Paper Of At Least 5 Pages Excluding Title And References

Paper Of At Least 5 Pages Excluding Title And References Pages Apa

Paper of at least 5 pages (excluding title and references pages). APA format and reference four sources.

Imagine that you are the owner of a fictitious upscale home furnishing business called The Contemporary Collection. Your store sells contemporary furniture and a large array of decorative items, such as glass art objects, small sculptures, coffee table picture books, sofa throws and pillows, artificial flower arrangements, contemporary dishes, glasses, candlesticks, table linens, and designer sheets and comforters. The Contemporary Collection has been the leading boutique home furnishing store in the city for the past 15 years. In the last three years, however, a major home furnishing chain store has opened in the city, and the new store has steadily been luring your customers away from The Contemporary Collection.

Your store sales are down 30% over last year. You decide to talk to former customers to find out why they have switched loyalties to the other store. You learn that these former customers believe that The Contemporary Collection simply is not keeping pace with changing trends in home decorating and furnishing. Products are seen as old and out-dated—certainly not contemporary. These former customers also tell you that your competitor offers different kinds of customer services that they value, such as same-day delivery and set-up, and in-home decorating consultation.

As you look at your internal operations, you realize that the buyers responsible for purchasing furniture and decorative items have been buying increasingly from the same set of suppliers, and that they are reluctant to bring in new lines of furniture and decorative items. Most of the buyers have been with the firm for at least eight years, and their average age is 52. You also realize that the salaried salespeople at The Contemporary Collection are reluctant to offer suggestions for new items that might augment the existing lines of furniture and decorative items because the buyers rarely listen to their suggestions. Turnover among salespeople is fairly high; the average tenure of a salesperson is about two years and the average age of a salesperson is 31.

As the owner of The Contemporary Collection, you need to make some important changes in the way your employees think about store operations and in how decisions are made, or your company will continue its inevitable decline. You devise an approach to increase the level of organizational awareness and learning, and to improve decision making, with the goal of turning around operations and regaining your competitive edge in the marketplace. Explain how cognitive dissonance and other biases may have led you, the owner, and other managerial staff to overlook or fail to take seriously the signs that the company was struggling. Describe the steps you would take to stimulate a better understanding of the store’s current operations and to implement a new process for making decisions about product line and sales and service techniques.

Identify specific ways you plan to enhance the level of learning among employees to refocus the organization. Discuss the model of decision making you will implement to ensure better solutions to organizational challenges. Identify any ethical considerations that need to be taken into account in designing new models of learning and decision making. Explain the rationale for your approach.

Paper For Above instruction

In the highly competitive and rapidly evolving home furnishings industry, organizational awareness and adaptive decision-making are critical for sustaining success. As the owner of The Contemporary Collection, a once-premier boutique store, recognizing and addressing internal biases and implementing strategic learning models are essential steps to regain market share and adapt to changing consumer preferences. This paper explores the influence of cognitive biases on managerial oversight, proposes steps to foster organizational learning, and suggests ethical considerations inherent in decision-making processes.

Initially, cognitive dissonance likely played a significant role in managerial blindness. Cognitive dissonance occurs when individuals experience psychological discomfort from conflicting beliefs or behaviors, often leading them to discount or ignore evidence that threatens their existing worldview (Festinger, 1957). In this case, managerial staff possibly believed that their long-standing traditions and proven supplier relationships were sufficient for success. This belief may have led to dismissing critical signs—such as declining sales or customer feedback—seen as threats to their efficacy, thereby perpetuating an outdated product mix and reluctance to innovate (Kunda, 1990). Confirmation bias—where managers favor information supporting their preconceptions—may have further limited openness to new product lines or organizational changes (Nickerson, 1998).

To counteract these biases, I would initiate a comprehensive assessment process involving data analysis, customer surveys, and employee feedback. This would help establish an evidence-based understanding of current operations and market positioning. Conducting regular market trend analyses and benchmarking against competitors would clarify where the store's offerings are falling behind (Argyris & Schön, 1996). Additionally, fostering a culture of open dialogue and psychological safety would encourage employees and managers to voice concerns, suggest innovations, and learn from failures without fear of retribution (Edmondson, 1999). This approach aligns with the principles of organizational learning theories, emphasizing the importance of double-loop learning—questioning underlying assumptions—as contrasted with single-loop learning, which merely adjusts actions within existing paradigms (Argyris & Schön, 1978).

To improve decision-making, I would implement a model based on evidence-based management and participatory decision processes. Utilizing a decision-making framework such as the OODA loop (Observe, Orient, Decide, Act) would enable more agile and responsive strategies (Boyd, 1976). This model emphasizes continual observation of market trends, organizational assessment, and rapid adaptation, democratizing decision roles to include input from both operational staff and leadership. Incorporating scenario planning and SWOT analysis would further deepen understanding and prepare the organization for various market contingencies (Schoemaker, 1995). Ethical considerations, such as transparency with stakeholders, honesty in data reporting, and respect for employee input, are integral to building trust and fostering a shared commitment to organizational goals (Freeman, 1984). Maintaining ethical integrity ensures decision-making supports not only profitability but also corporate social responsibility and stakeholder wellbeing.

Enhancing organizational learning requires targeted interventions. First, establishing continuous professional development programs focused on current market trends, customer service excellence, and innovative product sourcing will update employee skill sets (Senge, 1990). Second, creating cross-functional teams that collaborate on product selection, marketing, and customer service initiatives will promote diversity of thought and shared ownership of outcomes. Third, instituting a formal knowledge management system—such as an internal digital platform—would facilitate the sharing of best practices, customer insights, and supplier innovations across the organization (Nonaka & Takeuchi, 1995). Moreover, recognizing and rewarding proactive learning and innovative behaviors will reinforce a culture of adaptability (Garvin, 1993).

To ensure sustainable and ethical decision-making, I would adopt a decision framework rooted in corporate social responsibility (CSR). This approach encourages consideration of environmental, social, and economic impacts of product lines and service innovations (Porter & Kramer, 2006). For example, sourcing sustainable materials or partnering with local artisans aligns with ethical business practices and appeals to environmentally conscious consumers. Training managers and staff about ethical standards and codes of conduct reinforces a shared understanding of responsible decision-making (Crane et al., 2008). The rationale behind this comprehensive approach is to create a resilient, innovative organizational culture that values continuous learning, ethical integrity, and adaptive strategies to meet evolving marketplace demands.

In conclusion, overcoming internal biases, fostering organizational learning, and adopting ethical, evidence-based decision models are vital for The Contemporary Collection’s revival. Recognizing cognitive biases such as dissonance and confirmation bias enables managers to make more objective decisions. Creating an environment of open communication, ongoing employee development, and participatory decision processes will cultivate agility and innovation. Integrating ethical considerations ensures that the company maintains integrity while competing effectively. These strategies collectively position The Contemporary Collection to adapt proactively, enhance customer satisfaction, and restore its status as a leader in the upscale home furnishings market.

References

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• Argyris, C., & Schön, D. A. (1996). Organizational learning II: Theory, method, and practice. Reading, MA: Addison-Wesley.
• Boyd, J. R. (1976). The essence of winning and losing. Unpublished briefing slides, Air University.
• Crane, A., Matten, D., & Spence, L. J. (2008). Corporate social responsibility: Readings and cases in a global context. Routledge.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
• Festinger, L. (1957). A theory of cognitive dissonance. Stanford University Press.
• Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.
• Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-91.
• Kunda, Z. (1990). The case for motivated reasoning. Psychological Bulletin, 108(3), 480–498.
• Nickerson, R. S. (1998). Confirmation bias: A ubiquitous phenomenon in many guises. Review of General Psychology, 2(2), 175-220.
• Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company. Oxford University Press.
• Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92.
• Schoemaker, P. J. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.
• Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Doubleday/Currency.