Evolution and development of management thought

While working at Wema Limited, her division was also responsible for collection and analysis of all company’s data. As the person in-charge of the division, she realised that any decision made at company’s headquarters concerning expansion, opening, closing or retention of a branch, promotion or termination of an employee was always informed by recommendations generated from analysed data. The scientific approach had given the company great competitive advantage over its competitors as all decisions were informed by research that targeted to address a particular problem. This had resulted not only to highly committed and loyal employees but also to customers’ loyalty. To Fabiana Karley, this approach of management changed her view on the core of organisations performance.

Coming from such a background, Fabiana Karley’s approach for work was elimination of all bottlenecks that inhibited productivity, causing delay in completion of projects or loss of clients and standardisation of processes where applicable. Upon taking charge of the office, Fabiana Karley scanned through the company operations and noted that BBCL was not keen on usage of data. Decisions were haphazardly made leading to the company’s poor performance and loss of resources. She discussed with the board of directors of BBCL and suggested establishment of Research and Development (R&D) unit whose core mandate was to generate required information based on experiential study. This proposal was approved by the board. 

The first assignment for the R&D unit was to establish who were the customers of BBCL. The customers purchasing power was to be classified using the Pareto principle of 80:20. R&D unit was expected to ensure improvement in productivity of employees. There was a major concern that employee turnover rate was high and some employees in the organisation were wrongly placed. Information Communication and Technology (ICT) department was required to establish and implement a system where each project, client and employee’s bottom line value could be traced on a continuous basis from a central place. 

This was a shift in paradigm of management at BBCL that revolutionised every fibre of operations for it was systematic, productive, results oriented and timely. R&D unit applied exploratory research method to establish the position at BBCL. Within a period of three months, a report was submitted to Fabiana Karley revealing that BBCL’s operations could be classified as follows: 

Fabiana Karley noted a lot of duplications of duties across the units. Borrowing from experience, she expanded the scope and the terms of reference for the assignment to go deeper and do a feasibility study on approaches that could be established to make the company more productive. She cautioned R&D staff to remain ethical in the whole process and ensure that recommendations are based on data and facts. 

Draft report from the R&D unit indicated the following: 

Having gone through the findings, Fabiana Karley prepared a comprehensive report which she presented to the board for consideration and approval. The report was approved with minimum changes. One year down the line after implementation of the approved report, BBCL has reinvented itself and all stakeholders appreciate Fabiana Karley’s initiatives. In 2023, BBCL was pronounced the best managed company. 

Required 

(a) (i) Explain the term “shift in paradigm” in the context of Baridi Bora Company Limited (BBCL) operations. 

     (ii) Analyse FOUR advantages of the principle used by Fabiana Karley in carrying out the first assignment. 

(b) Assess FIVE applications of Frederick Taylor’s theory of scientific management observed at BBCL. 

(c) Discuss FIVE benefits enjoyed by BBCL due to formation of new organisational structure as recommended by the research and development unit findings. 

(d) Fabiana Karley required the research and development team to behave in a certain way. 

     Citing FIVE reasons from the case study, justify this requirement. 

     

As she exits BAM due to end of her term of service, her charisma as a superstar CEO may become a difficult feat for the incoming CEO, Musa Mapito, to emulate. Fatuma Apio is well known in the manufacturing industry due to her signature look. She dresses in Ankara coats, which are quite uncommon in this part of the world. Fatuma rose through the ranks having joined BAM as the head of policy, research and advocacy in the year 2005. She took over the leadership mantle of BAM in the year 2012 after the Board of BAM pushed out its then CEO, Bakari Mapelu due to lackluster performance. BAM had always been a high performing organisation and the Board felt that Bakari Mapelu lacked the right skill set, decision style and values to steer BAM forward. In Fatuma Apio, the Board saw a leader with the “right package” of skills, values and abilities and a person who could build a strong leadership team in the organisation. To them, Fatuma Apio was an idealist who had an unquenchable thirst for learning and growing. They knew that she would influence the other leaders and employees of BAM to follow suit. This would then result in a healthy organisational culture necessary for the success of BAM. Fatuma Apio believed in and implemented Elton Mayo’s Human Relations Movement Theory at BAM. Without a doubt, Fatuma was a transformational leader.

Fatuma Apio’s farewell party was quite emotional since members of staff felt like one big united family, and her separation with BAM was unimaginable. Fatuma had a knack for recruiting the right staff and developing them to their highest potential. She had what it took when it came to staffing. No wonder BAM became so successful during her tenure to the envy of many organisations. She ensured that BAM had a progressive staffing policy. The policy encouraged employees to have a work life balance. In her final speech, she narrated her experience as a newly appointed CEO where most of her time was spent at the workplace. “I used to work late into the night and during weekends at the expense of my young family. This can be challenging to many of us and requires a lot of discipline and a solid support system. Luckily, I had great support from my husband. I highly discourage such a work ethic. You should always create time for your families. I know of situations where, such a work ethic has led to conflicts at the family level and the repercussions experienced at the workplace,” she told the employees.

As one of the few women CEOs, and just in her 40s, her advice to young women aspiring to be top executives is simply to acquire knowledge and competence, saying it is the best investment one can make. “Knowledge will aid you in making great strides in all the areas you are passionate about. Most importantly, self-discipline and responsibility shall steer you to the right path,” she says. What she likes most about the industry now is that more women are taking up leadership positions than ever before. “Unfortunately, the game is already rigged, particularly on what is expected of women in leadership and their ability to hold such positions,” she added. 

Fatuma encouraged women employees of BAM not to be bound by defined spaces. They should shine in their talent and skills to make a difference. “This concept continues to be demonstrated everyday as more women take up C-suite roles, more so in traditionally, male-dominated sectors, such as manufacturing,” she said. Fatuma added that, “BAM started the Women in Manufacturing Programme to provide a space for women to venture into the manufacturing space. We aspire to see more women participate in the sector in senior leadership roles, as owners and founders, and for young girls to see themselves as future industrialists”.

According to her, there were times when the issues she wanted to change took too long to materialise, but she remained steadfast. This taught her to be patient and resilient. “I have learnt that challenges fuel you to become more innovative,” she concluded. 

(a) Fatuma Apio believed in and implemented Elton Mayo’s, Human Relations Movement theory at BAM. 

    

     With reference to the above statement, describe FIVE actions that Fatuma Apio may have taken, to implement the theory in her organisation. 

(b) Bernard M. Bass developed the transformational leadership theory in 1985 as a way to describe the psychological mechanisms that are used by leaders. 

     With reference to the above statement: 

     (i) Explain SIX personal traits that Fatuma Apio possesses that enable her to be regarded as a successful transformational leader. 

    (ii) Examine FOUR elements that make up a transformational leader, which came to be known as the 4 Is. 

(c) Enumerate SIX principles that BAM might have taken into consideration while developing a staffing policy. 

(d) Fatuma Apio encouraged BAM employees to always create time for their families to avoid conflicts. Conflicts in organisations also occur between line and staff management. 

    With reference to the above statements, assess FIVE possible sources of conflict between line and staff management of BAM.    

In a week’s time after the conclusion of the general elections, Baridi Joto, popularly known as BD will be declared as governor elect of XYZ County by the electoral body since he was unopposed. He is the only gubernatorial candidate unopposed in the country.

Through a preliminary study report on current management practices at EFD, JL is amazed by the primary advantage of a traditional organisation structure in 21st Century. It keeps decision-making authority in the hands of a few people within the business and in doing so, it eliminates confusion among employees about who is in charge and provides a clear message about what workers are expected to accomplish in the performance of their duties. Other key findings of the study are as follows: 

 A decision is made during the meeting that instead of trying to promote ideas and innovations through traditional structures, EFD should align its structure in such a way that ideas and innovations can prosper. A committee of five members drawn from the three levels management is formed to study the shift from the traditional management approach to the new management competencies that are essential in today’s environment. 

As a member of the strategy committee you are required to provide data by answering the following questions that relate to your terms of reference and in the context of the above case: 

(a) Through secondary research, identify and explain five management competencies that are becoming crucial in today’s face-paced and rapidly changing world. 

(b) Compare and contrast Max Weber’s bureaucratic theory and systems thinking in the context of management of an organisation. 

(c) Illustrate the process of how managers use resources to attain organisational goals through the functions of planning, organising, leading and controlling and briefly explain each function. 

(d) Advise the CEO of EFD on sources of leader power and the tactics that leaders use to influence others especially in time of organisational change.

(ii) Explain six applications of the scientific management approach in the manufacturing sector today.