Roles of a Manager and the Impact of Organizational Theories on Managers

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Instructions are attached "Assignment 1 Role..." - PLEASE READ CAREFULLY. Complete Step 1 through 13

Content to review attached as Week 1 - Week 3. Use as reference + Max 3 external references, No plagiarism, Paraphrase only, no direct quotes.

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Assignment 1 Role of Manager and Impact of Organizational Theories on Managers ­ Submit Files Hide Submission Folder Information Submission Folder 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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Running head: 21st CENTURY MANAGERIAL ROLES: IMPACTS OF ORGANIZATIONAL
THEORIES ON MANAGERS
1

21st Century Managerial Roles Impact of Organizational Theories on Managers
Name
Professors Name
Institution Affiliation
Submission Date

21ST CENTURY MANAGERIAL ROLES: IMPACTS OF ORGANIZATIONAL THEORIES
ON MANAGERS
2
Table of Content
Introduction ..................................................................................................................... 3
Background on the Galaxy Inc. scenario ......................................................................... 4
Pat 1: Facts of the case................................................................................................... 4
Part 2: 21st Century Manager or Not?............................................................................. 5
Theoretically Contrasted Comparison ............................................................................. 6
Conclusion ...................................................................................................................... 7
References ...................................................................................................................... 8

21ST CENTURY MANAGERIAL ROLES: IMPACTS OF ORGANIZATIONAL THEORIES
ON MANAGERS
3
Introduction
Bart Aldrin leadership characteristics are detail oriented. However, the shipping
managers managerial style is conflicting with Galaxy Toys Toledo company vision. In the 21st
century, businesses expect organizational leadership characteristics that intrinsically aligned
operational processes with Galaxy Toys Toledo company mission and sustaining this mission
requires organizational capabilities that operate adaptively, advantageously and innovatively.
Galaxy Toys can sustain their competitive market advantages by innovatively developing policy
driven practices and motivating employees through leadership characteristics that transcend
cultural boundaries and business practices by conducting a manager in the analysis.
The managerial analysis of Bart Aldrin leadership features and the performance
alignment with Galaxy Toys vision and mission them uncovering leadership characteristics
(forces) restricting employee performance or hindering operational processes. Project
management methods that evaluate and analyze individual or organizational performances by
conducted a SWOT or GAP analysis. The goal of analyzing managerial performance with 21stcentury expectations requires a strategic planning process and evaluating forces driving or
hindering...


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