 years ago Jefferson was an officer in the US Air Force working in logistics, and his wife was a local consultant for a beauty supply company. During Melanie’s conversations with Jefferson, he admitted that he handled the operations and financial side of the company for many of their initial years and Tammy led the marketing campaigns that helped them grow exponentially for the first few years, and then allowed them to maintain steady growth after that. However, he believes that since he has been leading J&T’s through their growth that he could easily manage Biotech into a new venture. Jefferson spent 10 years in Japan as a Logistics Officer with the Air Force, which is where he met his wife who was a Japanese citizen at the time. Jefferson believes he has the cultural awareness to be successful in Asia, and since he is guaranteed a position with the company, he feels this would be the perfect fit and the remaining interview process for this position should just be a formality.
WEEK 2 #2 Learning Activity: My answer
We chose Jessica Sloan to take the position as the Executive Director for the Asia Division. To me she really embodies not only what the company is and its mission, but also what a 21st Century manager should be. Jessica Sloan has been a trusted employee and working as a Deputy Director of the European Division for the last year. Within this time, she had focused on helping the Protein and Fitness branch become more environmentally and human friendly. This show that Jessica will be devoted to Biotech’s primary mission which is “To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal.” Jessica is well qualified for the position, she holds a master’s in business administration and a Bachelor of Science in Chemical Engineering. Prior to joining Biotech, Jessica spent one year as an intern for a small non-profit company researching the effects of cosmetic testing on animals. Her research in organic ingredients have a become a passion and desire to see Biotech become a leader in sustainable production. While as a production manager in the New Mexico facility, Jessica was highly regarded within the employee ranks as being fair manager who was inclusive in decision making. This reflects that Jessica can be a great leader and shows that she has managed to make her subordinates feel inclusive and part of the team. Having the ability to motivate workers and collaborate for new innovative ways to increase production and market responsiveness to products are vital traits in which the Executive Director for the Asia Division should possess. Although Jessica will be new to marketing and this position, I think her drive and focus to succeed both as an individual and as a company is what is needed for the new position.
WEEK 3 #1 Learning Activity
With the selection of a new Executive Director for Asia Division within Biotech, it is time to look at how the new division will function within Biotech. There will be many factors for the Director to consider while planning the future, to include both short and long term plans. There is a need to begin the process of establishing a strategy for the division specifying goals and objectives they will need to follow to see success early on in the project; but they should also know nothing is possible without the proper personnel in place to see this strategy to fruition.
GoTo Consulting has been retained to continue its partnership with Biotech and the startup of the Asia Division with the same group that assisted Melanie now assisting the new Director. They will be traveling extensively with the new Director to the other major divisions spending time directly with the directors and getting to know their strategies for maintaining a well-oiled group while meeting the mission and vision. Getting to know their leadership teams will be critical as well; this will allow the GoTo group to help with vetting of potential leaders. The new Asia Director has asked the group from GoTo Consulting to help identify the types of leader qualities the organization will need to have in place to help the new division align with the mission/vision of the organization as well as Melanie’s desire for a more sustainable future by being an environmentally and human friendly company.
For this Learning activity write one paragraph for each statement below:
· Define leadership and explain the difference between leading and managing.
· What leadership styles will best fit the new Director’s style of leadership; a multi-cultural workforce; and the goal of having a sustainable, green, and human friendly product line on the forefront of innovation within the cosmetics industry?
· What can the new Director do to ensure the mission and vision are met?
WEEK 3 #1 Learning Activity: My answer
Forbes states that, “leading consist of coaching, taking risks and creating a vision and managing consists of directing, controlling risk, and creating goals. Leadership is the ability to give directions to the followers for a common enterprising goal. In business, the leaders are the people who provide various employees to have a strategic direction of the company. Leaders do not have to hold the management position, they do not have to be an authoritative figure in the organization, and a leader can be any person in the company. Leaders are followed because of personality, beliefs and behavior, and a leader might take risks and invest in tasks and projects which demonstrates the high level of passion in their work, they are keen on success because of the interest in their followers.
The managers are the people who have the right by providing the managerial knowledge and experience in a domain. Management means the task is done with the least resources. A manager has the responsibility of organizing planning, controlling and leading. Although most managers are leaders, not all leaders are managers. Managers can be leaders if they have the leadership qualities and they can communicate and motivate the employees, they can also provide inspiration and guidance to the employees of the companies. Some managers have been shown to have poor leadership qualities and employees follow their orders because the rule wants them to do so. The managerial positions are formal and may need to follow the organizational goals, and they are poor leaders because they rely on their training to make decisions.
The Leadership style that is needed for the new Director is a mixture of the Transformational Leadership style and Participative Leadership Style. A Transformational Leader will “emphasizes motivation and morale to inspire followers to change their behavior in service of a greater good” while a Participative Leader “involves the leader’s sharing decision- making authority with group members”. think both qualities or styles is needed for this position because it will be as equally important for, the Director to motivate the group and inspire them to come up with quality products that are eco-friendly, human-friendly, and animal-friendly. While also making the group feel included in the decisions of the division is great way to empower them and let them know that their thoughts and ideas matter, which will better enable innovation and team work.
As for the vision of the company and how the new Director can ensure the mission and vision are met is through planning and developing clear statements and objective that paint the picture of the goals of the division and how the division will achieve those goals over 3-5 years.
https://www.forbes.com/sites/williamarruda/2016/11/15/9-differences-between-being-a-leader-and-a-manager/1
WEEK 3 #2 Learning Activity
There are several elements that result from the planning stage but for the purpose of this Learning Activity we will focus on the development of long-term goals. Long-term goals are set by the owners, leaders or upper management depending on the structure, size or type of organization. Long-term goals reflect the big-picture goals and objectives are directly related to the purpose and vision that the leaders and owners develop. In today’s change-dominated business environment long-term goals are set to be accomplished in 2-3 years’ time as opposed to the previous century’s 5-10 years.
Long-term goals are often created through planning and strategizing. The process begins with the vision and mission of the business. To understand the concepts of vision and mission and their role in the process, you will take the role of the leader and formulate the vision and mission of an organization.
· With the addition of a new division and, more importantly, a new product line senior leadership has determined that the current Mission and Vision statements may not be as relevant as they once were. Max has tasked the team from GoTo Consulting to present a more relevant Mission and Vision statement to reflect their growing presence but also their desire to be a leader in sustainability and green products.
WEEK 3 #2 Learning Activity: My answer
Mission Statement: Is to Look clean, Go green, and create a better world by developing a natural eco-friendly cosmetic line which will sustain.
Vision: To be the Leader and develop sustainable and safe cosmetics that our customers will love, and our planet can smile about
There were no WEEK 4 learning activities
The organizing function is where management synchronizes and combines the resources of the organization (people, capital, and physical) to complete the goals set out in the planning stage. All three of these resources are critical for attaining results. This week’s Learning Activities will look at how Biotech will align the human resources of the new Asia Division, the culture that will guide the organizational behavior and how the products will align with the mission.
WEEK 5 #1 Learning Activity
The Director of the Asia Division has just tasked the GoTo Consulting group with determining the best line of cosmetic products to be in the initial launch a year from now, the best location for sustainable and organic ingredients, as well as the identification of the facility for production. For the potential product line; the group leader has asked each member to identify the following:
· Which products (i.e. lipstick, foundation, eyeliner, etc.) would be best for the initial launch based on market analysis
· Provide the potential percentage of net profit of the above products based on industry average for each product
· Success of other cosmetic companies with providing these products that are sustainable and organic
Once a potential product line has been identified by each group member, you will now need to identify the best location to source the organic materials for your ingredients. The group leader has asked everyone to research where current cosmetic companies are sourcing the materials and provide explanation as to why this location would be the best source for the ingredients.
WEEK 5 #1 Learning Activity: My answer
Theme 1 & 2
The current cosmetic companies are sourcing materials from various location, they can order for the material from the suppliers who deal with the exact material which are required for the manufacture of the commodities which they are interested in manufacturing. Secondly the cosmetic companies can acquire the materials which are to be used by having a department which will deal with the raw materials and convert it to the materials which are needed to make the cosmetic products. The choice of location for the source of materials used by the company will be determined by various factors, the company should consider the location which will require the least resources in order to be able to acquire the materials, for instance the company should opt for the location where the cost of transport is low and the cost of the materials is also low (Lainé, 2018).
Many current cosmetic companies are sourcing the materials from the agricultural sector, there are several reasons as to why the cosmetic companies opt to go for materials from the agricultural sector, the first one being the fact that they are able to get fresh materials which they can use to manufacture their products. The second reason is that the agricultural companies provide the materials at a relatively low cost and hence the cosmetic companies prefer getting the materials from them.
· Based on the location the GoTo Consulting group identified a few weeks back, provide a breakdown of the cultural considerations the new director will need to take into account when relocating and bringing on a staff made up of local nationals
· Should the director consider sourcing leaders from other divisions and taking them to the new location or focus on hiring local nationals as line managers, shift supervisors, and senior leaders
· Based on best practices and analysis of current cosmetic companies, how would the director best structure the team. Indicate how senior leadership will be divided (i.e. Assistant Division Director (ADD) of Operations, ADD Finance, ADD Marketing, ADD Sales, etc.) as well as the structure below them. Consider how Operations is divided. There will be Procurement of materials; manufacturing, distribution, etc. Finance will have to consider the different accounting processes such as Accounts Receivable, Accounts payable, and others. Marketing will focus on U.S. based marketing and global marketing and sales will need the same type of considerations. Don’t just use these exact examples, but use theses as a starting point and guide for your research.
WEEK 5 #2 Learning Activity: My answer
Theme 2
There are several cultural considerations which the director will have to consider when relocating, they comprise of the following; language, life goals, ethnicity as well as life experiences. I think the director should focus on hiring the locals so that they can act as senior leaders, shift supervisors and managers, the reason as to why he should focus on the local seniors is because they are aware of the operation of the company and they are capable of delivering quality services.
This week, we look at leadership from the manager’s perspective and explore the differences looking at leadership from a leader’s perspective. Managers focus on process, procedure, and implementation of the organization’s purpose. A manager's perspective is about getting the job done and keeping stability.
In a recent virtual management meeting the Heads of the various marketing departments of Biotech met to discuss the recent decline in sales of food supplements since Nestle and General Mills entered the market. In a meeting to get direction on how to fix the drop in sales, the question came up about who should handle the matter - the marketing managers or the owners. One manager said, “A problem like this should have a solution from the top.” Another manager responded, “I do not agree. We have dips in sales all the time and we go out and fix them using our own ideas and talent.” “I agree, managers are leaders too” another voice said. Maximillian Barney sat back in the Yonkers conference room away from the camera noting that the Americans wanted to move on their own, the Europeans held back but signaled agreement with the Americans. The rest were quiet. Maximillian pondered, “How do I see my managers - are they leaders too?”
Looking back at week one theorists and our readings this week, how should Maximillian answer this question?
WEEK 6 #1 Learning Activity: My answer
Theme 1
I agree, it true that the main role of managers in any given organization is to focus on process, a procedure as well as an implementation of the purpose of the organization and hence ensuring that the objectives of the organization are achieved. It is also true that a manager's perspective is to get the job done, and this is usually achieved by assigning the various employee to certain responsibilities and duties as well as leading departments or functions. I also agree with the fact that a drop in sales can be fixed by the managers, this is because there are marketing diplomats who have specialized in marketing and they have the skills as well as talents and good ideas which can help to fix the drop in sales (Collier,2015).
WEEK 6 #2 Learning Activity
The manager must be able to solve problems, communicate, and lead teams toward the completion of a task.
You are the manager of the HR department in New Mexico. Headquarters has just sent you the new employee turnover figures for the various departments. For some reason the Quality Control Department is losing way more than the average number of lab techs. Training new employees is costly to the company and the high turnover is costing money that could be better spent elsewhere.
Research uncovered the problem. Skilled lab techs were leaving to go to a company not far away that was paying more. One employee, who has been with the company for five years, said she stayed with Biotech despite being approached by the company down the street because, “Although the new company paid more, Biotech offered better health care benefits.” She had a sick son. She indicates that she wished she could receive more flexible hours or work from home.
Using employee’s feedback or facts from the case scenario, and the weekly readings, what ideas should you consider offering to the Quality Control Manager to keep people from leaving and why? Be sure to include in the explanation what motivates people and how your ideas are reflective of motivational theory.
WEEK 6 #2 Learning Activity: My answer
Theme 2
I agree it is true that a manager from any organization is entitled the role of solving problems, communicating and leading teams so that they can be able to complete a particular task to ensure that the objectives of the organization are achieved. I think there are several strategies which can be applied by the Quality Control Manager to keep people from leaving his organization, first increasing the net salary pay for the employees, by doing so the employees will consider staying at the organization (Gloet,2016).
Another strategy which can help in ensuring that the employee does not leave the company is having an agreement with the management of the organization, the agreement may clarify on when the employee pay will be increased and at what rate, by doing so the employ may consider staying in the organization because they will be able to get a good pay and better health care benefits which is one of the most important benefits employees can get from their employer.
References
Bentley, T. A., Teo, S. T. T., McLeod, L., Tan, F., Bosua, R., & Gloet, M. (2016). The role of organizational support in teleworker wellbeing: A socio-technical systems approach — Applied Ergonomics, 52, 207-215.
Collier, P. M. (2015). Accounting for managers: Interpreting accounting information for decision making. John Wiley & Sons.
There were no WEEK 7 learning activities
