Two Options For Your Required Replies To Classmates

Two Options For Your Required Replies To Classmatesoption 1is That You

You are to answer for Alicia Smithfield any four (4) of the six (6) issues. Specifically, she has asked you to recommend a consultant to solve any four of the six issues confronting her. You have been requested to explain to Alicia why you selected the four consultants you choose to solve each of the four issues you selected. Each consultant will solve one of the four issues you identified that particular consultant to address.

You should explain the major contribution/idea of the consultant selected and how that contribution/idea applies to the specific issue you have recommended that person to solve. You should identify the school of thought that each consultant represents. Note: You may not use any of the individuals in the readings to solve more than one of the four (4) issues. In the event a person you select is deceased, do not let that inconvenience stand in your way. You may still use that individual to solve a specific issue.

For research associated with this discussion, you must use course materials only. You must provide APA formatted in-text citations and references for each of the four (4) issues you select.

Paper For Above instruction

In addressing the complex challenges faced by Smithfield Custom Furniture in 1901, strategic consultancy that aligns with specific managerial and operational issues is vital. Selecting suitable experts to recommend solutions requires an understanding of their core ideas, how these ideas can be applied to the company's circumstances, and their theoretical foundations from established schools of thought. This paper discusses four key issues faced by Alicia Smithfield and recommends renowned consultants from various schools of thought, clarifying their major contributions and applicability to each issue.

Issue 1: Workforce Integration and Cultural Cohesion

The integration of the newly hired employees into the existing organizational culture is a pertinent challenge for Smithfield. A consultant like Edgar Schein, from the Organizational Culture School of Thought, would be highly suitable. Schein’s major contribution centers on understanding and shaping organizational culture through artifacts, espoused values, and underlying assumptions (Schein, 2010). He emphasizes leadership's role in cultural change and development, which is critical in aligning the diverse employee base—especially with many recent hires in a rapidly growing company. Applying Schein’s framework can help Alicia foster a cohesive organizational culture that integrates new employees effectively, enhances communication, and reduces internal conflicts, thus promoting a unified company identity (Schein, 2010).

Issue 2: Leadership Development and Succession Planning

With Jonas Smithfield's demise and Alicia now at the helm, leadership succession is a crucial issue. John Kotter of the Change Leadership School offers valuable insights here. His major idea involves creating urgency, building guiding coalitions, and empowering others to lead change through a structured eight-step process (Kotter, 1997). Kotter’s approach underscores the importance of developing future leaders and creating a culture prepared for strategic shifts. Implementing his principles would enable Alicia to cultivate internal leadership talent, ensuring continuity as her family business navigates growth and potential future challenges (Kotter, 1997).

Issue 3: Operational Efficiency and Technological Advancement

Given the company's expansion with machinery and logistical operations, a consultant like Peter Senge from the Learning Organization School is appropriate. Senge’s seminal idea of the learning organization focuses on systemic thinking, personal mastery, mental models, shared vision, and team learning (Senge, 1990). His concepts encourage a culture where continuous improvement and adaptation to technological innovations are embraced. Advising Alicia to foster a learning organization can enhance operational efficiencies, optimize the use of new machinery, and streamline logistics—particularly in the management of transportation and production processes (Senge, 1990).

Issue 4: Managing Workforce Diversity and Morale

The recent hiring surge and the diverse employee background pose challenges in managing workforce morale and diversity. Mary Parker Follett, from the Human Relations Movement School, offers substantive guidance. Her primary contribution emphasizes cooperation, participative management, and recognizing the human element within organizations (Follett, 1924). Incorporating her ideas could help Alicia develop participative management practices, emphasizing communication, inclusion, and conflict resolution. Such strategies would improve employee morale, foster a collaborative culture, and enhance overall productivity (Follett, 1924).

Conclusion

In conclusion, selecting the appropriate consultants rooted in distinct schools of thought provides comprehensive solutions to the multifaceted issues at Smithfield Custom Furniture. Edgar Schein supports cultural cohesion, John Kotter guides leadership succession, Peter Senge enhances operational learning, and Mary Parker Follett improves workforce morale. These recommendations, grounded in their theoretical contributions, can significantly aid Alicia in steering her inherited business toward sustainable growth and resilience in a competitive environment.

References

• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Kotter, J. P. (1997). Leading Change. Harvard Business Review Press.
• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday/Currency.
• Follett, M. P. (1924). Creative Experience. Longmans, Green & Co.
• Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What's next for HR? Human Resource Management, 54(2), 227-234.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Yukl, G. (2012). Leadership in Organizations. Pearson Education.
• Hersey, P., & Blanchard, K. H. (1982). Management of organizational behavior: Utilizing human resources. Prentice Hall.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• McGregor, D. (1960). The human side of enterprise. McGraw-Hill.