Business management – top manager skills memo – due fri 12/3

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Topic: Top Manager Skills Memo

Format/Length: 2-3 pages| APA Format | MUST REFERENCE 3-4 COURSE RESOURCES 

Due: Friday, December 3, 2021

Info: Please see below the detailed assignment instructions and attached the case study and course resources.

Assignment Details:  

A good manager relies on the feedback of others to gain insight into projects, decisions, and personal issues. Dwight knows that without personal reflection on the feedback given to you it is not likely to encourage improvement. If for example, Jane says to you, “your need for speed in making this decision is clouding your chances of making better choices.” and your immediate response was, “you may be right but speed is more important this time.” and you do not go back later to reflect on the position you took with Jane you will likely make the same mistakes again. Reflect on how it all worked or did not for you and why you will teach valuable ideas from the experience. These ideas will make the same experience going forward easier to comprehend and better respond. This technique is used in the military, law enforcement, and first responders and is often referred to as debriefing. Self-reflection is your personal debriefing step.

Being the last week of the course Dwight is anxious to see how you go about “debriefing” the course material.

· To this end, Dwight would like you to prepare a personal memo to Ike and himself explaining why you possess the skills of a contemporary manager. The memo should include the following:

· Justify five of the ten skills presented by Dwight for EC as the top five you feel are most important today’s managers. Include an analysis of the chosen skills needed in the business environment of today as well as trends for the wheelchair industry.

· Identify three skills that Dwight and Ike left off the list and explain why they should include them.

· Of the eight skills chosen above, select two that you believe are skills that need more development for you and two that represent your strengths. Explain the reasoning behind your choices.

· You must use course material to support your responses and APA in-text citations with a reference list.

Weekly Brainstorming Projects
Easy Chairs Training Program
The Leaders of Easy Chairs (EC), Dwight Rickenbacker and Ike Omar, have decided
that they want to customize their management training program to fit the company both
stateside, abroad and online. They have tasked your group, BMGT 485 Class
Consulting Firm, to create a program that features the top ten skills they believe an
Easy Chairs manager should possess in a contemporary business arena. Rickenbacker
and Omar are confident that if their managers have these skills the company will profit
immensely.
Dwight, who is guiding this project, has given you a course outline, the list of skills, and
course material he believes will enhance the managerial candidates in their training. He
has also given you some of the most common examples of the skill in action so that he
can see those candidates that apply the skill well and those who need improvement. He
wants your firm to develop the best answers to these scenarios and present them
to him for evaluation. This way he can determine if the candidates are a good fit for
EC and where he can help them to improve going forward.
Dwight envisions the program class to work as follows:

• Each week the firm will be given a small project, case study or activity to
complete that relates to one of the skills he deems important to company
success.

• The firm, and you as a member, will brainstorm the activity answer discussing as
a team the best way the manager can employ the skill to complete the activity.

To help the firm better Dwight has supplied a corporate history of Easy Chairs.

Company History

Dwight Rickenbacker and Ike Omar were two American Army Veterans who
wanted to make a difference for their fellow wounded veterans. They decided
that they wanted to make semi-customized wheelchairs. After researching the
idea, the two vets agreed that they were going to do something unique with
the wheelchairs. Dwight and Ike decided to make the wheelchairs with 3-D
printing with easily replaceable parts so repairs could be done by someone
with basic mechanical skills. They also agreed that they would only hire
veterans as employees.

Dwight and Ike started their business, EC’s five years ago in Birmingham,
Alabama. Since then, the business has grown exponentially. Last year gross
sales were over $7 million and was projected that the business will reach $9
million by the end of next year.

A significant part of Easy Chairs’ success has been through Internet sales.
The company website is geared to the American market. The average cost of
a non-motorized chair is $59.00, half of the cost of a simple product found at
Walmart. The battery-operated models average between $500 and $600,
almost a quarter of the traditionally produced models. Prices for parts for the
chairs are varied but the most expensive part is the battery for the mobile
units, which is priced at one-fifteenth the price of an average battery. The
company can customize colors, add oxygen container carriers and other
features that improve the wheelchair-bound person’s life for minimal cost
because their computer program allows the chair to be designed to each
person’s specifications before manufacturing. Last year, Rickenbacker
decided to sell their products overseas both via the internet and through
licensed distributors. Currently, they have agreements with distributors
in Japan and South Korea. They hope to expand more abroad and are
considering adding manufacturing operations abroad as well.

Are you the leader of tomorrow?

Re�ection

Skills and Characteristics

References

Week 8: Tomorrow’s Leader

Skill #10: Learn self-re�ection

Lesson 1 of 3

Re�ection

We do not learn from experience; we learn from
re�ecting on experience.

John Dewey

In the last seven weeks, we have spent a great deal of time examining the leader/manager of

today. We have reviewed the skills and challenges they must address to be successful. The

�nal skill that is important for a leader is self-re�ection. Every leader needs to notice their

own fears, shortcomings, and need for improvement. Moreover, noting these fears and

shortcomings is not enough. A leader must seek feedback from others about areas of

improvement from those above them in the organization and those below. Finally, a leader

must re�ect on the actions they can take to improve. 

Read this article regarding di�erent facts that leaders should re�ect on. Although this article

is older, think about what it forecasts for the future and whether or not those forecasts were

realized. How doe these re�ections a�ect leadership?

Remote Workers in the 21st Century

The workforce has changed due to COVID-19, and many people have started working from

home due to this virus and the dangers of working in o�ces with other people present.

However, many people were working from home even before this. Even in 2018, according to

Michael Guta, approximately 55% of remote workers say they work remotely 100% of the

time, while 28% worked remotely as well as coming in to an o�ce or other site to work. It

would be interesting to see how these numbers have changed since COVID-19.

Lesson 2 of 3

Skills and Characteristics

The best way to predict the future is to create it.

Peter Drucker

The Anywhere Workers – Remote work & Digital Nomad St…

This article discusses the top 15 skills and characteristics of a 21st century manager, including:

1. Management skills and abilities

2. Maintaining a healthy relationship with employees

3. Ability to learn from their mistakes

4. Delivering creative approach

5. Ability to navigate

6. They should be empathetic in nature

7. They should be able to correct themselves

8. Managers should present a win-win situation for both the stakeholders and the employees

It also discusses the skills needed for a 21st century leader, including:

1. Better understanding of a cultural change

2. Excellent digital and technological understanding

3. Deliberate e�orts of the division

4. Analytical skills

5. Overcoming barriers

1 0 S K I L L S A N D C H A R A C T E R I S T I C S . . . 1 0 S K I L L S Y O U N E E D T O T H R I V E . . .

6. Able to understand the use of online networks

7. Pay attention to detail and think out of the box

Read through the entire article for more information about these skills and characteristics

This article discusses the top 10 skills that are going to be needed in the 2020 workforce.
Leaders will need to fully understand the importance and applicability of these skills:

1. Complex problem solving

2. Critical thinking

3. Creativity

4. People management

5. Coordinating with others

6. Emotional intelligence

7. Judgment and decision making

8. Service orientation

9. Negotiation

10. Cognitive �exibility

Review the entire article to learn more about each of these skills and why they are important to
the 2020 workforce.

1 0 S K I L L S A N D C H A R A C T E R I S T I C S . . . 1 0 S K I L L S Y O U N E E D T O T H R I V E . . .

Lesson 3 of 3

References

Gray, A. (2016). The 10 skills you need to thrive in the fourth industrial revolution.

World Economic Forum. https://www.weforum.org/agenda/2016/01/the-10-skills-

you-need-to-thrive-in-the-fourth-industrial-revolution/

1

Guta, M. (2018). 55% of remote workers now telecommute full time, survey says.

https://smallbiztrends.com/2018/08/2018-remote-working-statistics.html
2

Marr, B. (2016). 20 mind-boggling facts every business leader must re�ect on

now. Forbes. https://www.forbes.com/sites/bernardmarr/2016/11/01/20-mind-

boggling-facts-every-business-leader-must-re�ect-on-now/?sh=5a6184ad20dc

3

Reddy, C. (2020). 21st century manager: Top 15 skills and characteristics.

https://content.wisestep.com/21st-century-manager/
4

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Easy Chair Memo

To:

Dwight Rickenbacker, Ike Omar

From:

Kyami Clarke

CC:

Amer Yaqub

Date:

Tuesday, October 26, 2021

Re:

Easy Chair Manufacturing Abroad

Due to the profound changes in the business field, many business entities have sought the global mindset. Understandably, pursuing the global perspective has been made easier through the use of technology. Over time, businesses have grown internationally simply by embracing technology. For Easy Chairs to embrace international marketing and expand their manufacturing operations abroad, the managers should consider the following.

The planning and decision-making process, organizing process, leading strategy, staffing, and controlling process are fundamental. Easy Chair managers must make quality decisions regarding their workforce and strategic plans for their operations and procedures. In Planning, Easy Chairs should choose the appropriate strategies and actions and the resources to achieve its goals and objectives of manufacturing abroad. The organizing process mainly involves worker engagement and relationships (Gleeson, 2017). Workers, therefore, need to work together to achieve organizational goals. According to Peter Drucker’s management principle, the leading process requires managers to have desirable leadership qualities. Easy Chairs managers should be able to motivate, inspire and create good communication with their employees. Additionally, the management should ensure proper division of labor and specialization when staffing (Trapp, 2014). Lastly, in the control process, the managers must provide ongoing monitoring and evaluation to obtain preset goals of manufacturing abroad.

To achieve global manufacturing goals, I would advise Easy Chairs managers to ensure skills such as cultural knowledge. This is a critical area as culture clash hinders business growth (Colvin, 2006). Cultural knowledge and understanding are essential in order for Easy Chair to succeed internationally. Leadership must incorporate cultural training to educate managers on local social norms, business customs, ethics, political systems, rules, and regulations. Another critical component is flexibility and adaptability. A manager’s ability to be fluid in changing situations will assist ongoing quality production and disrupt manufacturing. There will always be an issue that crops up; managers must learn to adapt fast (Gleeson, 2017). If the quality aspect is a threat in the USA, then the required courses of action should be anticipated.

Similarly, a particular fear associated with expansion and becoming too much to handle must be addressed. Seeking management skills such as effective communication and cultural understanding must be a top priority and embraced. Additionally, curiosity is a critical skill in developing a global mindset. The art of spreading risks as a leader and an investor is encouraged. It is through curiosity that attempts are made.

Easy Chairs will want to consider manufacturing abroad, specifically in cities and not rural areas. The reason is, cities provide more comprehensive marketing, workforce, and resources. There is a significant advantage to cities compared to rural areas. Research has it that there are 61% machine experts in the USA. The following are some of the benefits of going global; learning and adapting new methods. Carrying out business in many countries helps learn different approaches and cultures (Cavusgil, Knight, Riesenberger, Rammal, & Rose, 2014).

Similarly, going global reduces the vulnerabilities that may be associated with a given country. In case of disastrous events in a given country, the business still stands a chance in another country (Cavusgil, Knight, Riesenberger, Rammal, & Rose, 2014). Growth opportunity and lesser competition are equally associated with business globalization. However, the significant disadvantages associated with manufacturing abroad are the language barriers, cultural differences, employees, and quality aspects. Nevertheless, cultural, language and quality challenges can be embraced gradually and require courses of action to help the business fit through aggressive and focused management.

Bibliography
Cavusgil, T. S., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2014). Part 4 Entering and operating in international markets. In International Business (pp. 393-516). Australia: Pearson Australia. Retrieved May 20, 2021, from https://books.google.co.ke/books?id=KcSaBQAAQBAJ&pg=PA1&dq=advantages+and+disadvantages+of+global+business&lr=&source=gbs_toc_r&cad=3#v=onepage&q=advantages%20and%20disadvantages%20of%20global%20business&f=false
Colvin, G. (2006, October 2). Managing in chaos. Fortune, 154(7). Retrieved May 2, 2021, from https://archive.fortune.com/magazines/fortune/fortune_archive/2006/10/02/8387417/index.htm
Gleeson, B. (2017, March 27). The Future Of Leadership And Management In The 21st-Century Organization. Retrieved May 20, 2021, from Forbes: https://www.forbes.com/sites/brentgleeson/2017/03/27/the-future-of-leadership-and-management-in-the-21st-century-organization/?sh=9317af3218ff
Trapp, R. (2014, March 23). Successful Organizations Need Leaders At All Levels. Retrieved May 20, 2021, from Forbes: https://www.forbes.com/sites/rogertrapp/2014/03/23/organizations-need-leaders-at-all-levels/?sh=10249a743ab1

2

10/26/21, 9:01 PM BMGT 485 7381 Leadership for the 21st Century (2218) – BMGT 485 7381 Leadership for the 21st Century (2218)

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Week 2 Oct 27-Nov 2: Skills for Effective
Management

Week 2: Skills for Effective Management
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Available on Oct 20, 2021 12:01 AM. Access restricted before availability starts.

Week 2: Communication Quiz
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Due November 2 at 11:59 PM Starts Oct 27, 2021 12:01 AM Ends Nov 2, 2021 11:59 PM

BMGT 485 7381 Leadership for the 21st Century (2…

Checklist:

Make sure that you have completed all of the Week 2 Material and Assignments
Review ALL of the Week 2 Content – Skills for Effective Management
Review the Introduction to Brainstorming Discussion Assignments
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10/26/21, 9:01 PM BMGT 485 7381 Leadership for the 21st Century (2218) – BMGT 485 7381 Leadership for the 21st Century (2218)

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This quiz covers material from Week 2. Students have 90 minutes to complete the
quiz that consists of 10 questions (multiple choice & true/false). There is a 5
minute grace period.

Students will have only one opportunity to take the quiz. Students should read the
material and thoroughly understand it prior to entering the quiz. Once the quiz has
been accessed, a student may not come out of the quiz and reenter the quiz. Any
work completed after the grace period will not be scored.

Set aside 90 minutes to take the quiz. At 95 minutes the quiz will shut down as
there is no opportunity to go beyond this time period.

Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION

2

12

Week 2 Brainstorming Discussion

Kyami Clarke

University of Maryland Global Campus

BMGT 485 7381 Leadership for the 21st Century

Professor Elizabeth Ball

November 5, 2021

From: Kyami Clarke

To: Dwight Rickenbacker

CC: Ike Omar

Date: October 27, 2021

Subject: Ways to Sort Out the Challenges within the Team

Dear Mr. Rickenbacker,

I have assessed the challenges in the department and made the following observations. The team recognizes and acknowledges that Josh has excellent ideas and is good at implementing methods. The team cannot do without him; however, Josh appears to be more idealistic and has challenges in executing the ideas. He is also a poor communicator and does not provide enough details for proper work execution. He is poor in planning and forgets that he has already allocated work and allocates it again, leading to confusion, duplication of efforts, and time wastage.

Suggestions to Solve the Problems

Brainstorming Sessions: I suggest that the team have regular robust brainstorming sessions where Josh discusses the ideas with the team members and gets the chance to ask questions and clarifications. This will help the team to understand the ideas fully.

Create a Flatter Structure: A team member better at execution and follow-up can be appointed as a supervisor to allocate and supervise the team. However, each team member should learn how to lead and be responsible for their work. The supervisor will be responsible for explaining the general project requirement to the team, and emailing each member their work requirements, and responding to team members’ questions and concerns. They will also liaise with Josh on the design ideas if the need arises. However, this role can rotate among the team members to train them to take charge.

Set Limits in Design Change and Product Delivery: The problem was partly caused by the client changing the design after the work had commenced. A new idea to solve this problem would be to set a time limit for clients to change their order design and the expected time of product delivery. This will help in avoiding rework and allow the team to complete work on time.

Communication Issues Causing Problems in the Team

Lack of Explanation: The team has complained that Josh answers emails with one word, which means they do not get the explanation they need on issues. They have also complained that he does not edit his emails, which means they do not understand them.

Lack of communication: There is a lack of communication on both sides in that Josh fails to respond to emails which leave the team members confused. The team also does not respond to Josh’s inquiries on whether they understand their responsibilities, indicating a lack of understanding.

Six Techniques to Improve Communication within the Team

Active Listening: I would promote active listening, which involves listening to (Westerfield, 2020) and not to formulate a response. Understanding involves asking questions and clarifications.

Good Posture and Body Language: Engage the team in practicing good posture and body language to promote confidence.

Humor: Encourage the team to use humor in their engagements to lighten the mood and open up to casual conversation.

Communicate Effectively: Promote effective communication by using the 7C’s, which are concise, clear, concrete, complete, coherent, courteous, and correct. Correct means both factually and audience appropriate.

Emotional Intelligence: Encourage the team to have good non-verbal and listening skills as well as apathy (Amini, Amini, Nabiee, & Delavari, 2018).

Assertiveness: I would encourage the team to be confident but not arrogant or confrontational.

How I would communicate to the Team Members

I would hold an open meeting (Dutta, 2018) with the team and communicate my observed issues. I would also follow up the meeting with emails to each team member on the issues discussed in the meeting. I will also hold a one-on-one meeting if there is a need to do so.

Sincerely,

Kyami Clarke

References
Amini, M., Amini, M., Nabiee, P., & Delavari, S. (2018, September 16). The Relationship Between Emotional Intelligence and Communication Skills in Healthcare Staf. Shiraz E-Medical Journal, 20(4). doi:10.5812/semj.80275
Dutta, M. J. (2018, April 6). Culture-centered Approach in Addressing Health Disparities: Communication Infrastructures for Subaltern Voices. Communication Methods and Measures, 12(4), 239-259. doi:https://doi.org/10.1080/19312458.2018.1453057
Westerfield, S. (2020). Improving Family-Professional Partnerships through Active Listening Training. University of Pittsburgh, Department of Education. Pittsburgh: ProQuest Dissertations Publishing. Retrieved October 27, 2021, from https://www.proquest.com/openview/c45af3b8c27a1e030f933d453bdf1275/1?pq-origsite=gscholar&cbl=18750&diss=y

BMGT 485 – Week 3 – Brainstorming Discussion – Final Draft

Easy Chairs values trust and communication between leadership, management, and employees. Leadership understands the importance of creating and maintaining trusting relationship, which ultimately results in communication.

Trust is the key component in all aspects of business, internally and externally. A leader that can build trust can effectively deal with conflict, manage teams, foster lasting client/vendor relationships, and most importantly motivate people.

After evaluating Easy Chairs current state of affairs, this is an area that needs to be addressed. Sadly, there has been a significant decline in communication and trust between management and employees. The impact of this decline is reflected in production numbers and employee morale across departments. The greatest contributor is lack of transparency, respect, clarity, accountability, appreciation.

We are in unprecedented times, with the advancement in technology and remote workforces. Since in most cases we are not face-to-face with our teams, it is even more important that we are present and clear. Add the fact that our workforce is more diverse and there are cultural and communication differences, this has added a layer of complexity. The US and Asian are polar opposites when it comes to culture and communication styles. Asia’s culture is collectivist, while the American’s are individualistic. The EC team state that the Asia team does not respond quickly to the new plans and is quiet when they meet. The communication between these Asian countries tends to be subtle, while the Americans are blunt. Therefore, the EC team found personal interactions seem to be one-sided. However, the team leader should be inventive and invest time and energy to build rapport. The quality of the relationship is crucial. It would lead to Asia team members contributing more to the new plans. This makes a difference between goals being achieved and goals being exceeded. Also, one-sided interactions can be minimized by pushing being a team player. Hence, the EC team should consider the Asia team as similar to building trust and reciprocity.

We want to set our teams up to succeed and this can be done by education, connection, and open dialogue. The first step in creating an inclusive, open, and trusting environment is own your part, show you are just as accountable. The second step is showing them the bigger picture, what we are trying to accomplish going forward. Employees need to understand and be a part of the creation of the bigger picture. Increased reliability, productivity, and loyalty are gained by inclusion and effective communication.

Actions speak louder than words. Simply saying we have heard employee concerns and will be making adjustments are pointless if these behaviors are not truly adopted and demonstrated. We are not leaving you high and dry in this regard. Easy Chair will be setting up a training program to assist with trust building and cross-culture communication strategies. The goal is to give leaders the tools they need to implement changes, which will establish rapports with their teams, build trust, and open the lines of communication. We all must commit to be better and do better if we the same from our teams.

Bibliography
Covey, S. M. (2019). How the Best Leaders Build Trust. Retrieved November 5, 2021, from Leadership Now: https://www.leadershipnow.com/CoveyOnTrust.html
Johnson, S. (2018, May 10). 10 Ways to Build Trust in Remote Teams. Retrieved November 5, 2021, from Learnlight Insights: https://insights.learnlight.com/en/articles/build-trust-in-remote-teams/
Lorenz, M. P., Ramsey, J. R., Andzulis, J., & Franke, G. (2020, April 20). The Dark Side of Cultural Intelligence: Exploring Its Impact on Opportunism, Ethical Relativism, and Customer Relationship Performance. Business Ethics Quarterly, 30(4), 552-590. doi:https://doi.org/10.1017/beq.2020.2
Smith, T. J. (2012, August 1). Trust and Business Relationships. Retrieved November 4, 2021, from Wiglaf Journal: https://wiglafjournal.com/trust-and-business-relationships/

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