Student 2(1) the furniture manufacturing functions are very d

1. Student 2:
(1) The furniture manufacturing functions are very
disorganized. It is not clear how to best organize these
functions. For example, the varnish and dye experts each use a
different method to complete all of their tasks.
Bring in Fredrick Taylor to scientifically help determine the
“one best way” to organize the furniture manufacturing process.
Digital Taylorism can help break down the processes and make
each step standardized with training, etc. (UMGC, 2021,
Scientific management, para. 6)
(2) The production schedule is a mess. It is not clear which
projects should be completed first in order to ensure products
are being delivered to customers on time.
Introduce Henry Gantt to explain and utilize his Gantt chart
process. The chart would analysis each process and help
monitor product/delivery timelines. This will give an overview
of the process from start to finish; specifically, the terminal
element(s) to the summary (product delivered) element.
(UMGC, 2021, Scientific management, para. 15)
(3) The lumberjacks, both in cutting trees down and shipping
them by truck or boat, differ on the best methods to perform
these tasks.
Recommend Frank and Lillian Gilbreth film the workers
activities; allow the tasks to be broken down into different
elements and determine how long each task takes. Ultimately,
this will help determine the best workflow (prioritization)
between cutting the trees and shipping them. (UMGC, 2021,
Scientific management, para. 11)

2. (4) Tempers are flaring as a result of the disorganization. The
office, clerical, and support workers are rude to each other and
can’t seem to act as a cohesive work unit.
Bring in Mary Follett to explain informal processes within the
Admin section, and how to better the work process through
“expertise” authority. Additionally, have a one-on-one
discussion with Alicia on integration and “group principles”;
ensuring her understand of how managers and workers equally
contribute. Lastly, provide constructive consultation on conflict
resolution within the company, especially the support section.
(UMGC, 2021, Humanistic management, para. 5)
References
University of Maryland Global Campus. (2021). Humanistic
management in BMGT 364.
Document posted in UMGC BMGT 364 6982 online
classroom, archived at
https://learn.umgc.edu
University of Maryland Global Campus. (2021). Scientific
management in BMGT 364.
Document posted in UMGC BMGT 364 6982 online
classroom, archived at
https://learn.umgc.edu
Management Theory Contributors (1,2,5,6)
Rebecca Morey

3. The below consultants are recommended with the corresponding
issues. Each consultant was carefully selected to match their
expertise and management style to the specific issue at hand for
resolving. The outcome will be a proficient, steadfast, and agile
workplace to produce innovative products, provide superior
service, gain profitable growth and ultimately have a
competitive advantage through professional people management
(Kotter, 2013).
1. Manufacturing Functions are Disorganized.
Recommend Frederick W. Taylor to bring organization to the
manufacturing department. Taylor was born at a time when
employees lacked incentives for cohesion and job completion.
Taylor’s management theory will encourage specialized workers
to do their job in a standardize method that will bring cohesion.
Cohesion is needed when experts cannot agree on the varnish
and dye to use. He considers jobs that are simplified and
systematized will increase productivity (Learning, Scientific
Management).
2. Production Schedule is a Mess.
Recommend Henry Gantt to balance the schedule to monitor
timeline of product completion. Gnatt worked with Taylor and
came from the same industrial era. Gantt first identifies key
tasks and then assigns estimated completion time to ensure
prompt delivery. He focuses on the sequences of tasks to
identify bottlenecks. Gnatt believes employees should be
rewarded for delivering early and when the deliver is late their
pay should be docked (Learning, Scientific Management).
Gnatt’s system will ensure products are delivered on time to the
customers.
5. Lack of Formal Rules/Record-Keeping
Processes.Recommend hiring Max Weber to strategically

4. produce structure, rules, and establish authority striving for
consistent record keeping. Weber believed in the management
theory that it is far superior for organizations to be run by
competent and qualified managers versus by one’s social status
or time in job. The key to success is the establishment of
formal rules and regulations. All employees go through an
orientation to become familiar with rules and regulations. This
drives employee’s accountability by managers when employees
fall short in meeting those rules and regulations. The concern
of inconsistent record keeping will be fixed by have set rules on
how the record keeping is to be done and then the employees
will be held accountable to maintain status. Weber maintains
competent managers will result in highest level of proficiency
(Learning, Bureaucratic Management).
6. Basic Needs and Job Satisfaction Overlooked.Recommend
hiring Mary Parker Follett to tackle the employees concerns for
lack of job satisfaction, being overworked, and feeling as
though their basic needs are unmet. Follett has dedicated her
life to a newfound people management style and brought a fresh
wave of theories that state employees will be more willing to
comply and work when there is less competition and more social
interdependence. She encourages employees to socialize
outside of work, far from manage ment, to build cohesion and
develop new processes they can then report solutions to the
managers (Learning, Humanistic Management). Follett
promotes conflict resolution through the understanding that
everyone within the company has their place, they all intertwine
and encourages employees to see through the lenses of the
managers and vice versa. By bringing the employees together
they will find their voice, to unite the company, and encourage
job satisfaction in the workplace.
References
Kotter, J., Dr. (2013, September 18). Accelerate! The Evolution

5. of the 21st Century Organization. Retrieved February 21, 2021,
from
https://learn.umgc.edu/d2l/le/content/547071/viewContent/2037
2160/View
Learning, L. (n.d.). Bureaucratic Management. Retrieved
February 21, 2021, from
https://courses.lumenlearning.com/wmopen-
principlesofmanagement/chapter/reading-bureaucratic-
management/
Learning, L. (n.d.). Humanistic Management. Retrieved
February 21, 2021, from
https://courses.lumenlearning.com/wmopen-
principlesofmanagement/chapter/reading-humanistic-
management/
Learning, L. (n.d.). Scientific Management. Retrieved February
21, 2021, from https://courses.lumenlearning.com/wmopen-
principlesofmanagement/chapter/scientific-management/