Actions For Week 1 Learning Activities Must Post First

Actions For Week 1 Learning Activitiesmust Post Firstlearning Activit

Actions for Week 1 Learning Activities must be posted first. Learning Activity #1 - Theme 1 This week, students learn about organizational theory and the relationship to the role of 21st-century manager. A manager is responsible for directing the implementation and achievement of organizational goals. Organizational theory, which has evolved over the past hundred years, aims to assist managers in approaching their roles effectively to fulfill the organization’s vision and mission. The 21st-century manager not only plans, organizes, and executes organizational processes but also acts as a facilitator, emphasizing collaboration, adaptability, and leadership in a rapidly changing environment. Traditionally, managers set short-term goals, develop processes, and oversee the operational tasks necessary for organizational success. These tasks align with the organization’s purpose and vision as defined by management theories such as Scientific Management, Administrative Theory, Human Relations, and Systems Theory.

In contrast, the modern managerial role has expanded beyond task execution to include fostering innovation, managing diverse teams, and responding to technological advances. The theoretical schools that inform management today—such as Contingency Theory, Contemporary Human Relations, and Complexity Theory—highlight the importance of adaptable leadership styles suited to specific environmental conditions. The business environment itself has transformed, shifting from manufacturing-centric models to service-oriented and digital enterprises. As business purpose evolves, the role of the manager also adapts; technology, globalization, and a focus on customer experience have necessitated new skills and approaches.

Environmental factors now encompass not only competitive markets but also technological trends, societal expectations, and economic shifts. Worker attitudes have shifted towards valuing meaningful work, autonomy, and work-life balance, influencing managerial strategies. Theories have evolved to address these changes, emphasizing transformational leadership, emotional intelligence, and participative decision-making approaches. Overall, the role of management has shifted from top-down control to a more inclusive, flexible, and people-centric approach, reflecting the changing dynamics of the global business landscape.

Learning Activity #2 - Theme 2

As observed in Theme 1, the role of the manager has significantly shifted from the 20th to the 21st century, becoming more focused on people and organizational culture. Five skills essential to successful 21st-century managers include emotional intelligence, digital literacy, adaptability, intercultural competence, and transformational leadership.

Firstly, emotional intelligence enables managers to understand and manage their own emotions while empathizing with others, fostering a positive and productive work environment (Goleman, 1998). With the rise of virtual teams and diverse workplaces, intercultural competence is vital for effective communication and collaboration across cultural boundaries (Morrison, 2012). The ability to adapt quickly to technological changes and new organizational structures, such as flat or virtual organizations, underscores the importance of adaptability (Bharadwaj et al., 2013). Moreover, digital literacy is crucial for leveraging technology to enhance efficiency, innovation, and communication within organizations (Sachdeva & Sharma, 2021). Finally, transformational leadership skills—motivating and inspiring employees towards shared goals—are fundamental in fostering engagement and driving organizational change (Bass & Riggio, 2006).

These skills align with current workplace dynamics, where organizations increasingly adopt flatter hierarchies, remote work, and agile methodologies. Managers must be adept at building collaborative cultures, utilizing digital tools, and leading diverse teams effectively. The competence to navigate these complexities determines organizational success in the modern landscape.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
• Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital Business Strategy: Toward a Next Generation of insights. MIS Quarterly, 37(2), 471-482.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Morrison, T. (2012). Developing intercultural competence in the global workplace. Journal of International Business Studies, 43(3), 273-290.
• Sachdeva, S., & Sharma, S. (2021). Digital literacy in the workplace: Impact on employee performance. Journal of Business and Management, 23(4), 112-125.