You Are Responsible For Submitting An Applied Paper Based On

You Are Responsible For Submitting An Applied Paper Based On A Real Or

You are responsible for submitting an applied paper based on a real or hypothetical management-related issue relevant to your own (either current or former) workplace that has a potential solution. The paper should address issues related to the four management areas of planning, organizing, leading, or controlling discussed in the textbook. It must be prepared as if it were an internal consulting report for the organization’s managerial decision-makers.

The paper should follow the six steps in the Rational Decision-Making process as outlined in Table 4.1 in Chapter 4 (page 106):

1. Identify the issue and define the decision situation
2. Identify at least two alternative solutions
3. Evaluate pros and cons of each alternative solution
4. Select and recommend one of the alternative solutions and state your rationale
5. Discuss how you would implement the solution
6. Discuss how you would follow up (evaluate) its effectiveness

The assignment should include a minimum of three scholarly citations—at least one from a textbook chapter related to the topic and two from other credible sources, properly cited in APA format. The paper must be approximately 1000 words (about 5 pages), double spaced, in 12-point font. Students are required to include an Assignment Cover Sheet (see Appendix). The submission must be in a Word document format.

Paper For Above instruction

In any organizational context, the dynamic nature of management demands continuous problem-solving and decision-making to ensure optimal performance and sustainability. This paper explores a management-related issue from my previous workplace—a mid-sized manufacturing firm—focusing on a challenge within the leadership domain. The problem centered around the decline in employee motivation and productivity, which was negatively impacting operational efficiency and overall organizational morale.

Utilizing the six steps of the Rational Decision-Making process, I will delineate the process from problem identification to solution follow-up, presenting a comprehensive internal consulting report. This systematic approach aids managers in making informed, effective decisions that align with organizational goals.

1. Identifying the Issue and Defining the Decision Situation

The recognized issue was a significant drop in employee motivation, particularly among the production staff. This decline was evidenced by increased absenteeism, lower output levels, and negative feedback during team meetings. The decision situation involved determining how to revitalize employee engagement and productivity without substantial financial investment, as the company was facing budget constraints.

2. Identifying Alternative Solutions

Two viable alternatives emerged:

• Implementing a Recognition and Rewards Program: Establishing a system that recognizes employee achievements through non-monetary rewards, such as certificates, public acknowledgment, and additional responsibilities.
• Enhancing Workplace Communication and Inclusion: Improving communication channels, conducting periodic town hall meetings, and involving employees in decision-making processes to foster a sense of belonging and motivation.

3. Evaluating Pros and Cons of Each Alternative Solution

Recognition and Rewards Program: This approach can boost morale by acknowledging efforts, potentially leading to increased motivation and productivity. However, it risks creating perceptions of favoritism if not implemented transparently and may have marginal impact if rewards are purely symbolic.

Enhancing Workplace Communication: Promotes transparency, employee involvement, and a shared sense of purpose, which can sustainably improve motivation. The challenges include time investment and potential resistance from management or employees unaccustomed to greater participation.

4. Selecting and Recommending a Solution

Given the analysis, enhancing workplace communication and inclusion is recommended. This approach addresses underlying issues related to engagement, promotes transparency, and fosters a culture of shared responsibility. The rationale is that involvement and open communication can build intrinsic motivation, which has longer-lasting effects compared to extrinsic rewards.

5. Implementing the Solution

Implementation involves several steps: First, establish regular town hall meetings and open forums for employee feedback. Second, create cross-functional teams to involve employees in decision-making on operational improvements. Third, train managers in effective communication and active listening skills. Finally, develop a communication platform—such as an intranet portal—to facilitate ongoing dialogue and feedback collection.

6. Evaluating the Effectiveness of the Solution

Follow-up involves setting quantitative metrics such as employee satisfaction surveys, absenteeism rates, and productivity levels at regular intervals (e.g., quarterly). Additionally, qualitative feedback through interviews and focus groups can gauge employee sentiment. Continuous monitoring allows for adjustments to strategies, ensuring sustained engagement and performance.

Conclusion

Addressing employee motivation through improved communication and inclusion exemplifies a strategic application of management principles. The rational decision-making process facilitates a structured, systematic approach that aligns solutions with organizational goals, fosters sustainable culture change, and ultimately enhances operational effectiveness. By applying this method, managers can transform challenges into opportunities for growth and development within their organizations.

References

• Daft, R. L. (2021). Management (13th ed.). Cengage Learning.
• Herzberg, F. (1966). Work and the nature of man. World Publishing Company.
• Robbins, S. P., & Coulter, M. (2018). Management (13th ed.). Pearson.
• Schunk, D. H. (2012). Motivation in education: Theory, research, and practice. Pearson Higher Ed.
• Vroom, V. H. (1964). Work and motivation. Wiley.
• Ghorpade, J., & Chen, C. (2020). Building employee engagement through communication. Journal of Business Communication, 57(3), 307–328.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
• Peters, T., & Waterman, R. (1982). In search of excellence. Harper & Row.
• Shannon, C. E. (1948). A mathematical theory of communication. Bell System Technical Journal, 27(3), 379–423.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.