Part I: You Are A Manager In A Large Global Manufacturing

Part I 1 Pageyou Are A Manager In A Large Global Manufacturing And Se

You are a manager in a large, global manufacturing and services organization. You want to explain to your grandfather how management has evolved from his time before retirement ten years ago. Highlighting societal changes, you aim to articulate how management practices, frameworks, and priorities have transformed over recent years. Focus on three key areas: organizational culture, corporate responsibility and ethics, and culture and diversity conflicts.

Management has undergone significant changes over the past decade, primarily driven by globalization, technological advancement, and social awareness. In terms of organizational culture, modern companies tend to foster more inclusive, participative, and adaptive environments than in the past. Leaders today emphasize shared values, employee empowerment, and continuous learning to stay competitive in a rapidly changing marketplace. For example, companies like Google exemplify this shift by promoting open innovation and fostering a culture where employees are encouraged to contribute ideas irrespective of hierarchy.

Regarding corporate responsibility and ethics, there is a broader recognition today of the social and environmental impacts of business activity. Companies are increasingly adopting sustainable practices, ensuring ethical supply chains, and being accountable for their actions beyond profit margins. For instance, Patagonia actively promotes environmental stewardship and transparency about its supply chain, reflecting a shift toward responsibility that aligns with societal expectations and regulatory pressures.

In the context of culture and diversity conflicts, management now actively seeks to embrace diversity and inclusion initiatives to mitigate conflicts and leverage varied perspectives. Modern management recognizes that diverse teams enhance creativity and problem-solving, but also requires sensitive handling of cultural differences. Companies like Starbucks have implemented comprehensive diversity training and inclusivity policies to create more harmonious workplaces, illustrating the evolution from tolerance to genuine integration and appreciation of differences.

Overall, management today is increasingly stakeholder-oriented, emphasizing ethical practices, cultural competence, and adaptive leadership. This evolution reflects broader societal shifts towards fairness, sustainability, and collaboration in the global economy.

Paper For Above instruction

Management has undergone profound changes over the past decade, influenced by rapid technological advances, globalization, and societal demands for greater corporate accountability. These changes are evident across various facets of organizational operations, notably in organizational culture, corporate responsibility and ethics, and managing cultural diversity and conflicts.

Firstly, the evolution of organizational culture reflects a shift from rigid hierarchical structures to more participative, flexible, and values-driven environments. Historically, management emphasized command-and-control models, where decisions were made by top executives and communicated down the chain of command. Today, however, organizations prioritize cultivating a culture of inclusivity, collaboration, and innovation. For example, modern tech giants like Google and Microsoft promote an organizational climate that encourages employee empowerment, creativity, and open communication (Schein, 2010). These corporations recognize that fostering a positive culture aligned with organizational values enhances employee engagement and operational efficiency.

In parallel, corporate responsibility and ethics have garnered increased attention as organizations recognize their broader societal roles beyond profit maximization. Post-financial crises and rising public awareness have led to the integration of sustainability initiatives, ethical supply chain management, and transparent reporting practices. Companies such as Patagonia and Ben & Jerry’s exemplify this shift by embedding environmental and social considerations into their core business models. These organizations not only strive for profitability but also aim to restore public trust and fulfill their social obligations (Crane, Palazzo, Spence, & Matten, 2014). This change underscores a broader societal expectation that corporations act ethically and contribute positively to society.

Thirdly, managing culture and diversity conflicts has become an integral part of modern management. The globalized nature of contemporary business introduces a multitude of cultural perspectives that must be successfully integrated to promote harmony and productivity. Companies now implement comprehensive diversity and inclusion policies, along with training programs designed to reduce prejudices and foster mutual respect. For instance, Starbucks’ Diversity and Inclusion initiative aims to create an environment where cultural differences are recognized as strengths rather than sources of conflict (Nkomo & Cox, 1996). Effective managers in this context are expected to possess high emotional intelligence, cultural sensitivity, and conflict resolution skills to navigate complex intercultural dynamics.

In conclusion, the changes in management practices reflect society’s evolving values toward inclusivity, responsibility, and sustainability. Managers today are expected to be adaptable, ethically grounded, and culturally sensitive, emphasizing collaboration over hierarchy and stakeholder engagement over profit alone. These developments have fundamentally transformed management into a more holistic, ethical, and inclusive discipline suited to the complexities of the modern global economy.

References

• Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Discussing Corporate Social Responsibility: Themes and Perspectives. Academy of Management Annals, 8(1), 375–411.
• Nkomo, S. M., & Cox, T. (1996). diverse cultures and diversity management. In M. S. Ethridge & C. B. Walker (Eds.), The Diversity Paradigm (pp. 23–44). Sage Publications.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• McKinsey & Company. (2020). Diversity wins: How inclusion matters. https://www.mckinsey.com
• Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, 89(1/2), 62–77.
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• Roberson, Q. M. (2006). Disentangling the Meanings of Diversity and Inclusion inOrganizations. Group & Organization Management, 31(2), 212–236.
• Thomas, D. A., & Ely, R. J. (1996). Making Differences Matter: A New Paradigm for Managing Diversity. Harvard Business Review, 74, 79–90.