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3,
2019 to: joyrpolloso@gmail.com
1.  Given all the different turbulent forces affecting your company today, other than the general
forces e.g. demographics, economic, environment, socio-legal/poli6cal, consider the insight of
the Industry 4.0 and Internet of Things,
A. what is your understanding of your company’s management approach and style?
a. Country Club Management -Thoughtful attention to the needs of people for
satisfying relationships leads to a comfortable, friendly organization atmosphere
and work tempo
b. Team Management - Work accomplishment is from committed people;
interdependence through a common stake in organization purpose leads to
relationships of trust and respect.
c. Middle-of-the-Road Management - Adequate organization performance is
possible through balancing the necessity to get out work with maintaining
morale of people at a satisfactory level
d. Impoverished Management - Exertion of minimum effort to get required work
done is appropriate to sustain organization membership
e. Authority-Compliance - Efficiency in operations results from arranging
conditions of work in such a way that human elements interfere to a minimum
degree
B. Discussthe integration and use of management perspectives and technology as part of
the Management tools.
a. Management Tools
i. CRM
ii. Strategic planning
iii. Benchmarking
iv. Mission and vision statement
v. Core competencies
vi. Change management programs
vii. Supply chain management
viii. Employee engagement surveys
ix. Balanced scorecard
x. Outsourcing
b. Management Perspective
i. The classical management perspective

Historical perspectives on management are discussed under the three

areas of classical, behavioral and quantitative perspectives.

The classical management perspective was the first well-developed

framework for understanding management and consists of the two distinct
branches of scientific management and administrative management.
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ii. Scientific Management  

Scientific management was aimed at improving the productivity of

individual workers. Scientific management was pioneered by Frederick
Taylor who analyzed the time taken for each task and introduced
payment based on the level of productivity of each worker. Using his
scientific methods of measurement and management, many American
companies made huge efficiency gains by adopting and optimizing mass
production techniques. While his approach was later criticized because it
led to boring, repetitive jobs and tended to ignore the individual, it was a
cornerstone of the new discipline of management. Later practitioners
spread the scientific management doctrine and built on Taylor’s work.

iii. Administrative Management  

Administrative management is the other branch of classical management

thinking. Unlike scientific management that concentrates on the jobs
performed by individuals, administrative management focuses on
managing the whole organization. Henri Fayol, a French industrialist,
became the best known of the administrative management school. Fayol
was the first to identify the managerial functions of planning, leading,
organizing and controlling that are still regarded as the fundamental
activities of management. The framework of classical management was
the basis of later theory and many of its elements hold today. However,
organizations and the market were relatively simple ands table compared
to modern organizations and markets. The classical approach therefore
provides a good basis for many elements of management but does not
sufficiently address aloof the issues relevant to the organization of the
21st century.

A. Humanistic - A management perspective that emerged around the late

nineteenth century emphasized understanding human behavior needs and
attitudes in the workplace.
B. Abstract
The notion of dignity as that which has intrinsic value has arguably been
neglected in economics and management despite its societal importance
and eminent relevance in other social sciences. While management
theory gained parsimony, this paper argues that the inclusion of dignity in
the theoretical precepts of management theory will: (a) improve
management theory in general, (b) align it more directly with the public
interest, and (c) strengthen its connection to social welfare creation. The
paper outlines the notion of dignity, discusses its historical
understanding, and explains its relevance in the context of management
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theory. Furthermore, it proposes a framework of paradigmatic
assumptions along two dimensions: (a) understanding human dignity as
unconditional or conditional and (b) understanding social welfare as
wealth creation or well-being creation. I propose alternative
management theory archetypes and discuss these archetypes’ theoretical
implications for management research. I also suggest how management
theory can be shifted to contribute toward social welfare creation more
directly.

C.
2. Share your observations in how your company integrates culture, what is the type of culture
that you see manifests in your organization and how does your culture integrate into your
business strategy?
Being with company since the start of 2010, my observation is that from the four type of
culture mention in the books which is adaptability, achievement, involvement and consistency;
that gravitates more to the adaptability culture. Proof of this is; the company supports and
encourages teams/departments to pursue endeavours that is seen as supportive the company’s
values which is customer comes first. A specific example is when the Application Development
Group designed, developed (collaborated with a partner) and deployed the automated
underwriting system, the system that enabled the processing of policy to be done in under an
hour. The company often relies on these kinds of initiative to drive the level of customer
experience to a higher degree, initiative that has been driven by the company’s culture to
employee to contribute and share ideas that may lead to possible innovation. It may
interpreted that such integration entails risk, but then again any undertaking that promise
significant gains always entails risk, I guess in a way the company silently believes that “who
dares win”.

The adaptability culture emerges in an environment that requires fast response and highrisk
decision making. Managers encourage values that support the company’s ability to
rapidly detect, interpret, and translate signals from the environment into new behaviors.
Employees have the autonomy to make decisions and act freely to meet new needs, and
responsiveness to customers is highly valued. Managers also actively create change by
encouraging and rewarding creativity, experimentation, and risk taking.

The achievement culture is suited to organizations concerned with serving specific

customers in the external environment, but without the intense need for flexibility and
rapid change. This results-oriented culture values competitiveness, aggressiveness, personal
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initiative, cost cutting, and willingness to work long and hard to achieve results.
An emphasis on winning and achieving specific ambitious goals is the glue that holds the
organization together

The involvement culture emphasizes an internal focus on the participation of

employees to adapt rapidly to changing needs from the environment. This culture
places a high value on meeting the needs of employees, and the organization may be
characterized by a caring, familylike atmosphere. Managers emphasize values such
as cooperation, consideration of both employees and customers, and avoiding status
differences.

The final category of culture, the consistency culture, uses an internal focus and a consistency
orientation for a stable environment. Following the rules and being thrifty are
valued, and the culture supports and rewards a methodical, rational, and orderly way of
doing things. In today’s fast-changing world, few companies operate in a stable environment,
and most managers are shifting toward cultures that are more flexible and in tune
with changes in the environment.

A little intro/Background
State the appropriate culture
State the current strategy
Make the connections