Business Finance – Operations Management Operations Management: W Assignment Week 4
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LINK: https://www.tandfonline.com/doi/full/10.1080/09585192.2020.1737834
Prompt is attached. Example is attached.
California State University Stanislaus
Operations Management 3010-05 EXAMPLE
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Student: |
Stephanie Diana Eubank |
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Telephone: |
408-595-1392 (PST) |
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Assignment Title: |
Assignment 1 3010-05 |
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Date of Submission: |
9/8/2022 |
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Assignment Due Date: |
9/8/2022 |
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Course: |
OP 360-05 |
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Section Number: |
OP 360-05 |
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Semester: |
Fall 2022 |
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Course Instructor: |
Prof Stephanie Eubank |
Assignment 1
California State University Stanislaus
Operations Management 3010-05 EXAMPLE
Prof Stephanie Eubank
Remote Work Affects
Prompt: Using the above noted Peer Reviewed Journal (the PDF of the journal article is attached) write an article on how remote work post COVID effects your focus area of business within an operations Management lens as industries become more globalized.
Literature Review
The prompt calls for the analysis of the article, Donnelly & Johns (2020); regarding how remote work and hoe it influences the framework of theory and practice and comparing to the student’s business degree focus, future career, and its relationship to remote work post COVID. The student authoring this paper has a degree in Operations Management and finishing Doctoral thesis in Business Administration with the emphasis in remote work and remote leadership. In practice work focus is within business lecturing and instruction at the college level. This paper’s focuses on the student author’s area of expertise and education as the example of the effects of remote work post COVID.
Analysis
According to the article, Keller et al. (2021); during COVID teams were thrust into remote work without design. The article, Keller et al. (2021); notes that leaders had no training on how to lead remotely and were to use to being able to directly observe employees. Even though according to, Keller et al. (2021); these employees are producing properly there are still trust issues being developed on the part of management due to the lack of training.
Further research yielded the additional findings within, Spagnoli et al. (2021); which detailed the use by middle management the term, “work family” and how the usage of this term has changed in remote work. Operationally middle management per, Spagnoli et al. (2021);
uses guilt by stating that team members are a “work family” to gain more work or longer hours without proper compensation. This concept of workers in remote setting that are choosing to set healthy boundaries as stated in, Estrada (2022); which comments on the concept of “Quiet Quitting”. This is related to leaders not being able to guilt workers with the concept of, “Work Family” as noted in, Spagnoli et al. (2021); because workers are setting healthy boundaries as noted in, Estrada (2022); regarding “Quiet Quitting”.
The article, Keller et al. (2021); which elaborated on how leaders’ developing trust issue because of lack of training in remote leadership also are misunderstanding “Quiet Quitting”. As detailed in, Estrada (2022); in the onsite workplace norm a worker just doing the bare minimum would be seen as disengaging. This is further supported by the Ted Talk, White (2019); where prior to the pandemic this behavior was seen as employees giving up and becoming disengaged.
Even though the concept of “Quiet Quitting” has been interlinked with the “Great Resignation” as cited in, Kelly (2022) leadership still seems to interpret this as disengagement rather than a health setting of boundaries. Which shows as detailed in, Keller et al. (2021); that leaders that are now working remotely do not understand what they are seeing in their workers.
Findings
The assignment prompt calls for the analysis of the article, Donnelly & Johns (2020); regarding how remote work and hoe it influences the framework of theory. The prompt also calls for an analysis of the comparing to the student’s business degree focus, future career, and its relationship to remote work post COVID. The student authoring this paper has a degree in Operations Management and finishing Doctoral thesis in Business Administration with the emphasis in remote work and remote leadership.
When researching the prompt, the additional findings within, Spagnoli et al. (2021); which detailed the use by middle management the term, “work family” and how the usage of this term has changed in remote work. Operationally middle management per, Spagnoli et al. (2021);
uses guilt by stating that team members are a “work family” to gain more work or longer hours without proper compensation. This concept of workers in remote setting that are choosing to set healthy boundaries as stated in, Estrada (2022); which comments on the concept of “Quiet Quitting”. This is related to leaders not being able to guilt workers with the concept of, “Work Family” as noted in, Spagnoli et al. (2021); because workers are setting healthy boundaries as noted in, Estrada (2022); regarding “Quiet Quitting”.
Within, Keller et al. (2021); which elaborated on how leaders’ developing trust issue because of lack of training in remote leadership also are misunderstanding “Quiet Quitting”. As detailed in, Estrada (2022); in the onsite workplace norm a worker just doing the bare minimum would be seen as disengaging. This is further supported by the Ted Talk, White (2019); where prior to the pandemic this behavior was seen as employees giving up and becoming disengaged.
Even though the concept of “Quiet Quitting” has been interlinked with the “Great Resignation” as cited in, Kelly (2022) leadership still seems to interpret this as disengagement rather than a health setting of boundaries.
Conclusion: The conclusion based on the research is that leaders are holding on to old interpretations and strategies in Operations Management and Leadership that no longer fit in the Remote Workplace. The remote workplace is growing and needs leadership to adapt. If leaders do not adapt and learn to lead in remote workplaces within Operations employee retention and engagement will suffer.
Work Cited
Donnelly, R., & Johns, J. (2020). Recontextualizing remote working and its HRM in the Digital Economy: An Integrated Framework for theory and Practice.
The International Journal of Human Resource Management,
32(1), 84–105. https://doi.org/10.1080/09585192.2020.1737834
Estrada, S. (2022, August 27).
As ‘quiet quitting’ ripples through the workplace, managers are scrambling to respond. Fortune. Retrieved September 8, 2022, from https://fortune.com/2022/08/26/quiet-quitting-workplace-managers-respond/
Keller, A., Knight, C., & Parker, S. K. (2021, August 31).
Remote Managers are having trust issues. Harvard Business Review. Retrieved September 8, 2022, from https://hbr.org/2020/07/remote-managers-are-having-trust-issues
Kelly, J. (2022, August 23).
How both managers and workers can combat ‘quiet quitting’. Forbes. Retrieved September 8, 2022, from https://www.forbes.com/sites/jackkelly/2022/08/22/how-both-managers-and-workers-can-combat-quiet-quitting/?sh=1a5f7d4a466d
Spagnoli, P., Manuti, A., Buono, C., & Ghislieri, C. (2021). The good, the bad and the blend: The strategic role of the “Middle Leadership” in work-family/life dynamics during remote working.
Behavioral Sciences,
11(8), 112. https://doi.org/10.3390/bs11080112
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8389291/
White, C. (2019, April 15).
3 ways to create a work culture that brings out the best in employees. Chris White: 3 ways to create a work culture that brings out the best in employees | TED Talk. Retrieved August 31, 2022, from https://www.ted.com/talks/chris_white_3_ways_to_create_a_work_culture_that_brings_out_the_best_in_employees
Literature Review
The prompt calls for the analysis of the article, Donnelly & Johns (2020); regarding how remote work and hoe it influences the framework of theory and practice and comparing to the student’s business degree focus, future career, and its relationship to remote work post COVID. The student authoring this paper has a degree in Operations Management and finishing Doctoral thesis in Business Administration with the emphasis in remote work and remote leadership. In practice work focus is within business lecturing and instruction at the college level.
Analysis
The article, Keller et al. (2021); which elaborated on how leaders’ developing trust issue because of lack of training in remote leadership also are misunderstanding “Quiet Quitting”. As detailed in, Estrada (2022); in the onsite workplace norm a worker just doing the bare minimum would be seen as disengaging. This is further supported by the Ted Talk, White (2019); where prior to the pandemic this behavior was seen as employees giving up and becoming disengaged.
Even though the concept of “Quiet Quitting” has been interlinked with the “Great Resignation” as cited in, Kelly (2022) leadership still seems to interpret this as disengagement rather than a health setting of boundaries. Which shows as detailed in, Keller et al. (2021); that leaders that are now working remotely do not understand what they are seeing in their workers.
Findings
The prompt calls for the analysis of the article, Donnelly & Johns (2020); regarding how remote work and hoe it influences the framework of theory and practice and comparing to the student’s business degree focus, future career, and its relationship to remote work post COVID.
Keller et al. (2021); which elaborated on how leaders’ developing trust issue because of lack of training in remote leadership also are misunderstanding “Quiet Quitting”. As detailed in, Estrada (2022); in the onsite workplace norm a worker just doing the bare minimum would be seen as disengaging. This is further supported by the Ted Talk, White (2019); where prior to the pandemic this behavior was seen as employees giving up and becoming disengaged. Even though the concept of “Quiet Quitting” has been interlinked with the “Great Resignation” as cited in, Kelly (2022) leadership still seems to interpret this as disengagement rather than a health setting of boundaries.
Conclusion: The conclusion based on the research is that leaders are holding on to old interpretations and strategies in Operations Management and Leadership that no longer fit in the Remote Workplace. The remote workplace is growing and needs leadership to adapt. If leaders do not adapt and learn to lead in remote workplaces within Operations employee retention and engagement will suffer.
Work Cited
Donnelly, R., & Johns, J. (2020). Recontextualizing remote working and its HRM in the Digital Economy: An Integrated Framework for theory and Practice.
The International Journal of Human Resource Management,
32(1), 84–105. https://doi.org/10.1080/09585192.2020.1737834
Estrada, S. (2022, August 27).
As ‘quiet quitting’ ripples through the workplace, managers are scrambling to respond. Fortune. Retrieved September 8, 2022, from https://fortune.com/2022/08/26/quiet-quitting-workplace-managers-respond/
Keller, A., Knight, C., & Parker, S. K. (2021, August 31).
Remote Managers are having trust issues. Harvard Business Review. Retrieved September 8, 2022, from https://hbr.org/2020/07/remote-managers-are-having-trust-issues
Kelly, J. (2022, August 23).
How both managers and workers can combat ‘quiet quitting’. Forbes. Retrieved September 8, 2022, from https://www.forbes.com/sites/jackkelly/2022/08/22/how-both-managers-and-workers-can-combat-quiet-quitting/?sh=1a5f7d4a466d
White, C. (2019, April 15).
3 ways to create a work culture that brings out the best in employees. Chris White: 3 ways to create a work culture that brings out the best in employees | TED Talk. Retrieved August 31, 2022, from https://www.ted.com/talks/chris_white_3_ways_to_create_a_work_culture_that_brings_out_the_best_in_employees
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