Developing E- Learning Organizations

Michelle Lilly-Bowens

Course- GM-599

Unit 5# Alternative Solutions

Professor: Dr. Craig McCoy

Date: December 9, 2014

Introduction

Wage Stagnation in America is a growing problem in today’s workforce. My

objective is to bring awareness and changes to organizations and its stakeholders; whose

methods and practices create a wage gap for American citizens. Peeling back the layers

of the various symptoms will expose the root to a bigger problem. This research paper

intends to discuss Americans job outsourcing, unemployment, creative compensation,

and historical recession aftermath, as all attributing factors to a sluggish economy and

how Americans operate with a recession mindset.

It is crucial to first define, what is wage stagnation? It is a prolonged period of

slow economic growth traditionally measured in terms of Gross Domestic Product

(GDP), usually accompanied by high unemployment. Under some definitions, "slow"

means significantly slower than potential growth as estimated by macroeconomists.

Under other definitions, growth less than 2–3% per year is a sign of stagnation

(wikipedia.org)

Statement of Problem

While unfolding the problem on wage stagnation in America’s organizations, it

was discovered that wage stagnation was merely a symptom and not the true problem.

The root problem is that employers operate with a recession mentality in order to squeeze

out more profits and create an environment in which fewer people are doing more. This

evolving problem statement intends to achieve advance understanding for current and

future business leaders; who encourage and practice deteriorating methods, along with

unforeseen external force, resulting in the inevitable, of a slow economic enhancement to

our laborers. With this framework in mind, we now turn to an exploration of various

practices that lead up to why operating from a recession mindset equates to savings. Once

the layers of “employers operating from a recession mentality” began to unfold, an

exploration of how to combat this mindset surfaced, and a decision to develop and

implement various strategies to improve leadership relating to organizational learning

that guides leaders to retain, recruit and engage the right talent to produce long-term

recession proof results.

Symptoms of the Problem

The symptoms of the problem with an organizational recession mentality may

produce negative affects on the economic growth in this country. A large decline in

average annual hours worked (Mishel (2012). Americas growing trend to outsource our

labor to third world countries like India, China and Mexico; where the workers will

except lower paying jobs (Schrager (2014). Another symptom of recession mentality is

due to the belief that many companies have; which is, that it is better to lay off employees

instead of imposing cuts during the down-turn for workforce morale sake. As a caveat,

another symptom emerges with the increased slothfulness of companies not wanting to

give a raise when the economy recovers. Moreover, the backlash symptoms that comes

along with long-term unemployment; which keeps the pay low, including the

disheartened people who’ve given up looking for work, those working in part-time and or

people who had to shift into low-paying jobs as a result of the recession (Schrager (2014).

Also, instead of giving cash compensation, employers, are spending more on health

insurance and retirement benefits which probably offers the organization more tax right

offs and deferred pay outs. Not to mention the worldwide attack on trade unions that has

weakened the ability of workers to protest for better wages in states like Georgia where

its practice, is non-unionized in the “right to work” state (Correa (2007).

Intended Audience & Value

The intended audience of this research paper is directed for the decision making

leaders of America, who have influence and authority on organizational strategies,

decision, and operation. To bring awareness and social change to the business methods

they choose and the ramifications of those decisions. The value of this research is for

stakeholders to counteract the overall economic recession by flooding their mindset with

new options to cut cost and bring a given organization out of a budget deficit. Instead of

doing the obvious quickest solution of cutting and outsourcing jobs, cutting hours and

offering less cash and more benefits.

Most economists will state that the recession is over but there is still room for

improvement, the need to still develop a new mindset for future growth and prosperity for

more people in the workforce. Although economist will state that the recession is over;

there is a difference between economic growths versus economic development in

determining economic improvement. Haller refers to the economic and social activity as

the quantitative side of growth; while the development encompasses a much wider

sphere, including the qualitative changes that occur in the economic and social

environment. Economic growth and development bring forth social progress a step

forward to higher conditions in combating a recession mindset and the people’s way of

life based upon economic progress (Haller, 2012).

Even though the economy is recovering nicely, there remain the problems that

employers continue to operate with a recession mentality in order squeeze out more

profits and create an environment in which fewer people are doing more.

Formal research plan

As a researcher, the significance of advancing the exploration of a recession

mindset is to combat the wage stagnation and begin to utilize other business practices to

retain human assets and pay workers what they are worth. Utilizing the evaluation

methodology, a qualitative approach of interviews and questions in organizations; that

partake in the deteriorating factors above. Secondly, the use scholarly peer-review

articles to help gather data, gain understanding, and propose some solutions to be

initiated that will hopefully be a win-win for the employers and employees of America.

Meta-Analysis Research Approach

In the research conducted on America’s recession mindset, Meta-analysis will be

the tool and approach that will be used to uncover various data to develop empirical

testing ultimately create change. “Meta-analysis is the application of statistical

procedures to collections of various discoveries from individual studies for the purpose of

integrating, synthesizing, and making sense of them”. Meta analysis reviews and

synthesizes different studies in the literature (Holton & Swanson (2005). The purpose of

Meta-analysis in regards to the research process is to summarize and amalgamate

previous training design, individual differences, and organizational environment (Holton

& Swanson (2005). Glass, 1976, p. 3, sums Meta-analysis up as an analyzing the

analysis.

The Value and Benefits of Meta-Analysis

The value and benefits of Meta-analysis begin with its strength and ability to aid

researchers to attain accurate and credible conclusions that other research approaches

cannot provide (Holton & Swanson (2005). Secondly, meta-analysis is quantitative, using

numbers and statistical techniques to emphasize the importance of correcting study biases

such as sampling and measurement errors in meta-analysis (Holton & Swanson (2005).

Meta-analysis also tends to be a powerful tool for exploratory combinations and

interactions of individual interpreter variables. Another advantage of a meta-analytic

research design is its capacity to integrate and fuse current practical studies on a

meticulous topic. Meta-analysis provides a cumulative view in examining a wider range

of relationships, interactions, from individual studies and at the same time can test

complex theories involving variable that aims at getting a complete (Holton & Swanson

(2005). Moreover third advantage of using meta-analysis is its tendency to offer

guidelines for variable selection and research design in future research and that it is based

on a number of proven empirical studies instead of a single piece of research (Holton &

Swanson (2005).

Qualitative Approach

The qualitative research method does achieve the opposite of the quantitative

approach. Whereas quantitative analysis seeks to reduce relationships to mathematical

equations, qualitative analysis seeks to understand human relationships as expressed in

the native medium of exchange of language (Dayton, 2014). Whereas quantitative

analysis may seek correlation or causality among variables, qualitative analysis seeks to

understand perceptions regarding a particular event or experience within a human culture

or to develop a fundamental understanding from which new theory can be developed.

Quantitative approach seeks to gain objective not making every issue black and white.

The good thing about the qualitative approach is that it understands that situations can be

grey and subjective depending on the circumstances and interpretation of the topic

(Dayton, 2014). Economic growth is determined by three major categories of factors:

qualitative efficiency of the utilization of the productive sources, quantitative, referring to

the global volume of each factor when efficiency is maintained consistent, and structural

referring to the proportions in which the factors of production are combined and reflect

both the quantitative and qualitative contributions in the economic growth (Haller,

(2012).

Conclusively the qualitative approach in conjunction with the quantitative

approach offers a complete comprehensive method of analyzing a subject from all sides

both human and statistical.

Review of the Literature

Implementing the review of management literature is valued as a critical part of

research simply because; society needs a point of reference to quantify why things are as

they occur (Adams, (2007). Literature review connects the dots to all the pieces to the

problem. It is the glue that links your proposed work to previous work, it connects your

specific topic to the bigger picture regarding that subject area, and it connects your

specific findings to the findings of others (Adams, (2007). It is an inclusive activity in

the sense that, you become a part of the academic community who can speak and write

with confidence and authority on a specific research problem (Adams, (2007). A brief

review of the management literature narrows the focus on the research and framing the

research questions or hypothesis which interest you (Adams, 2007). Management

literature must be credible sources that are published in referred journals, books, reports,

abstracts, and electronic websites.

Insights on Combating a Recession Mentality

Denton, (2013), states that using other strategies like developing good business

leadership, is crucial at all times, especially during a recession. Not only should a leader

have the ability to cite the stagnant economy when there are low sales figures, lack of

new product innovation, high staff turnover or falling productivity are mentioned; but

good leadership should be able to achieve growth while in a recession (Denton, (2013).

“In recessionary times, ineffective leaders often spend too much time managing people

and resources all the while, neglecting to recruit, retain and engage the right people

within key positions”. Getting the right leaders on board to operate from a growth

mentality versus a recession one will require the skill sets and innate abilities of a

transformational leader.

Critical Analysis

To combat a recession mentality, leaders in a rapidly changing world companies

must focus on becoming a learning organization (Abbasi, & Zamani-Miandashti, (2013).

DeGeus, (1988), states the only sustainable competitive advantage an organization has in

being successful, is an organization that learns better than their competitors. Abbasi, &

Zamani-Miandashti, (2013), discuss how transformational leadership is necessary to

reshape thought patterns specifically when seeking to design, train and to be a good

steward over processes and people. To transform leaders to stop operating from a

recession mentality to a mindset that fosters economic growth will require the leader to

consciously influence individuals or groups to make changes in current situations and

organizational functions as a whole (Bass,1997). Transformational leaders can counteract

the whole organizations recession mentality with their speech, actions, shared vision,

coordinating multifunctional teams, encouraging innovation and risky operations, raising

awareness for the organizations goals and mission, engaging people in systemic thinking

and inspire learning (Abbasi, & Zamani-Miandashti, (2013). In efforts to move research

forward on combating a recession mentality, leaders should explore two different

strategies during a recession. One should always be the traditional strategy to look for

ways to improving efficiency, cost-cutting and headcount. Two would be to recruit, retain

and develop the right talent as a core driving business strategy (Denton, (2013). Most

stakeholders desire to protect their assets is a human reaction; but other successful

companies are exploring opportunities to invest in risk-focused strategies that implement

business practices to increase productivity and profits (Denton, 2013). The exploration of

these two business strategies will expose, bring understanding, and combat the recession

mentality in leaders. It will keep organizations competitive in understanding; what is

making other organizations successful long-term, through the duration of the profitable

seasons and recession ones.

Findings and Conclusion

In this layer of research a logic diagram is used as a problem-solving process that

provides a framework for the research of combating a recession mentality. Here is where

we connect the data, findings, conclusions, to come to a final solution (Vandenbosch,

(2003). The data that’s obtained in the logic diagram should convince yourself, your

client, stakeholders, and other interested people. In this layer of research we will pull out

the “Findings” from the raw data collected previously. The findings, will allow the

researcher to discard irrelevant, cross-check the relevant, and use the result to review and

revise all hypotheses (Vandenbosch, (2003).

Conclusions

The third element of a logic diagram is the formulating of a conclusion. It is a

diagnostic statement, based on the data and findings, which explains problems or

opportunities and is significant enough to warrant action (Vandenbosch, (2003). In

coming up with a conclusion we looked at common themes and patterns from the

Findings. A conclusive theme and pattern that surfaced while dissecting the findings for

ways that America can combat a recession mentality, is “leadership” and

“transformational business strategy”. In researching and analyzing the “findings” of:

1. Developing leadership that will have sustainable growth.

2. Developing ineffective leadership to recruit, retains, and engages talent

3. Transformational Leadership to reshape thought patterns

This concluded that building a learning organization will be the underlying

reason upon developing alternative solutions during the research of the next layer.

Another conclusive theme and pattern the three findings below determined, was that

leaders need to:

1. Spend less time managing people and resources

2. Look for ways to improve efficiency, cost cuttings and managing headcount

3. Counteract with transformational action, by coordinating multifunctional

teams, encouraging innovation and risky operations, raising awareness on

organizations goals and mission, systemic thinking and inspire learning.

The pattern of transformation activities and leadership are both underlying themes

to an alternative solution deriving from the Findings and the Conclusion; which will

propel this research forward.

Logic Diagram 1

Diagram 2

Conclusions

Creating Learning Organizations

Findings

Develop leaders that will produce sustainable growth.

FindingsDeveloping ineffective leadership to recruit, retains, and engages

talent

FindingsTransformational

Leadership to reshape thought patterns

Conclusion

Transformational Business Strategies

Findings

Spend less time managing people and resources

FindingsLook for ways to improve

efficiency, cost cuttings and managing headcount

FindingsCoordinating multifunctional

teams, encouraging innovation and risky operations, raising awareness

on organizations goals, mission, and systemic thinking

Ethical Implications

There is a strong obligation for researchers to be ethical in both method and

conclusions. The ethical practices that shape this research on combating a recession

mentality will begin with how the researcher gathers information from human subjects;

who will be in accordance with accepted ethical principles of research and, because

reports may well have a significant impact on other human beings, and thus one is

obligated to be responsible to those other people. The following ethical considerations

that has evolved over time will be the blueprint to governing and guiding the researcher

behavior are to: respect autonomy, research subjects must be asked to consent to being

part of a study, and must be fully informed about what participation means, including

what benefits and risks they might experience (Holton & Swanson (2005).

Alternative Solutions

In assessing which alternative solution or which combination of ideas works best

in any organization, will require researchers to consider exactly what is necessary to

implement each. The most obvious criteria with which to evaluate options are acceptance,

time, cost, quality, and risk (Vandenbosch, (2003). The brainstorming of ideas was the

tool used to formulate several alternative solutions and derive at two main solutions that

will be able to fit most organizations.

Conclusion # 1 Organizational Learning

In determining the plausibility in the alternative solutions that was derived from the

two conclusions; that will ultimately lead to the main solution. Researchers will consider

four major criteria: Acceptance by the client/stakeholder willingness to take on a given

option? Two, the risk in determining the outcome you hope for? Three, the time it takes

to implement? Four, the cost in that solution, and finally the quality, and how well it will

accomplish the intended objective (Vandenbosh, (2003). Bloomsbury (2011) article on,

Implementing effective e-learning within the organization, highlights not only why this

alternative solution is conceivable to stakeholders; but falls into the other four criteria of

risk, time, cost and quality. E-learning over the Internet is flexible, cost-effective, and

measurable. While investigating e-learning, consider the following:

• E-learning puts learners in the driving seat, allowing them to learn about specific

subjects at their own pace.

Alternative #4Key note Speakers

Alternative #3Shadowing

Duties of other leaders

Alternative #2Expert

Mentoring

AlternativeSolution

#1OnlineClasses

Solution#1

Develop anE-Learning

Organization

• The e-learning can offer a wide assortment of e-learning content, technology, and

services.

• e-learning is primarily delivered over the Web making it accessible at all times

• it adapts quickly to meet altering learning needs;

• Learners have the option to find what they want to learn, when they want to.

• Many e-learning modules are intended to be 20–30 minutes long, so learners can

take them during a break period.

• When taking a series of modules over a period of time, learners build up a skill;

• learners collaborate with instructors and other learners so as to learn better;

• compared to classroom-based learning, e-learning is a fast and cost-effective way

to teach large numbers of people;

• It has the ability to deliver learning in multiple multimedia formats: text, images,

audio, video, interactive and simulation tools;

• The materials that learners have accessed and completed can be accurately

measured, allowing the organization to track who is learning what, and which

resources are popular (Bloomsbury, (2011).

Intended & Unintended Consequences

The intended results are to be able to assess progression for both the organization

and the learner. The organization needs to know if the e-learning has resulted in increased

knowledge within its workforce; learners need to have targets and to know where they are

doing well and where they need to work harder (Bloomsbury, (2011).

Unintended consequences will occur when, e-learning neglects to involve collaboration

with other learners and mentoring from experts. The brick and mortar of a classroom

should not be eliminated, but rather introduced at strategic points in the learning process

(Bloomsbury (2011).

• A multitude of technical issues can put a damper on the promise of e-learning. E-

learning that uses a lot of multimedia elements—sound, video, animation—can

cause a lot of delivery problems. Even within the internal network, bandwidth

can be scarce.

• Few people believe that e-learning on its own will meet an organization's entire

requirements. Experts say, people still need to get together to share ideas and

develop friendships. Frequently, the socializing that occurs after classroom

learning is as important as what happened in the classroom itself.

• Also, e-learning is less suitable for teaching soft skills and those that require a lot

of hands-on activity.

• Lack of Self-motivation - Not everyone is itching to learn. Some people will

always find an excuse for not doing the course. Often the only way that you can

get people to focus on learning is to get them into a classroom.

• Some proponents of e-learning give the impression that teachers are the enemy of

education and that getting rid of them is the answer to all training problems. E-

learning without active mentors and experts can be a very shallow experience.

• The e-learning promise of learning when you want often translates into learning

after work or at the weekend. Learners work away diligently, but there's no

recognition of the effort. A sense of isolation sets in, and, as the day-to-day

workload increases, the need to do that e-learning course drifts into the

background.

Implementing the components of E-learning

To move forward with developing a learning organization as a solution, the

following are necessary components to implement an e-learning environment:

• Having one’s own personalized learning space: learners need their own, so they

can check such things as what modules they have completed and have yet to

complete; who their mentors are; or what collaborative learning groups they are

part of.

• Mentoring: without interaction and mentoring, e-learning can become very dry.

Learners need to be able to access experts in order to ask questions and receive

guidance.

• Simulation: quality e-learning offers simulated environments in which learners

can practice what they have learned.

• Collaboration: interaction with other learners is a fundamental building block of

all learning. E-learning needs to facilitate this by actively encouraging

collaboration.

• Mandating a registration process for tracking all employees;

• a payment process, or a process by which costs can be matched to budgets;

• A monitoring process that allows the manager to track how learners are

performing.

• Finally, a process must be established whereby managers and employees work

together to plan and discuss what needs to be learned and how things are

progressing (Bloomsbury, (2011).

Conclusion # 2: Transformational Business Strategy

Alternative #1Cut benefits instead

of headcount

Alternative #2Innovation on

cutting time it takes to complete tasks

Alternative#3

Restructuring working hours

Solution # 2Save

Human assets

Most companies’ main focus is on services offered, often involved in mergers

and acquisition (Corrêa, de Lamare Bastian-Pinto, & de Andrade, (2014). A challenge

faced by small to mid- size organization, is retaining their talent with adequate

compensation; which was my initial statement of problem, “wage stagnation”. This

problem evolved into developing e-learning organizations to be able to retain and

compensate “A” plus talent. In researching the benefits of retaining human capital as

a solution, some type of formalization and ordering/organization is required to permit

that knowledge to be protected and monetized(Corrêa , de Lamare Bastian-Pinto, & de

Andrade, (2014).

In determining the plausibility to retain human assets as a solution, eliminating

the alternative solutions of one, to cut benefits instead of headcount, two innovations on

cutting the time it takes to complete tasks, and three, restructuring employees working

hours fell under the previous business strategy. Our transformational business strategy is

to take a risk on intangible assets for long-term gain. In our effort to point out why

retaining human assets is profitable, let’s look at its benefits.

• Intangible human assets open the company to new future options, such as the

option to expand in a determined market or even interrupt R&D investments if

the scenario turns unfavorable the value of an intangible good does not depend

on the asset itself, but also, and often more significantly, on how that

intangible asset fits into the buyer’s strategy (Corrêa, de Lamare Bastian-Pinto,

& de Andrade, (2014).

• Another benefit to retaining human assets is because they can develop

relational capital. In practical terms, it refers to the capability to originate new

contracts and bring in new client; which is very important in all organizations

• An intellectual capital benefit comes along with retaining human assets that

refers to the knowledge about the client and/or the sector where it operates.

Specifically the technical, theoretical, and practical knowledge of a human

asset, where the capacity to develop new products or adjust existing ones to

suit the needs of clients.

• Human assets have the ability to learn, the ability to perform contracts within

or below the forecasted cost, the capacity to deliver the required quality, and

the mastery of methodologies. As a result of an organization detaining these

capabilities, they now belong to that company as a form of commodity

(Corrêa, de Lamare Bastian-Pinto, & de Andrade, (2014).

Implementing Human Asset Retention plan

In researching the best way to retain employees to benefit both the worker and the

organization the human capital must be trained and developed to function at maximum

level. This leads back to the first solution on creating an e-learning organization to grow

and develop workers to become “A” plus talent. We the researchers, intend to advance

the first solution of developing e-learning organizations to retrain human assets, which

will yield maximum output which will eventually offer them top wages at every level of

learning.

Advancing E-Learning Organizations

E-learning has expanded rapidly and many companies have comprehensive and

cost-effective system that is rarely built but either rented or bought. In selecting one it

will depend on organizations specific needs. However, in evaluating e-learning

companies, the following questions will be useful:

• What are their reputation and brand like? Have they been around for a while, and

do they look as if they'll be around in the future?

• What's the quality of their learning content? Is it highly interactive and engaging,

with access to experts, or is it like a digitized textbook?

• How comprehensive is the offering? Will this organization meet all your e-

learning needs, or will you have to go elsewhere for other courses?

• What is the technology like? Is it robust and scalable? Do the modules download

quickly or do they hog bandwidth?

• What sort of global reach do they have? If the e-learning works well in one office

can it be quickly rolled out in other offices around the world (Bloombury, (2011).

Next Steps

The next steps in this research process will be to utilize sound methodology of

Meta-Analysis. To explore and discover insights from the larger body of management

literature and to examine past studies in the literature that will allow my audience to

advance their own investigation and transform the mindset of decision makers to

stimulate the organizational problem on America’s recession mindset as a whole. Using

the qualitative research approach will enable researchers to gather inclusive data for

evaluation and new methods.

The final step to unfolding the problem to developing effective leadership to

produce learning organizations will be implemented and expounded on in the logic

diagram to include alternative solutions. Secondly, it will describe 3 to 4 alternative

solutions and discuss the plausibility of these solutions. Next it will elaborate on its

intended and unintended consequences, and advance the best solution that addresses the

organizational problem, moreover, the best ways to implement the process of our final

solution.

Implementing the components of E-learning

To move forward with developing a learning organization as a solution, the

following are necessary components to implement an e-learning environment:

• Having one’s own personalized learning space: learners need their own, so they

can check such things as what modules they have completed and have yet to

complete; who their mentors are; or what collaborative learning groups they are

part of.

• Mentoring: without interaction and mentoring, e-learning can become very dry.

Learners need to be able to access experts in order to ask questions and receive

guidance.

• Simulation: quality e-learning offers simulated environments in which learners

can practice what they have learned.

• Collaboration: interaction with other learners is a fundamental building block of

all learning. E-learning needs to facilitate this by actively encouraging

collaboration.

• Mandating a registration process for tracking all employees;

• a payment process, or a process by which costs can be matched to budgets;

• A monitoring process that allows the manager to track how learners are

performing.

• Finally, a process must be established whereby managers and employees work

together to plan and discuss what needs to be learned and how things are

progressing (Bloomsbury, (2011).

Conclusion

In conclusion e-learning organizations will solve the original problem of wage

stagnation by developing its leaders in a cost effective, flexible way that will retain

human assets. In fulfilling the five criteria of, acceptance, time, cost, quality, and risk; we

use these criteria’s to filter out the alternative solutions that determined one main

solution. We looked at online classes, keynote speakers, shadowing duties of peers,

restructuring work hours, cut benefits instead of headcount, and innovation on cutting the

time it takes to complete a given task as former strategies that lead to wage stagnation

which keeps America organization regressive or births the main solution to advance the

e-learning organization that will ultimately yield long term talent with comparable

compensation.

The problem statement evolved from Americas wage stagnation into

having a recession mentality leading into how to combat a recession mentality and now

the problem statement is developing effective leadership to provide learning

organizations. Concluding that getting the right leaders on board to operate from a

growth mentality versus a recession one will require the skill sets and innate abilities of a

transformational leader.

The research will abide by ethical practices that govern and measure unethical

behavior. It will be effective when it meets the approval of others and having another set

of eyes to provide critical feedback to minimize biases and unethical reporting. Finally,

having a genuine interest in seeking the truth and in acknowledging the contributions of

others will go a long way in avoiding unethical behavior (Holton & Swanson (2005).

Upon exploring the nuances of combating America’s recession mentality a broader

societal problem of un- trained leaders, was determined after we pulled out the Findings

from the literature review, to develop leadership that will have sustainable growth and

emergent effective leadership to recruit, retains, and engages talent. Secondly,

developing transformational leadership to reshape thought patterns, teaching leaders to

spend less time managing people and resources. Next, looking for ways to improve

efficiency cost cutting methods, managing headcount, and counteracting the recession

mindset with transformational actions. This will require for leaders and decision makers

to coordinate multifunctional teams, encouraging innovation and risky operations, raising

awareness on organizations goals and mission, systemic thinking and inspire learning.

More appropriately, is that organization leaders and decision makers are operating

to combat a recession mentality; by concluding they must become a learning

organization, and to develop transformational leaders to implement the new business

strategy. All of the current business practices of outsourcing and laying-off during a

down-turn, and not paying what a worker is worth; create the illusion we are saving

money. The disadvantages of the current business practices is keeping America in

deceptive situation where they might save money on the front-end; but is diabolical and

has deteriorating affects on our labor force as a whole. We need to discover and explore

innovative ways to retain and value our human assets; where other countries are

economically growing from our business practices.

The lessons to the readers is to take away at the end of this research project is one,

some of America’s business practices are quick fixes that leave workers and the economy

financially crippled. Secondly, for stakeholders and leaders to find ways to invest in

human assets and innovation; to create a demand in an accounting framework; where an

increase in the growth of labor must translate into an increase in output (Mishel, (2012).

In peeling back the layers on wage stagnation a discovery of the true root problem was

how employers operate with a recession mentality in order to squeeze out more profits

and create an environment in which fewer people are doing more.

The researcher has utilized the qualitative approach offering a complete

comprehensive method of analyzing a subject from all sides both human and statistical.

Adam, (2007) discusses in earlier chapters that, data comes and goes, and the relationship

between variables changes, society changes and therefore the primary function of

academic research, is to continually move theory forward—because in the end, it is all

that we really have in terms of our ‘knowledge’ of the world.

Post Script

The management and leadership qualities that I have acquired in this course are

many beginning with the mindset that all projects are a series of steps. Understanding the

concept of eating the elephant day by day and not viewing it as it has to accomplish in

one or two days will allow me not to get ahead of myself. This course has taught me how

to attack a problem from “soup to nuts”, beginning with steering the reader with a

problem statement to bring focus to what needs to be solved. Next the ability to gather

data ethically and honestly will help in developing trust between the client and I. Once

this is done masterfully a comprehensive diagnosis of the true problem is obtained. I will

take my meta- analysis, logic diagram, and literature review skills with me to a company

to use as a tool to gain the contract or business. In showing them all the methodologies I

will utilize to diagnosis and ultimately provide some great solutions to their

organizational change project. As a caveat it will build credibility to my OD PRactioner

experience and knowledge. I will be more marketable by playing devil advocate in

bringing forth the intended and unintended consequences and the plausible elements of a

project providing me with a 360 degree viewpoint. Having a total picture of the positive

and negative of a situation will allow me to provide the stakeholders with multiple

options that will allow them to determine what level of risk they are willing to take, at a

particular season in their organization.

The management and leadership skills I have learned throughout this MSM

program helped me diagnosis an organization effectively. Beginning with understanding

my leadership style, taking various assessments like the Insight Evaluator provided me

with a comprehensive viewpoint of my leadership style, how I work with a team, my

strengths, weakness, blind spots and all types of behaviors that will allow me be coach

able in my areas of weakness and an asset in my strengths. The entire MSM program

taught me the importance of diversity, culture, globalization, data collection and ethics at

all level of an organization. I will take this broad knowledge with my tools and provide

premium consultation service.

The career path I will be pursuing is to be a subject matter expert to be an

innovator of solutions once the findings have been brought out. I have both a natural and

learned behavior to create an idea to solve a problem. I will now use the tools to help

convince the stakeholders that I will be an asset to an organizational change. I will utilize

my motivating and interpersonal abilities to also train and develop the human capital to

adapt to the new ways and technology of performing their task that derived from the idea

that I came up with. In conclusion, I am marketable for obtaining these many skills and

understanding my leadership management style is participative with the ability to see the

big picture.

References

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Vandenbosch, B. (2003). Designing Solutions for Your Business Problems : A Structured Process for Managers and Consultants. San Francisco, CA: Jossey-Bass.