DB FPX 8405 Assessment 5 Final Report

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Capella university

DB-FPX8405 Effective Organizational Leadership

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Executive Summary

CapraTek’s vision is to provide excellence and define and deliver technology solutions for tomorrow’s problems. CapraTek is an industry leader in designing and manufacturing computer server components and continues to provide solutions to customers. Digital innovation is a priority for CapraTek as the company looks to expand into emerging wireless technologies.

A business problem is a current or future challenge faced by a business. This report will highlight three potential business problems faced by CapraTek in leadership, information technology systems, and marketing management. A potential business problem will be identified in each area that justifies the need for a business project to address the potential problem. An overview of how the three business problems relate to concerns that CapraTek and other businesses face is provided. A problem statement for leadership, information technology systems, and marketing management is given with supporting scholarly evidence.

A fishbone diagram is presented as an illustration for each of the three areas. It is a visualization tool that CapraTek leadership can use to categorize the identified problem’s potential cause. A fishbone diagram will be provided to identify how the problem was narrowed down. A proposed Riipen project will be included in this business report for comparison and consideration for the potential leadership business problem. A Riipen project is an experiential learning platform geared towards helping businesses find people and solutions for future work. The summary will wrap up the report with statements on the main points of the proposed project. Additional illustrations for each area will be supported with Mind Map illustrations.

DB FPX 8405 Assessment 5 Final Report

CapraTek’s vision is to provide excellence and define and deliver technology solutions for tomorrow’s problems. CapraTek is an industry leader in designing and manufacturing computer server components and continues to provide innovative solutions to customers. Digital innovation is a priority for CapraTek as the company looks to expand into emerging wireless technologies. This report will assess the needs of CapraTek with information and resources for improving operational effectiveness. This report will suggest potential business problems in the areas of leadership, information systems, and marketing. Scholarly resources will be used to support the proposed frameworks and theories for CapraTek’s three operational areas. A mind map is used in each area to illustrate and further support the suggestions.

Ryba (2021) discusses that organizational goals and business plan alignment are the critical differentiators between high-performing and low-performing companies. The best practice for aligning the business plan with organizational goals is to start with clear organizational goals that support the business mission, vision, and strategy. In order for the organizational goals to be met, there has to be significant support from leadership. Organizational goals should be communicated on every level. The business-to-consumer business model is a model where products are sold directly from the business to a consumer. An illustration of the business-to-consumer business model is below. Describe best practices for the creation of a business plan that aligns with organizational goals, with the inclusion of a business planning model and an illustration of that model.

Business to Consumer (B2C) Model

Leadership

The potential leadership business problem is that leadership is not trained in resistance to change. This leadership business problem relates to concerns that business people in global organizations have because research by Beer et al. (2016) suggests that businesses are spending enormous amounts of money on employee training, but they aren’t getting a good return on their investment. To further assess and understand the potential leadership business problem at CapraTek, Yukl (2011) discusses the Leadership Contingency Theory.

The Leadership Contingency theories describe how aspects of the leadership situation alter a leader’s influence on an individual or subordinate. It is suggested that the conceptual framework be used to further assess CapraTek’s potential leadership business problem. The conceptual framework applies to CapraTek’s potential leadership business problem because it comprises the thought of the potential leadership business problem. The conceptual framework could be used to solve new and emerging practical problems at CapraTek.

Information Systems

The potential information systems business problem is CapraTek does not have a current digital innovation strategy. This potential problem affects organizations across multiple platforms. According to Morgan (2019), a staggering 70% of digital innovations fail. A failed digital innovation strategy is costly because of lost money, resources, time, and credibility. To further assess and understand the information systems business problem at CapraTek, Li and Chan (2019) discuss the dynamic capabilities framework. The dynamic capabilities framework addresses IT capability, dynamic digital capability, dynamic IT management, and IT knowledge management capability.

The task technology fit theory can be applied to CapraTek’s potential information systems business problem. Goodhue and Thompson (1995) define the task technology fit theory as the link between information technology and individual performance. The conceptual framework is suggested to be used to further assess CapraTek’s information systems business problem. The dynamic capabilities framework applies to CapraTek’s potential information systems business problem because it will enable CapraTek to transform and evolve its information systems capabilities.

Marketing

The potential marketing problem is CapraTek is experiencing a loss in product sales. Kokemuller (2016) suggests that a loss in product sales is a significant problem for any small business. To further assess and understand the potential marketing business problem at CapraTek, Kotler et al. (1999) suggest a marketing theory that suggests every product has three levels. The marketing theory states that the three levels for every product are the core level, the actual level, and the augmented level. It is suggested that the conceptual framework be used to further assess CapraTek’s potential marketing business problem. The conceptual framework applies to CapraTek’s potential marketing business problem because it comprises the thought of the potential marketing business problem. The conceptual framework could be used to solve new and emerging practical problems at CapraTek.

Potential Riipen Project

The Riipen project selected for this business problem is Level-Up: Making Sense of Organizational Change.

Project Scope: The research project allows students to explore the process by which organizations change and transform with emphasis on what makes for effective change in organizations. Research activities will involve analyzing the intricacies in organizational change management, such as factors/conditions that influence changes and the implications of change components (i.e., change agents, initiatives, processes) on stakeholders and the actual change. Findings from this research project will help inform the theory and practice of organizational change management. (Riipen, n.d.)

Mind Leadership Mind Map

The right side of the leadership mind map comprises framework, concept, and theory keywords relevant to leadership. The left side of the leadership mind map is comprised of keywords from the leadership fishbone diagram previously presented for the potential leadership business problem.

Using some of the common elements found in the models, theories, and frameworks, construct a mind map to illustrate logical relationships among frameworks for leadership, marketing management, and information systems. Give a detailed explanation of the mind map.

Information Systems Mind Map

Using some of the common elements found in the models, theories, and frameworks, construct a mind map to illustrate logical relationships among frameworks for leadership, marketing management, and information systems. Give a detailed explanation of the mind map.

The right side of the mind map comprises framework, concept, and theory keywords that are relevant to information systems. The left side of the information systems mind map is comprised of keywords from the information systems fishbone diagram previously presented for the potential information systems business problem. Using some of the common elements found in the models, theories, and frameworks, construct a mind map to illustrate logical relationships among frameworks for leadership, marketing management, and information systems. Give a detailed explanation of the mind map.

Marketing Mind Map

The right side of the marketing mind map comprises framework, concept, and theory keywords relevant to marketing. The left side of the marketing mind map is comprised of keywords from the marketing fishbone diagram previously presented for the potential marketing business problem. Using some of the common elements found in the models, theories, and frameworks, construct a mind map to illustrate logical relationships among frameworks for leadership, marketing management, and information systems. Give a detailed explanation of the mind map.

Summary

Viscomi (2017) discusses how authoritative models work because executives are the true experts in their field. Schnelle et al. (2021) suggest authoritarian theory is the idea that places all forms of communication under the control of governing elites or authorities. Glasius (2018) indicates that authoritarian practices shield power holders from accountability. This proposed project would not be supported by authoritative theory. The authoritative approach supports a management style in which an individual has total decision-making power with absolute control over employees. For CapraTek to effectively address the three potential business problems, a more appropriate management theory would be the human relations theory.

Based on three scholarly articles, summarize authoritative models and theories and assess their credibility, relevance, and applicability for leadership, marketing, or information management concepts presented in the course.

Appendix: Reflection on Feedback

My reflection on feedback will explain how I was able to identify my strengths and weaknesses based on the feedback that I received. I paid careful attention to the announcements, assessments, and assessment rubric for each model. What stands out most through the announcements and feedback is that this is a learning course. Another area of interest from the feedback that I received is that this course and all other courses in the DBA program are geared at scholarly writing.

Initially, I was not open to feedback on my writing because I assumed that with two Master’s degrees, I had achieved mastery in writing. Once I became available for the feedback, I could submit papers that were within or above the rubric guidelines for each assessment. One very instrumental piece of feedback that I wish I would have gotten three degrees prior is to always write the executive summary after you have written the rest of your paper.

References

Anderson, C., Bieck, C., & Marshall, A. (2020). How business is adapting to COVID-19: Executive insights reveal post-pandemic opportunities. Strategy & Leadership, 49(1), 38–47. https://doi.org/10.1108/sl-11-2020-0140

Beer, M., Finnstrom, M., & Schrader, D. (2016, September 9). Why Leadership Training Fails—and What to Do About It. Harvard Business Review. https://hbr.org/2016/10/why-leadership-training-fails-and-what-to-do-about-it

Glasius, M. (2018). What authoritarianism is . . . and is not: a practice perspective. International Affairs, 94(3), 515–533. https://doi.org/10.1093/ia/iiy060

Goodhue, D. L., & Thompson, R. L. (1995). Task-Technology Fit and Individual Performance. MIS Quarterly, 19(2), 213. https://doi.org/10.2307/249689

Kokemuller, N. (2016, October 26). What Methods Can an Organization Utilize to Prevent Loss of Customers? Small Business – Chron.Com. https://smallbusiness.chron.com/methods-can-organization-utilize-prevent-loss-customers-80038.html

DB FPX 8405 Assessment 5 Final Report

Kotler, K., Armstrong, G., Wang, V., & Saunders, J. (2022). Principles of Marketing (5th ed.). Pearson Education International.

Li, T. C., & Chan, Y. E. (2019). Dynamic information technology capability: Concept definition and framework development. The Journal of Strategic Information Systems, 28(4), 101575. https://doi.org/10.1016/j.jsis.2019.101575

Morgan, B. (2021, December 10). Companies That Failed At Digital Transformation And What We Can Learn From Them. Forbes. https://www.forbes.com/sites/blakemorgan/2019/09/30/companies-that-failed-at-digital-transformation-and-what-we-can-learn-from-them/?sh=4d4bff8a603c

Rehman, N., Mahmood, A., Ibtasam, M., Murtaza, S. A., Iqbal, N., & Molnár, E. (2021). The Psychology of Resistance to Change: The Antidotal Effect of Organizational Justice, Support and Leader-Member Exchange. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.678952

Ryba, K. (2021). How to Align Individual, Team, and Organizational Goals for Success. Quantum Workplace. https://www.quantumworkplace.com/future-of-work/how-to-align-organizational-goals

Schnelle, C., Baier, D., Hadjar, A., & Boehnke, K. (2021). Authoritarianism Beyond Disposition: A Literature Review of Research on Contextual Antecedents. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.676093

Viki, T. (2018, September 26). The Three Human Barriers To Digital Transformation. Forbes. https://www.forbes.com/sites/tendayiviki/2018/09/23/the-three-human-barriers-to-digital-transformation/?sh=4565af45164b

DB FPX 8405 Assessment 5 Final Report

Viscomi, C. (2020, August 30). 7 New Types of Leadership Models for Innovative Thinkers. Aliste Marketing. https://alistemarketing.com/blog/types-of-leadership-models/

Wolf-Detwiler, M. (2021, August 27). Restaurant leaders share insight on top challenges, how to succeed. Fast Casual. https://www.fastcasual.com/articles/what-areas-do-restaurant-leadership-often-overlook/

Yukl, G. (2011). The SAGE Handbook of Leadership. Google Books. https://books.google.nl/books?hl=en&lr=&id=cvRg6tbxw9gC&oi=fnd&pg=PA286&dq=research+on+Contingency+theories&ots=QGCgZ6H5K6&sig=njTNcQihBqksNrbCXUyiwTIIn2A&redir_esc=y#v=onepage&q=research%20on%20Contingency%20theories&f=false