Developing Continuous Learning Opportunities in the Key Areas of Business Administration
As the
global corporate environment is ever changing, so is the need to adapt through
continuous learning opportunities. The education that I have been afforded thus
far has been invaluable to understanding key areas of business administration. I
have studied great leaders and the various behaviors of followers. I have
learned about risk management, change management, financial management, and
project management. I know more about corporate greed and corruption and scandal and fraud, than I ever wanted to know. Yet, learning is not enough.
Simply knowing motivational factors that would drive production is not enough.
Only understanding how a change in capital structure might benefit the
financial stability of a corporation is not enough. Simply learning and not
doing is not enough! The MBA program at Southwestern College builds leaders
that have the wisdom to act with the knowledge that we’ve gained. We have been
given the tools to lead the progression of business and not simply evolve with
it. The following artifacts demonstrate my ability to employ real-world application
of key areas of business administration that will foster continuous learning
opportunities.
Reflection
My first
artifact, Organizational Vision and
Change Management, is a wonderful reflection of the change management
processes I had led before I entered the MBA program. The artifact is an
interview with the President of M3B, Mr. Albert Alvarez, where he recounts the
intense changes that came with an unexpected contract award. This start-up
company was responsible for hiring twenty people in less than a week. With
little support or processes in place, I was hired to lead the task. This
artifact addresses the patterns, benefits, and challenges of change management
that I experienced but had not yet understood. It summarizes the unknown
deficiencies and lack of clear vision that, had I had the education, I would
have been prepared to handle. And it thoroughly addresses the methods of
communication of change management that I now wish I had the tools to use. Today,
the company has an HR partner to manage the legal documentation and benefit
administration. The partnership allows management to focus on the employees and
job performance. Ultimately, this artifact gave me a guideline to apply to future
contract awards. It is clear that developing a process that offers a proactive
approach to change management will prevent many of the challenges we
experienced and enable me to better execute this key area of business
administration.
1._organizational_vision_and_change_mgmt.docx | |
File Size: | 25 kb |
File Type: | docx |
My
second artifact, Resource Management,
demonstrates my ability to identify optimal resource utilization for future
use. Balancing
expertise with materials and equipment and do so efficiently is a laborious
task that many companies struggle to comprehend. A recent study reported that
only five percent of organizations have reached a level of maturity with
efficiency processes that allow them to run practical resource scenarios, adapt
to change easily, and properly allocate resources where they are most effective
(Manas, 2013). Thus, this outline provides vital steps
necessary for properly allocating resources within organizations to maximize
efficiency. This key area of business administration will become particularly
important as my organization grows and we broaden our industry competences. My
skills in resource management such as creating a resource map, investing in
software applications, and identifying stopping gaps will allow our employees
to streamline operations, conserve vital resources, and prevent incompetency. In
the near future, I will be able to refer to the recommendations from experts in
this artifact and manage the conservation of resources.
2._resource_management.docx | |
File Size: | 25 kb |
File Type: | docx |
My third
artifact, Strategy, focuses on
primary and supplemental strategies of Government contracting companies in the
service industry. One of the most vital aspects to this strategy is business
development and finding applicable contracts which aligns with our corporate
vision. Also key to our supplemental strategy is developing partnerships with
other companies who have strategic advantages to offer. As my position is
expanding into more of a business-development role, this knowledge will provide
me an educated guide for more profitable contracts. Additionally, it will allow
me to focus on building lasting and trusting relationships with qualified and
experienced business partners. Ultimately, the knowledge gained from this
artifact serves as a beneficial tool for continuous learning opportunities in
my privately-run organization.
3._strategy.docx | |
File Size: | 33 kb |
File Type: | docx |
My
fourth artifact, Kicks’ Winning Strategy,
discusses the strategic approach for a publically-traded company in the Business
Strategy Game. Here, my business partner and I spent five weeks competing as a
simulated global shoe manufacturer amongst our other classmates. During the
game we were able to use real-world application of all of the knowledge gained
from the MBA program. We were able to contribute to “green” operations, provide
charitable giving, and offer recycled packaging in
corporate-social-responsibility initiatives. My partner and I identified a
stable balance between employee training and production. We ensured inventory
levels were accurate and appropriate while choosing to build additional
factories to increase capacity. We incentivized our employees to reduce reject
rates and incentivized our shareholders with dividends. We accurately predicted
changes in our competition and reacted accordingly. Overall, we chose a
strategic approach in the beginning, used our resources well, and evolved with
our environment. This was a fantastic learning tool for real-world application
both during the game and for the future. And, while I do not currently work for
a publically-traded global corporation, the main competences still apply: put
assets toward revenue-generating activities. Ultimately, each course of this
program and each paper we have written represent a piece to the puzzle. This
artifact is the completed puzzle that I can use in business administration for
years to come.
4._kicks_winning_strategy.docx | |
File Size: | 40 kb |
File Type: | docx |
My fifth,
sixth, and seventh artifacts are each a display of the most important and most
applicable key concept of business: leadership. There is an overarching need
for stronger leaders amongst our organizations. Even more imperative is the
demand for leadership in our management of which skills they desperately lack.
Yet, we associate management (and often leadership) with power, coercion, and
control. Identifying key characteristics
of successful leaders such as active listening, identifying motivators, and
attention to organizational detail are each a far cry from the “power” bestowed
to a manager. Additionally, I have gained the ability to adapt my leadership
style to the situation and to the individuals with who I am engaging. This
skill has allowed me to better deconflict situational issues, adjust my level
of directive approach, effectively communicate, and employ effective solutions.
Overall, these artifacts represent an invaluable resource to my future learning
opportunities as I gain more responsibility and leadership roles within my
organization.
5._mcgregors_theory_x-y.docx | |
File Size: | 183 kb |
File Type: | docx |
6._the_influence_of_power.docx | |
File Size: | 21 kb |
File Type: | docx |
7._transformational_leadership_and_ethics.docx | |
File Size: | 23 kb |
File Type: | docx |
Conclusion
The
knowledge and skills I have received at Southwestern College has been a
blessing. For the first time, I chose to return for a higher education on a
basis of want rather than a necessity
or a job requirement. Now, as I depart the MBA program, it is time to apply
this knowledge to real-world experiences. Thus, I will use these artifacts, in
addition to others, in my professional and personal relationships. I will take
these skills and build programs to successfully manage change, resources, and
execute strategic direction. And finally, I will use these experiences to
effectively lead my peers, my subordinates, and my department to organizational
success. I have learned; now I must do.
Future Learning Goals
As my
organization is in a transitional period, I plan to use the knowledge gained
from these artifacts to improve our ability to win contracts, improve contract
performance, and manage our resources. My first artifact will help in our
anticipated contract awards. I have used the skills developed from this program
to build a plan for a seamless transition. From the experience described in the
first artifact, I have learned to better prepare for the change, reduce panic
amongst employees, and communicate both the need and vision for the change.
My second artifact has armed me skills to identify, maintain, control, and conserve resources within our organization. I hope to use this knowledge to restructure our contracts and reduce resource consumption. These efforts will not only benefit my organization but also save tax-payer money.
I plan to use third and fourth artifacts to help gain an competitive edge with a successful strategy. Entering new markets and industries, as my company is trying to do, is a laborious task. I will depend on the skills and knowledge gained from this program to help execute appropriate strategies and build relationships with partners.
Finally, the remainder of the artifacts will not only help me to be a more effective leader but also a stronger person. Leaders live with conviction, integrity, and empathy. They establish core values and moral principles, yet lack a need to preach. Leaders are chosen, not titled, for their competency, capability, and qualities. As more leadership opportunities are afforded to me, I will use these artifacts to guide my way.
My second artifact has armed me skills to identify, maintain, control, and conserve resources within our organization. I hope to use this knowledge to restructure our contracts and reduce resource consumption. These efforts will not only benefit my organization but also save tax-payer money.
I plan to use third and fourth artifacts to help gain an competitive edge with a successful strategy. Entering new markets and industries, as my company is trying to do, is a laborious task. I will depend on the skills and knowledge gained from this program to help execute appropriate strategies and build relationships with partners.
Finally, the remainder of the artifacts will not only help me to be a more effective leader but also a stronger person. Leaders live with conviction, integrity, and empathy. They establish core values and moral principles, yet lack a need to preach. Leaders are chosen, not titled, for their competency, capability, and qualities. As more leadership opportunities are afforded to me, I will use these artifacts to guide my way.
References
Manas, J.
(2013). People, priorities, and productivity. Projects at Work. Retrieved from http://www.projectsatwork.com/content/articles/278455.cfm?authenticated=1