Bringing it All Together

At the beginning of the course students were exposed to organizational management theory and how it evolved with the changing business climate. Theory went from focusing on operational efficiency to people centric models of resource distribution. Students learned that the role of the manager is to translate and implement the vision, mission, goals, and objectives of an organization into functional processes, procedures and rules. In the 20th century many business managers adopted Fayol's five pillars of management to assist them in their job. Hence, current organizations tend to use these tenets as their foundation for management systems. Also discussed in week's one and two is the notion that contemporary business organizations are taking on a more collaborative environment to cope with the need for quick decision making to deal with change. Contemporary management theories suggest that management must be more organic in nature to create the competitive advantage. The 21st century manager must be an "agile manager" in order to address the dynamic nature of conducting business in a transitional business environment. The "agile manager" seeks to combine the traditional functions of management as proposed by Fayol with the contemporary theories of management to help create a collaborative environment needed for creating a competitive advantage for a business. In past weeks' students have learned how the POLC operates within business. This week students will examine how the theories of systems thinking and agile management suggest ways to combine the POLC with the demands of the highly charged dynamic environment of the 21st century.

Theme One: Systems thinking is a model of decision making that helps organizations change and adapt. For example, a person may look at trees, creatures, foliage, and water to know the forest. The trees, foliage, creatures and water is the system that comprise the forest. Applying this approach to business requires one to view the entirety of an organization as a complete system with integrated complex components. For a business to function successfully, the systems within an organization must have interaction and a connection between the components of the system. A highly functioning business system continually exchanges feedback with its parts and systems to ensure that each remain aligned to accomplish of the goal of the system and ultimately the business.

Read/View:

• Systems Thinking
• Peter Senge on Systems Thinking
• Smashing Silos
• The ten principles of collaborative organizations
• Systems Thinking and Design Thinking: Complementary Approaches?
• Seeing Your Company as a System

Theme Two: The agile manager seeks to combine the functions of management with the contemporary theories of management to create the competitive edge. You might ask how relevant the lesson is to manager(s) in the 21st century, including yourself, how practical is its application, as well as how possible it is to align the old with new evolved practices? Well there are no best answers or expectations to be aligned as a perfect model that assures 100 percent positive results when it comes to application of contemporary theories of management and its functions. Of course they serve as a reference to aid in achieving the best possible results when incorporated under a presented optimum environment that allows for less variables of criteria - current business environments are dynamic and fluid versus static, hence your lessons learned in this course will and should align your understanding of certain organizational theories as it influences managerial roles , comfort-ability with subject matter, and possible application to presented expectations will greatly enhance your delivery of the best possible version of a solution given the time and available resources. Remember learning is continuous, and so is the field of organizational theory, which in turn influences the management school of thought and allows this lesson to begin a yearning for further studies in the field.

Read/View:

• An Introduction to Business Agility
• How To Build an Agile Business
• People and Agility: Creating an Agile Workforce
• Being Agile, Being Future-Proof
• Talent Agility - A Systematic Approach to Business Agility
• The Best-Kept Management Secret On The Planet: Agile
• The Case Against Agile: Ten Perennial Management Objections
• Why Can't The C-Suite Grasp Agile Management?

Complete:

Learning Activity 1

Since we are at the end of this class, this is the perfect time to reflect upon the achievement of Course Outcomes.

As the Syllabus states .... After completing this course, you should be able to:

Integrate management principles into management practices employ effective planning processes to develop strategies, goals, and objectives in order to enhance performance and sustainability organize human, physical, and financial resources for the effective and efficient attainment of organizational goals demonstrate leadership skills by communicating a shared vision, motivating and empowering others, and creating a culture of ethical decision-making and innovation develop measures and assess outcomes against plans and standards to improve organizational effectiveness Identify the essential characteristics of decision making and indicate the range and types of decisions a manager makes Considering the activities, assignments, etc. What has been most useful?

What would you recommend as an activity/assignment?

Feel free to comment on anything else re: the class.

What is one of the most surprising and/or valuable thing(s) you learned from this course that you did not know before you took it or that you did not know you would study? How will it help you in the future? You don't need to respond to another student.

Attachment:- Case_Study.rar