This paper is a case study that analyzes the systems thinking and change management in managerial functions at Riordan Manufacturing, a multi-national plastics producing company.
Written in 2008; 1,885 words; 8 sources; APA; $ 60.95
Paper Summary:
This paper discusses that Riordan Manufacturing is planning a move to shift some of its manufacturing to the Canadian market so that it can gain greater cost efficiencies and yet still maintain its relative proximity to its corporate headquarters. The author points out that systems theory management is an appropriate management approach because of the inter-related set of activities, which Riordan must manage within the context of business operations as it integrates the new foreign managerial structures. The paper relates that Riordan has several stakeholder perspectives that it must take into account differently: existing employees, Canadian employees, executive management and the board of directors. The author underscores that utilizing the corporate virtual private network (VPN), which is tunneled through the broader Internet, allows Riordan corporate headquarters to communicate in a real-time,seamless fashion with all its foreign subsidiaries. The paper includes several quotations.
Table of Contents:
Abstract
Overview
Systems Management
Stakeholder Views
Technology and Change
Ethics and Responsibility
From the Paper:
"Managers, in respect to their various roles and activities related to the four managerial functions of planning, leading, controlling and coordinating, must be able to place their duties and responsibilities within each specific category. In this sense, where scientific managers call management a science, operations oriented managers call management and leadership an art where the four functions of planning, coordinating, leading and controlling are all equally balanced: "The art of leadership, however, is more difficult to learn and comes about from keen perception, excellent listening skills and plain old experience.""
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