Assignment Sample on MBA_7_CEI Creativity Enterprise and Innovation
Introduction
A whirlwind of ideas, memories, goals and dreams prompted me to embark on this PhD adventure. These past few months, I’ve seen a shift in how I view myself and my place in the world. I’ve come to appreciate the truth of statements like “we are creatures growing. When I’m working on a project, I’m constantly travelling through the past and looking into the future to see how I might incorporate these ideas into my present work. Though many around me may see that I’m following a well-worn path, I’m fully aware that it’s unfamiliar to me and seems brand new to me. Rather than a preset academic socialisation process, I regard my passage as a hero’s journey, rather than a communal pattern of being. I’m conscious that I have a strong “confidence” in my ability to find my way and a true “hope” that I’ll achieve wholeness at some point (Bosch-Sijtsema et al., 2019). In this ever-changing landscape of shifting forms, growing knowledge, and grounding experiences.
When compared to transformational leadership, which relies on team members to be self-motivated to carry out their responsibilities, the business management assignment looks at the words of autocratic leaders. Changing the company’s organisational structure from divisional to flat would be my priority as manager (Burns and Westmacott, 2018). Because I just indicated that the company is mostly a medium-sized one, changing the organization’s structure could reduce costs by reducing the number of intermediaries between employees and top executives. The analysis done for this business management project led me to believe that a democratic leadership style is the most appropriate, given the company’s reliance on employee creativity and the need to be responsive to market changes.
Self-audit and Continuing Professional Development (CPD)
Despite being authoritarian, the organization’s leadership proved beneficial in several ways. The task was extremely stressful, and there were strict completion deadlines. Because of this, the organisation was able to achieve the standards and meet all deadlines and goals more quickly than expected (Chai, 2019). In this way, the tasks and responsibilities of each department were clearly defined and a predictable work pattern was established in the workplace. Because the control line was clear, there was less room for error. This contributed to their success in the short term as well. They were thriving in a relatively short amount of time, attracting many clients and running well. I was surprised to learn this. With the support of the organization’s autocratic management style, it was possible to break down the workforce into distinct departments, each focused on a certain area of service. This divisional structure ensured that the task was completed in a shorter period than would have been the case in a flat organisation. The inexperienced and newbies were able to handle their duties with relative ease because of the leadership style. A few negative factors related to corporate operations were mentioned in business management assignments, as well (Cirocki and Farrell, 2019). Employees were unable to communicate with management and felt unappreciated and excluded as a result of the one-way communication. I discovered that interdepartmental disagreements were also caused by a lack of communication. Organizational ideas were effectively discouraged and suppressed by the leadership styles. In the course of my work, I watched some brilliant and knowledgeable employees feeling undervalued because their ideas and opinions were ignored by management. Employees were subjected to micromanagement, which exacerbated problems of conflict and disagreement caused by a lack of effective communication. The department head displayed favouritism in keeping certain employees who were late to work since they were habitual tardycomers. As a result of this unethical favouritism, the company’s employees became even more polarised and unable to work together effectively. Disagreements emerged in the workplace because of a lack of effort to promote collaboration and coordination among employees.
Finally, I want to return to my original goal of using an auto-ethnographic approach to tell my own storey as I wrap up this research piece. I’ve come to terms with my “self as data” and the fact that “it is a truism that you always bring yourself into the researcher process.” So I’m pursuing a doctorate to continue my development as a researcher, with the belief that I’ll find my way and the hope that I won’t become another ABD. My life’s journey has strengthened my faith in the educational system and the learning process as a result (Faraclas, 2018). Returning to the small girl who felt like an outsider despite her profound desire for learning, over and again knowing that at some future point she too will feel like she belongs in the domain that she moves in now. For me, it’s an issue of ontology. Throughout my life, I’ve developed several key assumptions that have shaped my approach to doctoral research and how I approach methodology in general. As a child, I had a strong belief that these buildings will be built, even if I didn’t comprehend what this meant. Furthermore, my experience has not only inspired me to believe that the future would be better than the present, but it has shaped my ambition to research in education in the hopes of improving the system which allowed me to build myself. I believe that by cooperating with school administrators and providing them with support and encouragement, we can create a healthy work environment for their employees. In this way, I hope to pay it forward to a system that has given me so much. I continue forward with a growing internal compass, a solid external structure to support me, and an increasing understanding of the path that will bring me through (Longo et al., 2019).
It is possible that democratic leadership could lead to conflict, as noted by. With so many different perspectives, there’s still a potential that no one can agree on anything. Like Autocratic leadership, decision-making takes time, which can slow down productivity. In the long run, however, democratic leadership will assist in resolving complicated issues, fostering teamwork, and elevating the importance of ethical behaviour in the workplace. This will help to establish a more egalitarian work environment, and it will also increase employee happiness. Employees must be able to contact leaders with their wants, problems, and questions, and managers must be more open to their feelings and supportive of their coworkers. A better understanding of tasks and expectations can be achieved through more open channels of communication, as shown in the case study for the business management assignment (Popova et al., 2018). Employees will have a better sense of ownership and responsibility as a result of improved communication, which will allow management to be more adaptable. This will also make employees feel appreciated and valued by the company. Creative thinking is essential in today’s competitive and global corporate scene, which underscores the need for innovation. I’ll have to make sure that creativity is given the highest priority as the company’s manager. My primary goal is to recognise and reward original thinking.
SMART action plan of the effective researcher
Parameters provide structure and tractability to SMART Objectives, which is a set of objectives and goals. It’s possible to track your progress toward a certain goal by setting up SMART goals that include specific deadlines and measurable milestones. In several businesses, this word is frequently employed because of its efficiency and objectivity (Postholm, 2018). The word “smart” is prefixed to the names of many items we use daily, such as cell phones and televisions. Now we all know that term refers to an intelligent object because of its operation and technological advancement. SMART goals have a completely different significance in the world of marketing, business, and related professions.
Figure 1: SMART action plan
Sceroce: (Rauch et al., 2019)
| S – Specific | My current growth takes place on the level of identification in the personal category. If my experiences are similar to others, as Drake claims is typical of practice-based researchers’ identity formation, I believe my path is more individual than communal at this time. |
| M – Measurable | This is a technique that has always appealed to me. Similar to Super’s career development model, which emphasises the importance of our changing sense of self as we pursue our professional goals (Sekerin et al., 2019). My personal and professional experiences have shaped me just as much as each other. Reflection, on the other hand, has served as both a driving force and a solid foundation for this journey. |
| A – Achievable | It was liberating for me, too, to discover that “the crisis of representation in educational research” offered a whirlwind of options from which I could choose (Tack et al., 2018). It’s liberating to have this developing awareness of my dimensionality as a researcher, but I know it won’t come to fruition all at once. |
| R – Relevant | Finding the appropriate balance between doing what is required of me and doing what is important to me is my primary goal on this trip. |
| T- Time-based | I know that soon enough, I will have to restrict my emphasis on my research project and face the challenges of becoming a researcher in the real world. |
SMART action plan of effective enterprise manager
| S – Specific | It occurred to me that the company’s organisational structure had multiple weaknesses and that these shortcomings had led to considerable divisions inside the organisation. In this business management assignment, the findings show that there was a lack of communication in the organisation, which had led to disagreements, ranging from little fights among the employees to significant tussles with the management. |
| M – Measurable | In the course of my studies, I enlisted and began working in a medium-sized company as an assistant to HR. As a website development and design company, the firm primarily focused on acquiring and analysing clients’ requirements before creating websites that met those needs. |
| A – Achievable | Employee productivity was suffering, and they were unable to work to their full ability as a result. The company had a poor retention rate (Breeding et al., 2018). There was a divisional structure to the company’s organisational structure, with each employee assigned to a certain area of the website’s design and development. |
| R – Relevant | As a result, the organization’s leadership model was based on the department head dictating how the work was carried out and how it was done. Structure and tight division of labour were the norm in this undertaking. Step-by-step contact with the organization’s management was carried out by the department leaders, who communicated with the organization’s higher echelons. In addition, the company’s work ethic was disruptive. |
| T- Time-based | Some employees from one or two departments had more lax regulations than the rest, which fostered competition among the departments, as I found out when I investigated further. This meant that employees were not able to contribute their critical thinking and new ideas to corporate processes, and the organisational structure made it even more difficult for employees to communicate with their managers (Parsons et al., 2019). |
Conclusion
In this reflective report on a business management assignment, I have summarised my learning and its practical implications by citing an example. Modern business management necessitates a mix of hard and soft abilities, and I believe that achieving this mix is essential to the smooth operation of any company. I’ve drawn attention to the importance of these variables in business by citing relevant theories from academic publications. Understanding the numerous critical areas of business management will help me build my professional acumen and focus on how to deal with certain scenarios with skill.
Throughout my career and education, I developed a great appreciation for the necessity of practice and real-world experience. It was only after I returned to school for graduate studies that I realised how much I had missed out on the opportunity to learn and grow as an individual. My educational and professional selves — my educational and professional selves – grew together, one influencing the other. However, despite the growing number of people encouraging me to continue PhD studies, including my instructors and coworkers, I was still unsure whether I was ready to leap into the realm of research. I planned to come back to it in my 40s when I’d have more perspective on it.
Reference
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