Q1.

A. Organization Description in the Systems Theory

The system theory describes an organization as a single complex system that is broken down into simple subsystems which functions harmoniously to ensure optimal operation of the whole organization. Each subsystem. According to Johnson et al. (1964) contains a number of inputs and outputs viewed as a single independent unit. Therefore, in a focus of the arrangement and the relations between different parts of a system, the systems theory looks at an organization from its different parts and how these interact to create a whole with the firm, the industry, and the market. It not only addresses the internal organization but also the external components that affect its performance.

B. How the contingency theory differs from the early theories of management

Contingency theory of management describes a method of management of simple and complex organization with regard to both internal and external factors such as, environmental contingencies. Contingency theory differs from earlier theories in-that, it describes the management of organization in a perspective that puts the technology and culture of the organization together with other external environmental factors into consideration (Abba, Yahaya, and Suleiman, 2018). This was different from earlier theories of management which neglected the influence of the environmental contingencies to while describing the general leadership styles and organizational structures. In the contingency theory, the underlying assumption is that no single types of an organizational structure can be aimilarly applicable to every organization. Instead, the effectiveness of an organization relies on a match between its environmental volatility, organizational size, technology, the information system, and elements of a given organizational framework (Abba, Yahaya, Suleiman, 2018). Therefore, the contingency theory has its primary focus on the external components that determine the behavior and structure of an organization.

Q2.

A. The four developmental components of an authentic leader

The 4 developmental components of authentic leaders may be seen to include; an internalized moral standpoint, self-awareness, balanced processing, and relational transparency. Self-awareness involves knowledge of the innate one-self to gain capacity to understand and lead others. Relational transparency involves an open relationship with others, balanced processing on the other hand is the ability to control emotions and involve in rational thinking and internalized moral perspective is possession a strict code of good leadership virtues in leadership practices.

B. How understanding individual behavior helps authentic leaders overcome challenges in organizations

Understanding individual behavior allows a leader to be able to notice any deviations from the normal behavior. A deviation from the normal behavior of the individual may indicate a problem or struggle within the individual. When a leader is able to notice these patterns of behavioral change within an individual, they can address the problem early which saves the organization from a lag in the workflow and entire production rate and level. A leader is better positioned to address challenges such as reduced motivation, poor performance, reduced commitment, and issues relating to dissatisfaction. Authentic leaders are also expected to perform the mediating role between them and the employees. Mediation role is essential for promoting commitment within the employee leading to increased individual performance, (Ribeiro, 2018). Authenticity in a leader, which is expected to tackle mediation perfectly, is dependent on the level to which the leader knows and understands the individual employees’ behavior for effective advising and motivating process. For example, an employee who has reduced their performance and has recently received poor rating from a customer is indicative of an internal issue that the leader must identify and address.

Q3.

A. What it means to be socially responsible in today’s global environment

The act of being socially responsible in today’s global environment describes the role that is assigned to everyone involved in business and other activities around the world to apply measures that mitigate environmental degradation for the betterment of future generations. As found by Żelazna et al, (2020), current global environmental situation has reached a point where individual entities, both homesteads and organizations, are heavily contributing to the degradation of different ecosystems through pollution, waste disposal, and other activities such as excessively using available natural resources. The UN environmental department dictates that socially responsible leaders have a responsibility to protect the environment from pollution and other forms of degradation, involving the control of fumes and gases released into the atmosphere by manufacturing industry, adoption of more safe waste management methods such as recycling to protect the environment and practicing safer agricultural practices among other methods (Zagonari et al, 2018).Social responsibility reminds all individuals both in business and other activities that they responsible in ensuring there is moderation in the general exploitation of the natural resources.

Q4.

A. The decision-making process that would be used to switch selling from branch to online selling

Abubakar (2019) assert that the decision-making process is a significant yet complex process involving several steps and activities that lead to the gradual formulation of issues and solutions, and establishing goals. The decision-making process in this transition will be divided into five distinctive steps meant to cushion the entire process from any miscellaneous flaws that may cost the business financially. According to (Aronsson, 2021), when it comes to processes in a project setting it is beneficial to define the activities and task that generates the process The steps included in the process include;

Step 1; Identification of the problem or challenge- this is the starting point in the decision making process, involving the analyzation of the problem/challenge experienced that calls for the decision making.

Step 2; Carrying out a research on online business structures and their challenges- After identification of the challenge, which is the transition to online platform, research is to be carried on online platforms and the business practices in the sector together with the challenges experienced by the same.

Step 3; Identification of alternatives to the decision- This step involves looking into any other ideas that may replace the main idea.

Step 4; Picking the best decision – All the alternatives are reviewed to obtain the best from the ones available one that supports all the desired characteristics.

Step 5; Communication and implementation- At this stage, the final decision is passed to the rest of the team and implemented.

B. Internal forces for change

Some of the internal forces of change experienced in the scenario include; low work satisfaction within the workforce, conflict, new leadership, changes to the internal structure, and low motivation. The change in the physical nature of activities especially customer handling resulted to low work satisfaction on the customer relation department, created conflict in the reporting style, and also led to a need for restructuring. For example, reduced employee motivation in an organization can be expected especially after the change from physical interaction with customers to online interaction because of the uncertainties created by the change. The changes lead to a less engaging interaction that is deemed to result to low motivation within the workforce.

C. The role of operations management

The operation management takes the role of planning the whole process activities involved in the transition process for example the role of distribution in the online platform. They also assume the role of control and role of allocation during the process. For example, operations management has a role to communicate the change expected and the decision made to the entire team and supervises the whole process to ensure it is done successfully this includes ensuring all the personnel are performing their roles as assigned for time management.

References

Abba, M., Yahaya, L. and Suleiman, N. (2018). Explored and critique of contingency theory for

management accounting research. Journal of Accounting and Financial Management ISSN, 4(5), p.2018.

Abubakar, A. M., Elrehail, H., Alatailat, M. A., & Elçi, A. (2019). Knowledge management,

decision-making style and organizational performance. Journal of Innovation & Knowledge, 4(2), 104–114. https://doi.org/10.1016/j.jik.2017.07.003Aronsson, F., Huusko, A., & Wansulin, V. (2021). Internal and External Forces of

Organizational Change in Project Management : A case study on a collaborative project (Dissertation). Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-53126Johnson, R. A., Kast, F. E., & Rosenzweig, J. E. (1964). Systems Theory and Management.

Management Science, 10(2), 367–384. http://www.jstor.org/stable/2627306Ribeiro, N., Gomes, D., & Kurian, S. (2018). Authentic leadership and performance: The

mediating role of employees’ affective commitment. Social Responsibility Journal, 14(1), 213–225. https://doi.org/10.1108/srj-06-2017-0111Zagonari, F. (2018). Responsibility, inequality, efficiency, and equity in four sustainability

paradigms: Insights for the global environment from a cross-development analytical model. Environment, Development and Sustainability, 21(6), 2733–2772. https://doi.org/10.1007/s10668-018-0159-2Żelazna, A., Bojar, M. and Bojar, E. (2020). Corporate Social Responsibility towards the

Environment in Lublin Region, Poland: A comparative study of 2009 and 2019. Sustainability, 12(11), p.4463.