Introduction to Management Assignment 3 HD report PDF

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Course Name: BUSM4192 Introduction to Management Assignment 3: What are the functions of management?Name: Nanana Student ID: s 123456LinkedIn profile:e-Portfolio profile:Table of ContentsIntroduction........................................................................................................

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Course Name: BUSM4192 Introduction to Management Assignment 3: What are the functions of management?

Name: Nanana Student ID: s123456

LinkedIn profile:

e-Portfolio profile:

Table of Contents Introduction...........................................................................................................................................3 Artefact 1 – Take a risk on disruptive innovation...................................................................................3 Background........................................................................................................................................3

People................................................................................................................................................3 Strategy..............................................................................................................................................4 Operations.........................................................................................................................................4 Creating a sustainable environment..................................................................................................4 Artefact 2 – Planning and strategic management at Coca-Cola.............................................................5 Background........................................................................................................................................5 Issue...................................................................................................................................................5 Possible solutions..............................................................................................................................6 Micro-credential....................................................................................................................................7 LinkedIn profile......................................................................................................................................7 Conclusion.............................................................................................................................................8 References.............................................................................................................................................9

Introduction Management functions serve to introduce and incorporate the company's new management method, procedure, framework or technique and its aim is to achieve organizational objectives (Kowalski & Loretto 2017). Realizing the functions of management and how to tackle problems is very important for any employee or manager to achieve success within an organisation. This report will carefully elaborate on the selected case studies and provide recommendations based on management theories learnt in this course, as well as reflecting objectively on the link between facts from management research and management theory whilst conveying understanding of responsible management practices in the workplace. A section on the selected micro-credential will be discussed as well as the method of populating the LinkedIn profile.

Artefact 1 – Take a risk on disruptive innovation Background This case study has effectively shown that an exceptional leader should always think about the strategic positioning and goals of a company. An effective leader should have the technical capability to develop innovative solutions for firms to thrive and remain successful (Chan, Teoh & Pan 2019). In this case study, Zookal’s CEO has utilized the three core processes of business (People, Strategy & Operations) to execute his company’s strategies.

People Zookal’s process of hiring older, experienced staff to fit into its young workforce culture is to ensure that they have the right amount of vitality and experience to make the company successful. It is also part of their company culture to ensure that managers cultivate a nurturing environment where employees can be excited about their job and have opportunities for staff to learn and develop. Boverie et al. (2013) found that managers can build positive environments by cultivating a nurturing workplace, facilitating successful work, and fostering conditions in which workers love their jobs. The 'people' process is therefore

the most critical one, since all work eventually requires some human interaction, initiative, or participation that attributes to organizational performance.

Strategy In a fast-changing world, companies have to be creative and innovative in order to continue business growth and remain profitable. After identifying his core business model; provision of student services, Zookal’s CEO created a new company with his friend to attempt to innovate in the industry and remain profitable. Disruptive innovation is an effective technique of expanding and creating new markets and offering new features, which, in turn, might disrupt existing business ties (Yu & Hang 2010). This shows that Zookal has considered its organisation strategy thoroughly and have the necessary resources to expand into other markets.

Operations Additionally, Zookal 's CEO is largely responsible for overseeing the smooth transition from planning to operation, including the weighing of options for operations in other regions. While building and maintaining the Zookal website to ensure that it meets business needs, Zookal's CEO Haider has also introduced the 'operations' process for his drone and textbook rental company. His long-term aim is to juggle all his businesses at the same time while developing and diversifying his drone delivery business. At present, his short-term objective is to obtain clearance from the Australian Civil Aviation Authority and to create financial stability in the business.

Creating a sustainable environment A sustainable competitive advantage exists when a business introduces a value-creating strategy that is not being applied simultaneously by competitors and other companies are unable to replicate the advantages of this strategy (Huang et al. 2015). Haider has managed to create a sustainable competitive advantage and it allows him and the organisation to stay ahead by being responsive to customers through their engaging web platform, by innovating new ways to deliver textbooks to customers using drones that provides quality service and effectiveness. By innovating new ways to sustain his current business using strategic management and planning, it has allowed his organisation to stay ahead of the competition.

Artefact 2 – Planning and strategic management at Coca-Cola Background Coca-Cola implements its three-point strategy to set goals and priorities, concentrated on plans and activities to meet its objectives, while still aiming ‘to be a place where people are inspired to be the best they can be’. Its strategic planning priorities identify goals or potential outcomes set by top management, such as partnering with local government to promote recycling and achieve 100% of solid waste for recycling.

Issue Companies with Corporate Social Responsibility (CSR) are more responsible for their decisions, have a stronger sense of social responsibility and pursue more sustainable practices while maintaining profits (Deer & Zarestky 2017). While Coca-Cola is committed to being socially sustainable, it is one of the top producers of disposable bottles every year. Their vision for the protection and advancement of society was questioned when the corporation brought the Northern Territory Government to court over its recycling campaign attempts. The organization does not have recycling support in Australian and Northern Territory markets even though 12 billion containers are purchased annually by Australians and are mostly not disposed of in an acceptable manner. Although Coca-Cola said that it 'wants to be a better place to work,' the organization has a top-down management structure of managers who have an autocratic style and are very results-oriented at the expense of their employees.

Possible solutions Coca-Cola should lose its autocratic style and adopt a more autonomous style in the workplace. Promoting job autonomy in the company encourages work life balance and also leads to greater participation in the workplace (Margolis & Ziegert 2016). Employees will build a stronger sense of team and corporate culture that will improve their job satisfaction and reduce the company's turnover. With managers relinquishing their autocracies, CocaCola employees will be able to share their ideas and suggestions with their managers to enhance work performance and achieve company objectives. This also allows workers to

influence their work environment in such a way that they can perform to the best of their abilities. Coca-Cola can also adopt the Management By Objectives (MBO) model to accomplish its mission. The company can assess its current realities in the industry to map out a strategic plan for the future of the company (Vishnevskiy, Karasev & Meissner 2016). This increases the efficiency of the company by clearly identifying goals that are accepted by both management and employees. MBO objectives: 

Improvement Objectives: Coca-Cola should reduce the amount of recyclable materials to the landfill, as well as targeting to cut the amount of greenhouse gases produced.

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Personal Development Objectives: Managers should encourage employees to contribute and support more philanthropic activities.

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Maintain Objectives: Increase recycling initiatives, expand to Australia and other countries.

Micro-credential (URL: https://rmit.credly.com/member-badges/23579058)

The modern workplace culture has a composite workforce and is becoming more responsive to problems. I have chosen this micro-credential because effective managers in a multicultural workforce must be able to overcome bias and assumptions. To a degree, everyone is guilty of implicit discrimination. Having better awareness and a methodical approach can help resolve this common hurdle in the workplace. Biasness and assumptions in the workplace creates discomfort and generates adverse effects such as decreased sense of belonging, stress, poor physical health, and increased employee turnover (Ahmed, Wan Ismail & Salmiah 2014). This micro-credential also helps me to develop a critical thinking approach to challenges that can help achieve success both in academia and in the working world, as well as implementing methods to resolve innate

prejudices, improve the opportunity to communicate respectfully and harmoniously with people of diverse backgrounds.

LinkedIn profile Posts that were liked and commented on reflected management theories and helped me to think more objectively as a person about seeking new ideas and solutions to problems. Creativity in the workplace, traditionally defined as the development of new and useful ideas for organizational goods , services or processes, has become one of the primary drivers of organizational growth, efficiency, and valuation today (Montag, Maertz & Baer 2012). Influencers and organisations that I have followed are individuals and businesses with management expertise, often providing new ideas and techniques that I can learn from in order to be a more effective manager. They also talk about how to manage employees and how we can be better suited to be a successful communicator. These influencers and organisations also apply the same management ideas that I have studied in this course. Many of their posts discuss solutions to seemingly impossible problems and having knowledge of these theories will help me to approach issues with confidence and an open mind.

Conclusion Through the development of my e-portfolio, I have been able to study the various management processes and styles of the different organizations and learn from their experience. This has helped me to better understand the different management theories that have been taught in this course and to apply these theories to the workforce in the future. Management theories studied have taught me how to be an efficient team member in every organisation, as well as being an effective communicator with an understanding of various prejudices and assumptions.

References 1. Ahmed, I, Wan Ismail, W K, Salmiah, M A 2014, ‘Overcoming ostracism at work: the remedial role of positive exchange relations’, Nankai Business Review International, vol. 5, no. 3, pp. 275-289. 2. Boverie, P, Grassberger, R, Law, V & Chalofsky, N 2013, ‘Leading Individual Development and Organizational Change Around Learning, Meaning, and Nurturing Environment’, Advances in Developing Human Resources, vol. 15, no. 4, pp. 382-400. 3. Deer, S & Zarestky, J 2017, ‘Balancing Profit and People: Corporate Social Responsibility in Business Education’, Journal of management education, vol. 41, no. 5, pp. 727-749. 4. Huang, K-F, Dyerson, R, Wu, L-Y & Harindranath, G 2015, ‘From Temporary Competitive Advantage to Sustainable Competitive Advantage’, British journal of management, vol. 26, no. 4, pp. 617-636. 5. Kim, S 2017, ‘The Process Model of Corporate Social Responsibility (CSR) Communication: CSR Communication and its Relationship with Consumers’ Knowledge, Trust, and Corporate Reputation Perception’, Journal of business ethics, vol. 154, no. 4, pp. 1143-1159. 6. Kowalski, T H. P & Loretto, W 2017, ‘Well-being and HRM in the changing workplace’, International journal of human resource management, vol. 28, no. 16, pp. 22292255. 7. Margolis, J.A & Ziegert, J.C 2016, ‘Vertical flow of collectivistic leadership: An examination of the cascade of visionary leadership across levels’, The Leadership quarterly, vol. 27, no.2, pp. 334-348. 8. Montag, T, Maertz, C P & Baer, M 2012, ‘A Critical Analysis of the Workplace Creativity Criterion Space’, Journal of management, vol. 38, no. 4, pp. 1362-1386.

9. Vishnevskiy, K, Karasev, O & Meissner, D 2016, ‘Integrated roadmaps for strategic management and planning’, Technological forecasting & social change, vol. 110, pp. 153-166. 10. Yu, D & Hang, C C 2010, ‘A Reflective Review of Disruptive Innovation Theory’, International journal of management reviews, vol. 12, no. 4, pp. 435-452....