Overview
Part 1(a) This is a discussion response should be between 100-300 words.
The writing centers on understanding the actual organizational decision making process rather than merely predicting outcomes (Cyert & March, 1963). This approach was specifically developed to explain how a behavioral perspective differs from the predictions and framework of traditional economic theory (Cyert & March, 1963). The theory proposed that organizational analysis can be structured around two fundamental organizing devices, a set of exhaustive variable categories and a set of relational concepts (Cyert & March, 1963). The exhaustive categories are used to analyze the variables that influence organizational goals, expectations, and choices (Cyert & March, 1963). The core of the theory lies in its four major relational concepts, quasi-resolution of conflict, which suggests that organizations maintain considerable hidden conflict without reducing all goals to a single consistent dimension; uncertainty avoidance, which describes how organizations circumvent the necessity of anticipating uncertain long-run events by highlighting short-run feedback and negotiating their environment; and problemistic search, a problem directed search for solutions that is energized by the organization's failure to achieve a specific goal (Cyert & March, 1963). These elements provide a framework for studying organizational decisions as adaptive, problem-solving responses to an uncertain environment.
The results of the theory concluded that theories can be susceptible to representation and solutions in other forms; however, the main design of the process could be depicted in flowcharts (Cyert & March, 1963). The theory has a unique ability to inform and direct organizational business decisions. The results of Cyert and March’s theory identified a different framework to deal with modern representative firms, which were the organizations that were operating in an unpredictable market, thus making classical economic theories insufficient (Cyert & March, 1963). Ultimately, the theory provides a more realistic and practical model for understanding how firms operating in complex, dynamic markets make choices.
Reference
Cyert, R., & March, J. (1963). A summary of basic concepts in the behavioral theory of the firm (pp.
237–264).
Part 1(b) This is a discussion response should be between 100-300 words.
The world is an ever-evolving universe. Business is in a constant state of change. Economic and social forces drive the need for change in the business world (Kotter, 1996). Technological change has brought about faster and better methods of communication, i.e., the internet, and faster methods of travel, i.e., airplanes, compared to boats and trains (Kotter, 1996). The internet connects people globally, not just locally, increasing the speed at which information is sent and received. Currencies had floating interest rates and exchange rates. This change in rates affected the amounts of profit companies made from transactions with foreign business entities (Kotter, 1996).
Markets were maturing with slower domestic growth, more aggressive exporters, and more deregulation. When communist regimes fell in several countries, more countries became linked to capitalist systems, which encouraged the privatization of business enterprises (Kotter, 1996).
Globalization of markets led to greater competition among firms. Competition is good for the economy because consumers get good products at competitive prices. Markets tended to become larger, and there were fewer barriers to entry (Kotter, 1996). Change came to the firms in the form of quality control programs, restructuring, and cultural change. Firm sizes grew due to mergers and acquisitions. Companies merged to increase resources, leading to a decrease in the number of firms, creating fierce competition between firms (Kotter, 1996)
References:
Kotter, J. P. (with Internet Archive). (1996). Leading change. Boston, Mass. : Harvard Business School Press. http://archive.org/details/leadingchange00kott
Part 2 (a) Instructions is 2 pages of each topic. It is only best practices 2 and 3. I have it highlighted Below. Pretty easy and self explanatory. Keep in mind it should be in text scholarly articles.
THEORY SELECTION
Mary Parker Follett's Human Relations Theories (Social Person Era)
- "Power With" vs. "Power Over"
- Integration vs. Domination
- Constructive Conflict
- Participatory Management
- People as Most Valuable Asset
B. CONTEMPORARY BUSINESS ISSUE
Employee Burnout and Retention Crisis at Amazon
- 150% annual turnover in fulfillment centers
- 8-month average worker tenure
- Algorithmic surveillance and productivity quotas
- High injury rates and worker burnout
- Union organizing and public scrutiny
- $8+ billion annual cost from turnover
C. SOCIAL RESPONSIBILITY ASPECT
Organizational Ethical Obligation to Employee Wellbeing
- Duty of care to 1.5 million workers
- Stakeholder responsibility (not just shareholders)
- Human dignity and democratic workplace principles
- Community impact as major employer
- Industry leadership opportunity
D. RESEARCH INTEGRATION
Connect Theory + Issue + Social Responsibility
Key Research Questions:
- How does "power over" management cause burnout at Amazon?
- Can "power with" leadership reduce turnover?
- Does integration resolve work-life conflicts better than domination?
- What are Amazon's ethical obligations to workers?
- How do participatory practices improve both wellbeing AND business results?
Literature to Find:
- Follett's theories and contemporary applications
- Amazon working conditions and turnover research
- Burnout and retention studies
- CSR/ESG and employee wellbeing
- Participatory management effectiveness
E. BEST PRACTICES FOR AMAZON
Three Evidence-Based Recommendations:
Best Practice #1: Transform to "Power With" Leadership
- Replace algorithmic control with worker participation
- Collaborative rate-setting and decision-making
- Voice structures (worker councils)
Best Practice #2: Apply Integration to Work-Life Conflicts
- Creative solutions for scheduling and workload
- Integrate productivity needs with worker wellbeing
- Flexible arrangements designed WITH employees
Best Practice #3: Foster Constructive Conflict and Participation
- Welcome worker voice and disagreement
- Innovation from diverse perspectives
- Psychological safety and participatory management
CSR Outcome: Amazon becomes industry leader in human-centered employment, proving efficiency and humanity coexist