DB FPX 8405 Assessment 5 Final Report

Name

Capella university

DB-FPX 8405 Effective Organizational Leadership

Prof. Name

Date

Executive Summary

CapraTek aims to excel in defining and delivering technology solutions for the challenges of the future. As a leader in the design and manufacturing of computer server components, CapraTek consistently provides innovative solutions to its customers. The company prioritizes digital innovation as it seeks to expand into emerging wireless technologies.

A business problem refers to a current or anticipated challenge that a company may face. This report will outline three potential business problems encountered by CapraTek in the areas of leadership, information technology systems, and marketing management. Each area will identify a specific business problem that underscores the necessity for a project aimed at addressing these issues. Additionally, the report will provide an overview of how these three business problems relate to broader concerns faced by CapraTek and similar organizations. Problem statements for leadership, information technology systems, and marketing management will be presented, supported by scholarly evidence.

To illustrate each of the three areas, a fishbone diagram will be included. This visualization tool will help CapraTek’s leadership categorize the potential causes of the identified problems. The report will also feature a proposed Riipen project for comparison, which is an experiential learning platform designed to assist businesses in finding talent and solutions for future work. The summary will conclude the report by highlighting the main points of the proposed project, along with additional Mind Map illustrations to support each area.

DB FPX 8405 Assessment 5 Final Report

CapraTek’s vision is to excel in defining and delivering technology solutions for future challenges. As a leader in designing and manufacturing computer server components, CapraTek continues to provide innovative solutions to its customers. This report will evaluate CapraTek’s needs, offering information and resources aimed at enhancing operational effectiveness. It will propose potential business problems in the areas of leadership, information systems, and marketing, supported by scholarly resources that underpin the suggested frameworks and theories for these operational areas. Each section will utilize a mind map to illustrate and further substantiate the recommendations.

According to Ryba (2021), aligning organizational goals with the business plan is a key differentiator between high-performing and low-performing companies. The best practice for achieving this alignment begins with establishing clear organizational goals that support the business’s mission, vision, and strategy. For these goals to be realized, strong support from leadership is essential, and they should be communicated at all levels. The business-to-consumer (B2C) model involves selling products directly from the business to the consumer. An illustration of the B2C model will be provided below, along with best practices for creating a business plan that aligns with organizational goals, including a business planning model and its corresponding illustration.

Business to Consumer (B2C) Model

Leadership

The potential leadership issue at CapraTek is the lack of training in managing resistance to change. This concern is relevant to business leaders in global organizations, as research by Beer et al. (2016) indicates that companies invest substantial resources in employee training but often fail to achieve a satisfactory return on that investment. To further evaluate the potential leadership issue at CapraTek, Yukl (2011) discusses Leadership Contingency Theory.

Leadership Contingency Theory explains how various aspects of a leadership situation can influence a leader’s effectiveness with individuals or subordinates. It is recommended that this conceptual framework be utilized to further assess CapraTek’s potential leadership issue. The framework is applicable to CapraTek’s situation as it encompasses the considerations surrounding the identified leadership problem. This conceptual framework could be instrumental in addressing new and emerging practical challenges at CapraTek.

Information Systems

The potential issue within information systems at CapraTek is the absence of a current digital innovation strategy. This problem impacts organizations across various platforms. According to Morgan (2019), an alarming 70% of digital innovations fail. A failed digital innovation strategy can be costly, resulting in lost finances, resources, time, and credibility. To further analyze and understand the information systems challenge at CapraTek, Li and Chan (2019) discuss the dynamic capabilities framework, which encompasses IT capability, dynamic digital capability, dynamic IT management, and IT knowledge management capability.

The task-technology fit theory can also be applied to CapraTek’s information systems challenge. Goodhue and Thompson (1995) define this theory as the connection between information technology and individual performance. This conceptual framework is recommended for further evaluation of CapraTek’s information systems issue. The dynamic capabilities framework is relevant to CapraTek’s situation as it will facilitate the transformation and enhancement of its information systems capabilities.

Marketing

The potential marketing issue facing CapraTek is a decline in product sales. Kokemuller (2016) indicates that a drop in product sales is a significant concern for any small business. To further evaluate and understand the marketing challenge at CapraTek, Kotler et al. (1999) propose a marketing theory that asserts every product has three levels: the core level, the actual level, and the augmented level. This conceptual framework is suggested for further assessment of CapraTek’s marketing issue, as it encompasses the considerations surrounding the identified marketing problem. The framework could be utilized to address new and emerging practical challenges at CapraTek.

Potential Riipen Project

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

Project Scope:

This research project enables students to investigate the processes through which organizations change and transform, focusing on what constitutes effective change. Research activities will include analyzing the complexities of organizational change management, such as the factors and conditions that influence change, as well as the implications of change components (e.g., change agents, initiatives, processes) on stakeholders and the change itself. The findings from this research project will contribute to the theory and practice of organizational change management (Riipen, n.d.).

Leadership Mind Map

The right side of the leadership mind map includes keywords related to frameworks, concepts, and theories pertinent to leadership. The left side features keywords derived from the leadership fishbone diagram previously presented for the identified leadership issue.

Using common elements from the various models, theories, and frameworks, a mind map can be constructed to illustrate the logical relationships among frameworks for leadership, marketing management, and information systems. A detailed explanation of the mind map will follow.

Information Systems Mind Map

The right side of the information systems mind map contains keywords associated with frameworks, concepts, and theories relevant to information systems. The left side includes keywords from the information systems fishbone diagram previously presented for the identified information systems issue. By utilizing common elements from the various models, theories, and frameworks, a mind map can be created to depict the logical relationships among frameworks for leadership, marketing management, and information systems. A detailed explanation of the mind map will follow.

Marketing Mind Map

The right side of the marketing mind map features keywords related to frameworks, concepts, and theories relevant to marketing. The left side consists of keywords from the marketing fishbone diagram previously presented for the identified marketing issue. By incorporating common elements from the various models, theories, and frameworks, a mind map can be developed to illustrate the logical relationships among frameworks for leadership, marketing management, and information systems. A detailed explanation of the mind map will follow.

Summary

Viscomi (2017) explains that authoritative models are effective because executives are the true experts in their respective fields. Schnelle et al. (2021) describe authoritarian theory as the concept that places all forms of communication under the control of governing elites or authorities. Glasius (2018) notes that authoritarian practices protect those in power from accountability. This proposed project would not align with authoritative theory, which advocates for a management style where one individual holds complete decision-making authority and absolute control over employees. For CapraTek to effectively tackle the three identified business problems, a more suitable management theory would be the human relations theory.

Drawing from three scholarly articles, this summary evaluates authoritative models and theories, assessing their credibility, relevance, and applicability to the leadership, marketing, or information management concepts discussed in the course.

Appendix: Reflection on Feedback

In my reflection on feedback, I will discuss how I identified my strengths and weaknesses based on the input I received. I paid close attention to the announcements, assessments, and assessment rubrics for each model. What stands out most from the announcements and feedback is the emphasis on this being a learning course. Another notable aspect from the feedback is that this course, along with all others in the DBA program, focuses on scholarly writing.

Initially, I was resistant to feedback on my writing, believing that my two Master’s degrees indicated I had mastered the craft. However, once I became receptive to feedback, I was able to submit papers that met or exceeded the rubric guidelines for each assessment. One particularly valuable piece of advice that I wish I had received earlier in my academic journey is to always write the executive summary after completing the rest of the 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