MN6098 The Practice of Management Assignment Sample

MN6098 The Practice of Management Assignment

Analysis of Good-Ark

Good Ark experiences the following challenges as it continues to operate in the future. First, its extreme focus on a humanistic management approach may become a problem when the company becomes larger. The problem is to maintain a family-orientated organizational culture and high levels of focus to put into practice extensive training for the employees when the headquarters teams get extremely large and geographically dispersed. Furthermore, emphasis on the values of Sage, or company culture, might not be appreciated by everyone, ideologically, especially when the company tries to grow internationally and employ people of different ethnicities. Another threat that confronts the industry is the speed of technological change within the semiconductor environment. The concern here, for Good-Ark, is that to deliver innovation to remain a competitive player, efforts will be shifted away from its human capital focus. Additionally, the intensification of sustainability focus by the regulators and customers necessitates an additional investment in green activities that may exert pressure on resource management among the businesses if not well harnessed financially (Nianbo and Ward Howell International, 2021). While the organization known as Good-Ark has made all these practices, the Feasibility and Sustainability of these practices are not conclusive. It is important to note that the focus on the care of the employees’ health and the enhancement of their knowledge and character also has a strong connection with the United Nations Sustainable Development Goals (SDGs): It can be linked to the Targets of Goal 3 (Good Health and Wellbeing) and Goal 8 (Decent Work and Economic Growth). However, many of its programs could prove expensive to maintain due to the high demand that such resource-intensive programs call for especially if they do not record repeated profits. Besides, an organizational culture that embraces traditional values and education may require adaptation due to the increasing demands of the young generations of employees and global actors. Business’s humanistic perspective although helpful now may be at a disadvantage when change in geopolitics or when competitors appear on the scene. To improve the practices at Good-Ark some changes are as outlined below. First, for those companies that are trying to run multiple programs for their employees, introducing digital solutions for education and engagement can increase its effectiveness and decrease its costs. Such technology means could help offer just-in-time learning as well as address learning preferences and differences. Second, considered from the perspective of systematic construction, the importance of increasing the level of R&D investment should be enhanced to improve innovation in the semiconductor industry (London Metropolitan Universit, no date).

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Third, the company could broaden its environmental program apply sustainable energy in manufacturing, and transition to a circular economy to achieve sustainable development goal number 12 (Responsible Consumption and Production). Finally, the organization’s cultural perspective will be expanded to encompass diversity and inclusion in the process of attracting talented employees and creating a more competitive and creative economy. In conclusion, it can be pointed out that Good-Ark has built its successful practices based on its uniqueness, but it also has to make strategic changes as its key to sustainability and relevance on the international level. When coupled with innovation and strategic cost-cutting, the values upon which the company bases its decisions help it to navigate a challenging market.

Connecting with other practices

Good Ark experiences the following challenges as it continues to operate in the future. First, its extreme focus on a humanistic management approach may become a problem when the company becomes larger. The problem is to maintain a family-orientated organizational culture and high levels of focus to put into practice extensive training for the employees when the headquarters teams get extremely large and geographically dispersed. Furthermore, emphasis on the values of Sage, or company culture, might not be appreciated by everyone, ideologically, especially when the company tries to grow internationally and employ people of different ethnicities. Another threat that confronts the industry is the speed of technological change within the semiconductor environment. The concern here, for Good-Ark, is that to deliver innovation to remain a competitive player, efforts will be shifted away from its human capital focus. Additionally, the intensification of sustainability focus by the regulators and customers necessitates an additional investment in green activities that may exert pressure on resource management among the businesses if not well harnessed financially. While the organization known as Good-Ark has made all these practices, the Feasibility and Sustainability of these practices are not conclusive (Savage and Bernard, 2024). It is important to note that the focus on the care of the employees’ health and the enhancement of their knowledge and character also has a strong connection with the United Nations Sustainable Development Goals (SDGs): It can be linked to the Targets of Goal 3 (Good Health and Wellbeing) and Goal 8 (Decent Work and Economic Growth). However, many of its programs could prove expensive to maintain due to the high demand that such resource-intensive programs call for especially if they do not record repeated profits. Besides, an organizational culture that embraces traditional values and education may require adaptation due to the increasing demands of the young generations of employees and global actors. Business’s humanistic perspective although helpful now may be at a disadvantage when change in geopolitics or when competitors appear on the scene. To improve the practices at Good-Ark some changes are as outlined below. First, for those companies that are trying to run multiple programs for their employees, introducing digital solutions for education and engagement can increase its effectiveness and decrease its costs. Such technology means could help offer just-in-time learning as well as address learning preferences and differences (World Bank Group and the 2030 Agenda, no date). Second, considered from the perspective of systematic construction, the importance of increasing the level of R&D investment should be enhanced to improve innovation in the semiconductor industry. Third, the company could broaden its environmental program apply sustainable energy in manufacturing, and transition to a circular economy to achieve sustainable development goal number 12 (Responsible Consumption and Production). Finally, the organization’s cultural perspective will be expanded to encompass diversity and inclusion in the process of attracting talented employees and creating a more competitive and creative economy. Conclusively, the eight modules of Good-Ark have been integrated into its internal and external practices. The company applies many sage or traditional business practices to people management, operation, and stakeholder management, thereby developing a closed loop that fosters sustainability, people’s loyalty, and community welfare thus illustrating the timeless usefulness of traditional business principles (Department of Economic and Social Affairs, no date).

Take-Home Messages from the Good-Ark Case

The analysis of the Good-Ark case reveals the following important insights on leadership, organizational culture, and sustainability. First, it brings into focus, business standards with Values and Social Responsibility. From the case of Good-Ark, it is clear that introducing a humanistic approach in the company’s operations fosters high levels of employee satisfaction, commitment, and organizational performance. These considering of education and personality development prove that people matter equally as technology or structures matter. Besides, the company demonstrates how ‘classic’ principles of Oriental cultural practices – the Sage principles – can be adapted to contemporary business environments and contribute to its distinct corporate personality which appeals to its employees and shareholders. The case also reveals this important principle of sustainability and corporate social responsibility in the design of strong businesses (UN Global Compact, 2024). From this paper, readers can see how Good-Ark demonstrates the possibilities of earning profits as a business firm while preserving the environment and giving back to society. Besides, this approach improves brand image but is also consistent with the UN Sustainable Development Goals. From a personal and a professional perspective, the Good-Ark shows how values and practices could inform leadership and decisional processes. In the professionals, it would focus on fostering conditions in the work places that promote respect, encouragement, and development of the human resources in their totality. It could include promoting learning organization culture and checking to see that sustainability and ethics are embedded in management decisions. In one sentence, echoes the Good-Ark case that business driven by values promotes the development of a successful organization that in turn improves its people, stakeholders, and society at large.

In three words: Ethical Sustainable Leadership (UN Global Compact, no date).

Finally, the case also illustrates that the balance between economic success and achieving a higher goal of the business seems to be the overall idea of the management of such organizations.

Conclusion

Sustainability has to be an integral part of the overall management of firms all over the globe to achieve the UN SDGs 2030. For example, indeed Unilever Sustainable Living Plan focuses on environmental dimensions such as decreasing carbon footprint and improving livelihood in line with UN SDG number twelve (Responsible Consumption). Patagonia supports SDG 13 (Climate Action) by using renewable energy and sustainable production materials. Companies should also think about people, and from the Salesforce example, SDG 3 (Good Health) represents an example of mental health services. Also, one must continue promoting diversity and More Examples of companies’ contributions to the SDGs; for example, Accenture is bound to SDG 5 Gender Equality.

References

• How your company can advance each of the SDGs | UN Global Compact (no date). https://unglobalcompact.org/sdgs/17-global-goals?utm_source=chatgpt.com.
• London Metropolitan University, Guildhall School of Business and Law and Dwyer, B. (no date) Advice regarding group-work and pair-work.
• Nianbo, W. and Ward Howell International (2021) Good-Ark Electronics: A Case study in Employee Well-being and Company Culture. http://humanisticmanagement.network/wp-content/uploads/2019/07/Good-Ark-Electronics-002.pdf.
• Savage, S. and Bernard, S. (2024) The new corporate green goal: being ‘nature positive,’ Financial Times, 21 October. https://www.ft.com/content/4d12f8d1-c0df-4ab6-b374-741e9517448b?utm_source=chatgpt.com.
• Three ways we need to change to meet the SDGs by 2030 | UN Global Compact (2024). https://unglobalcompact.org/take-action/20th-anniversary-campaign/three-ways-we-need-to-change-to-meet-the-sdgs-by-2020?utm_source=chatgpt.com.
• Transforming our world: the 2030 Agenda for Sustainable Development | Department of Economic and Social Affairs (no date). https://sdgs.un.org/2030agenda?utm_source=chatgpt.com.
• World Bank Group and the 2030 Agenda (no date). https://www.worldbank.org/en/programs/sdgs-2030-agenda?utm_source=chatgpt.com.