Assignment 1 Role of Manager and Impact of Organizational Theories on Managers
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Assignment 1 Role of Manager and Impact of Organizational Theories on Managers
Instructions
Assignment 1 Role of The Manager and The Impact of Organizational Theories on Managers (Week 3)
Purpose:
In the first assignment, students are given a scenario in which the shipping manager who has worked for Galaxy Toys, Inc. since
1969. The scenario serves to set the stage for students to demonstrate how management theories have changed over time. For
example, management 30 years ago is different than management in the 21st century.
Outcome Met by Completing This Assignment:
integrate management theories and principles into management practices
Instructions:
In Part One of this analysis, students are to use the facts from the case scenario to determine the two different organizational
theories that are demonstrated. For Part Two, students will compare the 21st century manager to that of the main character in the
case scenario and discuss using the course readings the implications of change in being a 21st century manager.
In selecting a School of Thought and an organizational theory that best describes the current shipping manager, students will use
the timeline, the information provided in the course schedule, the course readings. Students will use the course readings to respond
to most of the assignment requirements but will also need to research the theorist(s) and theories to complete the assignment.
Students are expected to be thorough and demonstrate accuracy in responding to the assignment, analyzing the case scenario and
in supporting all reasoning.
In Part Two, students are going to take what they have learned and compare the management skills of the 21st century shipping
manager to the skills of the current shipping manager.
Step 1: Preparation for the Assignment
Before you begin writing the report, you will read the following requirements that will help you meet the writing and APA
requirements. Not reading this information will lead to a lower grade:
Review “How to Analyze a Case Study” under Week 4 Content. You are expected to use the facts from the case scenario focusing
on using this information to determine opportunities and solve problems.
Read the grading rubric for the assignment. Use the grading rubric while writing the report to ensure all requirements are met that
will lead to the highest possible grade.
In writing this assignment, you will read and following these tasks:
Task 1: Third person writing is required. Third person means that there are no words such as “I, me, my, we, or us” (first person
writing), nor is there use of “you or your” (second person writing). If uncertain how to write in the third person, view this
link: http://www.quickanddirtytips.com/education/grammar/firstsecondandthirdperson.
Task 2: Contractions are not used in business writing, so you are expected NOT to use contraction in writing this assignment.
Task 3: You are expected to paraphrase and are NOT to use direct quotes. You are expected to paraphrase, which can be learned
by reviewing this link: https://writing.wisc.edu/Handbook/QPA_paraphrase2.html.
Task 4: You are responsible for APA only for intext citations and a reference list.
Task 5: You are expected to use the facts from the case scenario paired with the weekly courses readings to develop the analysis
and support the reasoning. No more than three (3) external resources can be used in completing the assignment. The
expectation is that you provide a robust use of the course readings. If any material is used from a source document, it must be cited
and referenced. A reference within a reference list cannot exist without an associated intext citation and vice versa. View the
sample APA paper and the How to Cite and Reference file located under Week 4 content.
Task 6: In completing the assignment, students are expected to use the facts from the case study and company profile paired with
the weekly courses readings to develop the analysis. View the company profile here: Galaxy Toys, Inc. Company Profile.
Step 2: How to Set Up the Paper
Create a Word or Rich Text Format (RTF) document that is doublespaced, 12point font. The final product will be between 5
7 pages in length excluding the title page and reference page and appendix. You may not exceed seven (7) pages so it is important
to write clearly and concisely.
In addition to providing an introduction, students will use headings following this format:
Title page with title, your name, the course, date, the instructor’s name;
Introduction
Background on the Galaxy Inc. scenario one to two paragraph that is paraphrased (approximately 150 words);
Part One;
Part Two
Step 3: Create the introductory paragraph. Within this paragraph, provide a brief overview of the scenario. Then, provide a thesis
statement and tell the reader the main topics covered in the paper. The introductory paragraph is the first paragraph of the paper
but is typically written after writing the body of the paper (Questions students responded to above). View this website to learn how
to write an introductory paragraph: http://www.writing.ucsb.edu/faculty/donelan/intro.html
Step 4: Part One: Read critically and analyze the following scenario:
The shipping manager for Galaxy Toys Toledo, Ohio branch, Bart Aldrin, has been in his job since 1969. Prior to coming to Galaxy,
Bart worked as shipping clerk for International Shipping, a large container company. Bart quickly rose to supervisor at International
Shipping because of his ability to plan daily work, provide detailed instructions to workers that helped optimize the way tasks were
performed and his knack of implementing processes so workers could be trained to perform their specialized sequence of motion in
the most efficient way. He brought this management style to Galaxy, which helped to improve the methodology of toy assembly as
well as the shipping processes.
Employees often criticized Bart, who was heard to say (on many occasions), "It's my way or the highway" or "Just do your individual
task the way you were trained and don't worry about what others are doing." In fact, it was clear that Bart was focused on efficiency
and to that end, he had a keen understanding of all of the tasks that needed to be completed and was focused on hiring and training
workers that could perform their individual task in the most efficient way possible. In his early days, one could find Bart on the
shipping floor taking copious notes as to each individual task completed and figuring out ways to turn the employees into
robots...programming them to perform their one task in the singlemost efficient way possible (at least from his perspective).
A major shift in management occurred in the late 1980’s and early 90’s that caused Bart (and other managers) to reconsider their
management approach. For example, heightened competition, advances in technology, the workers threat to unionize, a greater
demand for employee management participation, worklife balance and a general shift in employee workplace values caused
management to change the culture of Galaxy. A greater focus on employees led to a new approach to management at Galaxy:
people focus within a learning environment. The owners of Galaxy embraced diversity and were willing to hear the ideas of
employees and this change in attitude and culture was evident in Bart, who embraced these changes wholeheartedly. These
internal changes enabled the company to adapt to uncertainty and to respond to its competitors more quickly.
Step 5: Identify and discuss the School of Thought that best describes Bart’s management style when he first joined Galaxy.
Remember to explain the facts that you have relied upon in your selection. Note that there is one best answer so not doing a
thorough analysis will yield partial credit for this element.
Step 6: Discuss the theorist (only one) under the identified School of Thought that best depicts Bart’s management style when he
joined Galaxy. What contribution did this theorist make to management and why was his or her contribution important to the field of
management? Remember to explain the facts that you’ve relied upon in your selection. Note that there is one best answer so not
doing a thorough analysis will yield partial credit.
Step 7: Identify and discuss the School of Thought that best describes the management style Bart used once the shift took place.
Why is this School of Thought the best choice? Remember to demonstrate that the facts given in the scenario align with your
choice. Note that there is one best answer, so doing a thorough analysis will yield partial credit for this element.
Step 8: Identify and discuss the theorist who best supports this School of Thought. Address the principles of the theory and how
these principles affected the new approach to management as exhibited Bart and his fellow managers. How does what the theorist
propose support the facts in the case study? Remember to demonstrate that the facts given in the scenario align with your choice.
Note that there is one best answer, which is not related to the POLC, so doing a thorough analysis will yield partial credit for this
element.
Step 9: Compare and contrast the two Schools of Thought that were identified above. To help you understand how to do
this element, view Writing a Comparison and Contrast Paragraph. The expectation is that this element is covered in detail,
which is more than 23 sentences.
Step 10: Part Two: Read critically and analyze the following scenario:
Recently, Bart announced his plans to retire. His replacement is Joyce Barnhart. Joyce is confident as a 21st century manager that
she is capable of handling the new position as manager.
Step 11: As a 21st century manager, how will Joyce’s understanding of the role of a manager be manifested/demonstrated in how
she approaches her job? Remember that in responding to this question, students are expected to demonstrate an understanding of
the 21st century management concepts discussed early in this course.
Step 12: How will the new approach to the job likely change the production and shipping department at Galaxy headquarters?
Step 13: Proofread the paper for spelling and grammatical issues, and third person writing as this assignment requires collegelevel
writing.
Use the spell and grammar check in Word as a first measure;
Have someone who has excellent English skills to proof the paper;
Consider submitting the paper to the Effective Writing Center (EWC). The EWC will provide 46 areas that may need
improvement.
Step 14: Submit the paper in the Assignment Folder.
Hide Rubrics
Rubric Name: Assignment #1
Criteria
Content: Identify
the School of
Thought
Outstanding
Superior
Good
Substandard
Failure
1.2 points
1.02 points
0.9 points
0.78 points
0 points
The best school of
thought is identified; the
management style is
explained clearly,
accurately and provides
detailed explanations.
(1.08 1.20)
An acceptable school of
Either the best school School of thought is
thought is identified; the
of thought or an
identified and
management style is
acceptable school of discussed but does
explained clearly, accurately
thought is
not fit the facts
and provides detailed
identified; the
provided,
explanations.
management style is
inaccurate
explained but is
statements are
(0.96 1.079)
inaccurately
made or key points
described or needs
missing.
more accurate or
(0.72 0.839)
thorough explanation.
Explanation of
appropriate school
of thought is not
identified and there
is no discussion as
to why it is the best
choice.
(0)
(0.84 0.959)
Content: Theorist
discussed That
Best Depicts
Management Style
and Contributions
to Field of
Management
Explained
1.2 points
1.02 points
0.9 points
0.78 points
0 points
Theorist that best fits is
Theorist that best fits is
Theorist that best fits Theorist that best Neither theorist nor
identified and discussed.
identified. Contributions to
is identified.
fits is incorrectly
contributions to
Contributions to
management with explanation
Contributions to
identified; either
management were
management with
of why his/her contribution
management with
there is no
discussed.
explanation of why his/her
was important to field of
explanation of why
discussion about
(0)
contribution was important management is excellently
his/her contribution
the theorist
to field of management
described accurately
was important to field or contributions to
are exceptionally
and provides explanations
of management are management with
described accurately
and makes accurate
sufficiently
explanation of why
and provides detailed
connections to the facts in the
described and
his/her contribution
explanations and makes
case study,
attempts to make
was important to
accurate connections to
connections to the
field of
(0.96 1.079)
the facts in the case
facts in the case
management is
study,
study.
not discussed; no
connection to facts
(1.08 1.20)
from case study or
uses incorrectly
(0.84 0.959)
uses facts from
case study.
(0.72 0.839)
Content: School of
Thought Once Shift
Took Place
1.2 points
School of thought that
best describes
management style once
shift took place is
identified; the
management style is
explained clearly,
accurately and
provides detailed
explanations.
(1.08 1.20)
1.02 points
0.9 points
0.78 points
An acceptable school of
Either the best school School of thought is
thought is identified; the
of thought or an
identified and
management style is
acceptable school of discussed but does
explained clearly, accurately
thought is
not fit the facts
and provides detailed
identified; the
provided,
explanations.
management style is
inaccurate
explained but is
statements are
(0.96 1.079)
inaccurately
made or key points
described or needs
missing.
more accurate or
(0.72 0.839)
thorough explanation.
(0.84 0.959)
0 points
Explanation of
appropriate school
of thought is not
identified and there
is no discussion as
to why it is the best
choice.
(0)
Content: Select
and Discuss One
Theorist Who
Supports School of
Thought
1.2 points
1.02 points
0.9 points
0.78 points
0 points
Theorist is discussed and
Theorist that best fits is
Theorist that best fits Theorist that best Neither theorist nor
principles of theory and
identified. Contributions to
is identified.
fits is incorrectly
contributions to
how manager would do management with explanation
Contributions to
identified; either
management were
job and interact with staff
of why his/her contribution
management with
there is no
discussed.
is discussed clearly,
was important to field of
explanation of why
discussion about
(0)
accurately and detailed
management
his/her contribution
the theorist
explanations are
is excellently described and was important to field or contributions to
provided. Theorist
provides explanations and
of management are management with
proposal accurately
makes accurate connections
sufficiently
explanation of why
supported facts in case to the facts in the case study.
described and
his/her contribution
study.
attempts to make
was important to
(0.96 1.079)
connections to the
field of
(1.08 1.20)
facts in the case
management is
study.
not discussed; no
connection to facts
(0.84 0.959)
from case study or
uses incorrectly
uses facts from
case study.
(0.72 0.839)
Content: Compare
and Contrast
Management
Thought
1.2 points
1.02 points
Demonstrates an
exceptional ability to
compare and contrast the
two schools of thought
providing specific
examples to illustrate the
comparison. The paper
includes only the
information relevant to the
comparison.
Demonstrates an excellent
ability to compare and
contrast the two schools of
thought but the supporting
information is general. The
paper includes only the
information relevant to the
comparison.
(0.96 1.079)
(1.08 1.20)
0.9 points
0.78 points
0 points
Demonstrates a
The paper
No
satisfactory ability to
compares or
comparison/contrast
compare and
contrasts, but does of the two schools is
contrast the two
not include both.
discussed.
schools of thought
There is no
(0)
but the supporting
supporting
information is
information or
incomplete. The
support is
paper may include
incomplete.
information that is
(0.72 0.839)
irrelevant to the
comparison.
(0.84 0.959)
Content: 21st
Century Manager
Approach
Content: How New
Approach to Job
Will Change P&S
Dept
Critical
Thinking/Reasoning
1 point
0.85 points
0.75 points
0.65 points
Demonstrates an
Demonstrates an excellent
Demonstrates a
Demonstrates a
exceptional ability to
ability to explain 21st century
sufficient ability to
limited ability to
explain 21st century
manager's approach to job
explain 21st century explain 21st century
manager's approach to
providing accurate
manager's approach
manager's
job providing accurate
explanations.
to job providing
approach to job
and detailed explanations.
accurate
providing
(0.8 0.89)
explanations.
limited explanations
(0.9 1.0)
with no examples.
(0.7 0.79)
(0.6 0.69)
1 point
0.85 points
Demonstrates an
Demonstrates an
exceptional ability to
excellent ability to explain
explain accurately and
accurately how the new
with detailed examples
approach to the job will
how the new approach to change the production and
the job will change the
shipping
production and shipping department providing specific
department.
examples to illustrate.
(0.9 1.0)
(0.8 0.89)
4 points
3.4 points
0.75 points
0.65 points
0 points
No explanation of
21st century
manager's
approach to the
job discussed.
(0)
0 points
Demonstrates
Demonstrates
How the new
satisfactory ability to
limited ability to
approach to the job
explain how the new
explain how the
will change the
approach to the job
new approach to
production and
will change the
the job will change shipping department
production and
the production and
not discussed.
shipping department.
shipping
(0)
Provides
department. Fails
an example.
to provide
examples.
(0.7 0.79)
(0.6 0.69)
3 points
2.6 points
0 points
Comments reflected a
Comments reflect an
Comments reflect
Comments reflect
Comments reflect
highly accomplished level excellent level of analysis, a satisfactory level of
an
an
of analysis, synthesis,
synthesis, evaluation and
analysis, synthesis, unsatisfactory level unsatisfactory level
evaluation and reasoning
reasoning of the case
evaluation
of analysis,
of analysis,
of the case material and material and case study facts and reasoning of the
synthesis,
synthesis,
case study facts resulting
resulting in logical and
case material and
evaluation
evaluation
in logical, accurate,
accurately
case study facts
and reasoning of
and reasoning of
thorough, and soundly
reasoned conclusions.
resulting in partially
the case material
the case material
reasoned conclusions.
correct conclusions
and case study
and case study
(3.6 - 4)
(3.2 – 3.59 )
Application of
Resources
(3.6 - 4)
(3.2 – 3.59 )
3 points
2.55 points
Presents
Presents excellent arguments
exceptionally well
or positions that are mostly
supported arguments or supported by evidence from
positions with evidence
the readings and course
from the
content; ideas presented
readings/experience;
demonstrate understanding of
ideas go beyond the
the material and concepts.
course material and
(2.4 - 2.69)
recognize implications
and extensions of the
material and concepts.
(2.7 - 3)
that lack
facts, resulting
facts, resulting in
development or detail in conclusions that failure to draw little
that demonstrates are underdeveloped to no conclusions.
insight into
or lack soundly
(0 – 2.39)
reasoning.
reasoned
conclusions.
(2.8 – 3.19)
(2.4 – 2.79)
2.25 points
1.95 points
Satisfactory
Arguments are
arguments or
frequently illogical
positions are
and
presented but there
unsubstantiated;
is a mix of opinion or Limited use of facts
unclear view with
in case study and
supported arguments
essential
using course
information
readings. Case
presented in course
study facts are
readings.
occasionally used but
(1.8 - 2.09)
arguments would be
much stronger with
use of facts.
0 points
Arguments lack
meaningful
explanation or
support of
ideas. Does not
provide facts
presented in case
study.
(0 – 1.79)
(2.1 - 2.39)
Attention to
Instructions
2 points
1.7 points
1.5 points
1.3 points
0 points
Demonstrates
Demonstrates excellent
Demonstrates
Fails to show a firm Fails to demonstrate
exceptional understanding
understanding of
satisfactory
understanding of
understanding of
of requirements
requirements; missed one
understanding of
requirements;
assignment
responding completely to minor aspect of assignment. requirements; missed
missed two key
requirements.
each aspect of
a key element or two elements or several
(1.6 – 1.79)
(0 – 1.19)
assignment including
minor aspects of
minor aspects of
minor aspects of the
assignment.
assignment.
assignment such as using
(1.4 – 1.59)
(1.2 – 1.39)
third person writing,
required use of course
readings, and assignment
format.
(1.8 – 2.0)
Writing Mechanics
2 points
1.7 points
1.5 points
Strictly adheres to
standard usage rules of
written English, including
but not limited to
capitalization,
punctuation, runon
sentences, missing or
extra words, stylistic
errors, spelling and
grammatical errors. No
errors found. No
contractions or jargon
used.
Excellently adheres to
standard usage of
mechanics: conventions of
written English, including
capitalization, punctuation,
and spelling. One to three
errors found.
Satisfactorily adheres
to standard usage
rules of mechanics:
conventions of
English, including
capitalization,
punctuation, and
spelling. Four to 10
errors found.
(1.6 – 1.79)
(1.4 – 1.59)
1.3 points
0 points
Minimally adheres Does not adhere to
to standard usage
standard usage
rules of mechanics: rules of mechanics:
conventions of
conventions of
written English,
written English
including
largely
capitalization,
incomprehensible,
punctuation, and
or errors are too
spelling. More than plentiful to count.
10 errors found.
(0 – 1.19)
(1.2 – 1.39)
(1.8 – 2.0)
APA Style (6th ed.)
1 point
0.85 points
0.75 points
0.65 points
Attempts intext citations and
Attempts intext
Attempts in-text
No APA style errors;
reference list but one or two
citations and
citations and
Proper citation of source
APA style errors noted or fails reference lists; APA
reference lists;
material is used
to use APA citations when style errors are noted Fails to use APA
appropriate 12 times.
throughout
throughout paper.
citation when
document; Fails to
appropriate 4-5
Reference titles follow
(0.8 – 0.89)
use APA citations
times; or presents
APA with only the first
when appropriate 3
only 1-2 in-text
word, the first word
times in document.
citations and
reference list in a
after a colon and proper
(0.7 – 0.79)
paper that
nouns capitalized.
requires APA
citations
(0.9 - 1.0)
throughout the
document.
(0.6 – 0.69)
0 points
No attempt at APA
style; or attempts
either intext
citations or
reference list but
omits the other.
(0 – 0.59)
(0.6 – 0.69)
Overall Score
Outstanding
18 or more
Superior
16 or more
Good
14 or more
Substandard
12 or more
Failure
0 or more
WEEK THREE: The Planning Function
Management Functions Begin Reading with This Article Overview
Theme One: What is the planning function and how does the planning function actually work?
Read/View:
Planning Function of Management
Characteristics of Planning
Advantages of Planning
Disadvantages of Planning
Principles of Management Planning (7.29 minutes)
Subtheme: What is the planning function?
Martin Reeves: Your Strategy Needs a Strategy (Ted Talk video 11:01 minutes)
Upfront: Good Companies, Bad Planning
Theme Two: Vision and Mission Statements and Their Role in Planning
How does the manager formulate, process, and implement his/her organizational goals and
objectives? It starts with a planning stage the company’s/organization’s vision or mission statement
is identified/obtained, studied, and understood (vision or mission statement is usually put forward by
the stakeholders or owners, and dictates the will and wishes of the same. The tone is set for all
management and organization processes). Next comes the formulation of the goals and objectives
(which are actionable initiatives), and then evaluation (strategized) against the vision, mission,
purpose, etc. Goals and objectives are revisited several times in the planning session and measured
by the manager during the lifetime of their existence.
The readings demonstrate that setting goals and objectives are an integral part of the strategy
formulation stage. There is also a need for critical thinking in the formulation and evaluation of goals.
However, the development of goals cannot occur until the vision and mission statements are known
to the manager. Usually the leader(s) of an organization create the vision and mission statements for
the business setting out the longterm goals of the organization (vision) and the way the business
should go about achieving them (mission). The manager can have a role in the development of
mission and vision statements depending on the size of the business and level of manager.
Regardless of whether the vision and mission statements are created by the leader or manager all
planners must have a clear understanding of the meaning of the vision and mission and their relation
to the planning function.
Read/View:
Mission Statement vs. Vision Statement
The Purpose of Mission and Vision Statements in Strategic Planning
How Do I Develop Strategic Planning Vision Statements?
The Vision of a Mission Statement
BMGT 364 Galaxy Toys, Inc. Company Profile
Welcome to Galaxy Toys, Inc.! The assessment projects for this course will examine
different facets of the management of Galaxy Toys and students will be exploring
various scenarios and providing analysis and recommendations from the perspective of
a management consultant. Each project has been carefully designed to provide
students with opportunities to demonstrate mastery of various management concepts
that students have been developing through various learning activities presented in the
classroom (both in the face-to-face discussions and online discussions).
● In Project 1, students will demonstrate their understanding of the broad role of
managers within an organization and how various organizational theories
(historical and current) affect these roles.
● In Project 2, students are expected to apply course concepts and materials to
provide real-world recommendations for managers that relate to the planning
process
● In Project 3, students will present their analysis and recommendations that
demonstrate their ability to organize, lead, and control employees in ways that
ultimately support the organization’s vision and strategy for business success.
COMPANY PROFILE
History
Galaxy was founded in 1956 by George Jepson and his wife, Nan after their son Rusty
became consumed with the idea of traveling to the moon. Jepson who had worked
previously in manufacturing, selling, and advertising of games for a company in Toledo,
Ohio, crafted a new spacecraft that delighted his son and his friends. Nan, who had
worked in retail toy sales in the local Toledo department store, suggested the idea of
producing and selling the toys as a side business. At that time, Nan persuaded her
boss, Jack Mercury, to allow her to produce and sell the toys. After approval was given
it did not take long before the orders exceeded the Jepson’s ability to produce the
product. Seeing the success of the product, Mercury approached the Jepson’s and
proposed a partnership to manufacture the spacecraft and other related toy ideas.
Galaxy’s fundamental toy-making principles were centered on strong construction,
ingenuity, intrinsic playability and action. Early adopted toys were made of heavy steel
parts and ponderosa pine, which resisted splintering and held up well to heavy use. The
details and charm were added with colorful lithograph labels. Nan Jepson, who had
attended art school, was the Art Director and designed push-pull space toys for the
opening line of toys for very young children.
In 1956, the founders took 8 of their toys to the American International Toy Fair in New
York City, and they quickly became a success. The first Galaxy toy ever sold nationally
was "Space-IX." in 1957 (The same toy, in excellent condition, would be worth a
considerable amount of money in today's collectibles market.) In the early 1960s,
Galaxy identified plastic as a material that could help the company incorporate longerlasting decorations and brighter colors into its toys. By the end of the 1960s, Galaxy
manufactured 39 toys incorporating plastics. During the 1960s, with America’s entering
the Space Race the “Space Rocket” product line was introduced and soon overtook
popularity of the earlier toys.
The Jepson and Mercury children took over the running of the company in 1970, when
George, Nan and Jack retired. The children hold the company shares equally and now
occupy both Board and functional positions, making Galaxy Toys the largest privately
owned toy company in the USA. The headquarters for the company is still located in
Toledo, Ohio with factories in Daytona, Florida, Huntsville, Alabama and White Plains,
and Juarez, Mexico.
Company vision:
To create toys that inspire children all over the globe to dream of space exploration and
provide a yearning to achieve that dream
Mission:
We create both classic and contemporary space-related toys for all ages. All products
will be safe. We are committed to using sustainable processes and materials in making
our products. Galaxy’s fundamental toy-making principles center on strong and durable
construction, ingenuity, intrinsic playability, and action while providing toys that are
affordable for all.
Products:
Galaxy Toys has created approximately 2500 different toys since the early 1950s. One
of the best-known product lines is the Apollo Space Rocket line that includes launchable
rockets of various sizes and NASA vehicles that are replicas of the earlier ones used at
Cape Canaveral.
In addition to the Apollo product line, some of the toys and toy brands that have
remained popular for many years include the Canaveral building set, Create a Moon
Surface Kit, Astronaut Training Center, and the Curious George in Space book and
character set.
In 2000 Galaxy Toys joined forces with NASA to sponsor the First Annual International
Rocket Launch Meet to encourage children’s interests in space exploration.
In 2009, Galaxy landed the exclusive right to manufacture and sell all NASA toys sold in
the United States and in 2012, this exclusive right extended to all NASA toys
manufactured and sold overseas.
Current Business Status
Current Business Philosophy:
In desiring to remain on the cutting edge of space exploration and toy design, the
owners of Galaxy Toys have decided that “long term” planning is limited to the span of a
two-year timeframe, which will allow for them to remain agile in the current business
environment. The needs for innovation and implementation of cutting-edge ideas are
the main focus for the next two years. The owners acknowledge that incorporating
state-of-the-art technology in both toy design and production is crucial in meeting its
two-year goals. The use of 3D printing as a means of production, reducing material and
labor costs while shortening production time is the innovative competitive-edge
technique. Sustainability is also a concern because current sales are slowing.
Technology “action” in the toys must augment the current proprietary toy designs to
increase sales and surpass the NASA sales making the company less dependent on
that sector for sales. Growth is achieved through innovation. The use of “greenfriendly” shipping materials and toy recycling programs are under consideration.
Integration of these two ideas, sustainability and innovation, in new product line
development is the current business driver.
Since the change, Galaxy Toys treats its employees like family. Employees are valued
for their input in the business and measures are taken to assure their success. The
result is the current small business clan culture atmosphere. The expansion of the
business to Mexico and the possibility for more global expansion has caused the
company to adapt a new hybrid flat functional structure. This change has pushed the
clan culture to a mixture with a collaborative culture. This new structure and culture is
bringing the company’s decision making closer to those who have to implement the
decisions, thus empowering more workers and motivating others.
Galaxy Toys, Inc. 2015 Sales Figures:
Sales
100
90
80
70
60
50
40
30
20
10
0
Nasa
Rocket
Percentage of Sales
Classic
● Gross Toy Sales Per Branch:
➢ Toledo- $400 million
➢ Daytona- $225 million
➢ Huntsville- $200 million
➢ White Plains- $175 million
➢ Juarez- $125 million
● Anticipated Sales for 2017 are estimated at 15% over 2016 sales due to a new
product line roll out.
Organizational Structure
Board of Directors
CEO and President
George Jepson, Jr.
CFO
Edward
Mercury
Chris Leibowitz
Manager
Finance
Vice President
Shared Services
Rusty Jepson
Marilyn Moos
Manager
Human Resources
Vice President
Sales
Jose Fuentes
Martin Martinelli
Manager
Huntsville
Vice President
Marketing
Nan Jepson
Samuel Studebaker
Manager
Huntsville
Sheldon Cooper
Manager
IT
Henrick Huber
Manager
White Plains
Maris Baker
Manager
White Plains
Leroy Jethro Disney
Manager
Design & Engineering
Jessica Hare
Manager
Toledo
Alex Beaumont
Manager
Toledo
Carol Gallay
Manager
Administration
Kelly McConnell
Manager
Dayton
Atsushi Hashmi
Manager
Dayton
Juan Valdez
Manager
Juarez
Mark Willis
Manager
Juarez
Vice President
Production and
Shipping
Keith Wisternick
Jordan Miles
Production Manager
Huntsville
Jordan Yaffe
Production Manager
White Plains
Itza Yu
Production Manager
Toledo
Justin Winter
Production Manager
Dayton
Julio Rodriquez,
Production Manager
Juarez
Bart Aldrin
Shipping Manager
Daytona
Millicent Marsden
Shipping Manager
White Plains
Ann Southern
Shipping Manager
Huntsville
Ursula Andress
Shipping Manager
Toledo
Hernando Gonzalez
Shipping Manager
Juarez
Vice President
Quality Control
Terry Mercury
Randy Eberhart
Manager
Huntsville
George Washington,
Jr.
Manager
White Plains
Jillian Michaels
Manager
Toledo
Allison McKinsey
Manager
Dayton
Alonso Quijano
Manager
Juarez
WEEK TWO
Competitive advantage in the 20th century was created by making quality products and services
faster, cheaper, and moving them quickly around a town, state or nation. Business organizations in
the 21st century must continue to produce goods and services faster and cheaper than its
competitors; however, unlike the 20th century, competitive advantage is gained only when a business
can customize the goods and/or services to meet customer demands and have them delivered
around the world. Ironically, while the pace of doing business has magnified thousands of times,
employees desire more than ever to slow down and balance work with family. People who
successfully manage this 21st century paradigm must comprehend all facets of the organization and
how they compose the company’s competitive advantage. Manager’s in particular have to find ways
to secure competitive advantage via innovation of the process of planning, organizing, staffing,
directing, and controlling the organization’s rules, procedures, processes and people who execute
them.
As seen in week one organizational theory has evolved to embrace a human centric framework. This
week theme one seeks to explain how 21st century businesses’ must blend 20th and 21st century
management theory and application to create a competitive edge. In theme two the material for the
week begins to explain that the foundation of most existing managerial practices stems from Fayol’s
four functions of management. It is upon Fayol’s foundation that manager’s will have to build their
practices for a new agile organization structure. In the coming weeks, students will examine the four
functions so that they can understand the common practice upon which new ideas of management
are built.
Theme One: Helping a business to create a competitive edge among competitors is a crucial job of
the manager.
Read/View:
Organizational Capability Creating Competitive Advantage
Adaptability: The New Competitive Advantage
Building a Learning Organization
Navigating in the new competitive landscape: Building strategic flexibility and competitive
advantage in the 21st century
Competitive Advantage in the Enterprise Performance
Theme Two: The Functions of Management and the New Organization
The role of the manager in a business organization has been defined as a person who can implement
the vision, purpose and mission of the business by creating processes, procedures, and short/long
term goals that put the organization on a competitive path. The manager does this through the
implementation of the four primary functions or pillars of management planning, organizing,
leading/directing, and controlling. Henri Fayol’s functions of management mentioned in our
organizational theory timeline has created a foundation for the modern management role and are
very much alive in running businesses today (it should be noted that it is currently five not four [to
include staffing] management pillars). The challenge for the manager in the 21st century is to merge
the traditional functions of a manager to include a greater role in developing long term goals and
leading people while still maintaining the traditional functions of management. This week’s themes
explore the definition of the four functions of management and how they form the foundation of the
manager’s job.
Read/View:
Four Functions of Management
Episode 105: The Management Process
Management Functions
What are the Important Steps Involved in Staffing Process? (5 Steps)
What is Management and Leadership difference and four principles of management (video 6:20
minutes transcript available)
The Principles of Management (video 27:12 minutes transcript available)
Strategic Management (8 pages)
Concise Dictionary of Management Terms (optional read but provides management terminology
for which students should be familiar)
Participate in Week 2 learning activities Initial response due by Thursday, follow up response
due by Sunday, 11:59 p.m. EST.
WEEK ONE
Organizational theories touch upon sets of ideas, rules, and approaches that assist managers to
achieve the organization’s goals, objectives, work processes, and plans in the most efficient manner.
In order to achieve an organizations’ vision and mission managers and leaders must understand the
organizational structure, design, culture, environment, and resources of the business. These varying
inputs, factors, and characteristics have to be considered, analyzed, and managed in ways that
positively impact or maximize intended outcomes. An understanding of organizational theories and its
application enables the manager to more efficiently accomplish his/her role, task and responsibilities
within an organization.
Management theory is a relatively new field of study and arose in the early part of the twentieth
century. Inspired by the desire of business to achieve more from their workers and production,
psychologists began to study work processes and the people doing the work. Business wanted to
know what motivated workers to accomplish goals in an efficient and more productive manner.
Theorists like Fredrick Winslow Taylor, and Frank and Lillian Gilbreth, scientifically studied and
introduced measures for workplace productivity (such as currently practiced). They conducted time
and motion studies for processes, procedures, and operations management to analyze workflow with
an aim to achieve economic efficiency, especially within labor productivity (considered as Scientific
Management or Taylorism). The results of these studies and their successful application in the
business setting had owners and leaders asking for more. Management schools of thought began to
evolve and management theory became an academic field of study.
This week’s reading and discussions examine the role of the manager in an organization and how the
role has changed both in theory and practice. In addition, students will consider the development of
organizational management theory, how it is influenced by the business landscape, and its importance
to the manager as a tool to help organizations accomplish their goals.
Theme One: The study of organizational theory and management has evolved with the change in
business landscape. In order to appreciate the place management theory has in business today, it is
important to learn about the evolutionary changes in the business landscape as well as how it has
affected the business organization.
Read/View:
Chapter 3: Organizational Theory (Boundless)
Management Thought
Organizational Theory Timeline (This timeline is an outline of the Schools of Thought and the
theorists who proposed their philosophies of management since the early 1900's to current day.
This timeline is important in completing Assignment #1 due in week 3). Note: This document
provides snippets of brief information and is not meant to be the only source document used to
complete assignment 1.
21st Century Slideshare on Business Challenges
Characteristics of 21st Century Organizations
Workplace Trends in the 21st Century
HEC Centennial Debate: Responsible Management and the challenges of the 21st
Century (video 1:44 minutes optional but interesting challenges that businesses face.
Economic globalization, information revolutions, depletion of the earth’s resources, accelerating
production cycles, weakening of the nationstate…these are just a few of the challenges facing
us in the 21st century. In what ways can responsible management address these issues?
Indeed, what does responsible management actually mean? How should we educate the world’s
future business managers and leaders to face these challenges? In the HEC Lausanne
centennial debate, a distinguished panel of business leaders and intellectuals attempt to answer
and discuss these questions.)
Theme Two: Who is a manager and what is their job in an organization? The role of the manager has
traditionally revolved around setting short term goals for the organization, to executing and performing
tasks that include processes, procedures, and production of the organization’s purpose or vision. The
modern role of the manager has evolved to include the manager serving as a facilitator toward
accomplishing tasks.
Read/View:
A New Role for Management in Today’s PostIndustrial Organization
What Managers Do
2020 Vision, The Manager of the 21st Century BCG
The changing role of management
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