Degree Rationale

Jeremy Tick

Degree Rationale: Management & Organization Design
A degree concentration in the area of Management & Organizational Design is one designed specifically to serve the short and long term interests of the human capital contained within any organization, whether for profit or non. Such a concentration is, of equal note, designed to focus on the best interests of the organization with an eye towards sustainability, through the design of work flow, management of human capital and implementation of strategy based upon recognition of the interdependence which now exists between the many societies that participate in our global economy. This degree concentration is not geared only toward the increase of shareholder value, nor is it concerned exclusively with the proliferation of mission, rather it is meant specifically to focus on management; the sourcing, development, coordination, mentoring and maximization of various talent contained in the workforce in an effort to foster continued growth, through transformation, on an as needed basis. Exposure to various components of management, policy, and sociology, combined with independent research, I believe, will allow for the design of structures which will both serve the needs of the work community as well as the fulfillment of organizational objectives, independent of industry.
Strategic Planning for Sustainability:
It has been theorized that the entertainment business is ruled by a ‘winner take all’ principle, whereby an individual, only marginally better a performer than his or her equally qualified counterpart, may, because of the ease of access offered through technological advances, command the majority of a market share. This notion applies to the previously captured voice recordings whose substance nearly parallels that of live entertainment as well as to the movies featuring recognized celebrities whose value is often more substantive to consumers than the local live performance alternative. Such alternative decision opportunities have literally transformed the ways in which individuals choose to obtain not only entertainment, but a host of product offerings which range from advanced education to luxury vacation properties to human capital. Indeed, with the implementation of ‘always on technology,’ and ready, instantaneous and real time access to international communication endeavors, it can be further surmised that because of globalization and the proliferation of technology in every industry, the economy, as a whole, is now driven by the same notion that the ‘winner’ or the best in class, does indeed, ‘take all.’
Technology has emerged as a communications medium which penetrates industry and increases ready access to excellence in all areas, resulting in a general change in the perception of quality. Because of relatively easy access to alternatives in every product category, individuals must consistently compete with and out perform their peers in industry, worldwide, in an effort to preserve their competitive advantage. It is no longer acceptable just to be good; rather it is safe to say that in order to ensure survival, both individual and organizational output must be excellent, outstanding, and unique.
In a similar vein, because of an increase in education, the speed of modern, electronic communication, and the modification of global economic policy, access to human capital is at a level such as never before been seen. As result, ours is an increasingly competitive economy resplendent with seemingly endless options in all spectrums of the market. The competitive employee’s standard level of output must therefore be at a level of quality previously reserved only for outstanding achievers.
Consistent with this theme is the newly competitive employer, who, upon facing similar challenges, must provide skilled workers with incentive on a scale such as never before, lest they lose their talent to a neighbor, whether across the street, or across the globe. In short, the bar for excellence has been raised, both for employers and employees alike, and the pressure to perform has been increased. During a time when retention is at an all time low, competition between organizations for both talent and market share is at an all time high.

Organization Design:
Such organizational challenges are only further exacerbated by a propensity on the part of western firms to outsource with ever increasing frequency. The outsourced employee, accustomed to ‘traditional’ power structures is thus likely willing to participate in work designed by autocratic management. Here there appears to be a general cultural acceptance that ideas and communication should pass through a structured ‘chain of command,’ that longevity, age, and experience rationalize current power structures. But, while this orientation has long pervaded the larges of organizations, the very individuals responsible for its proliferation are preparing for the succession of their power unto current senior management. It will be important to recognize that there is a strong likelihood that the cultures being fostered by current power structures may well be in transition themselves. Shortly after the assuming of the proverbial ‘throne,’ a new CEO or Executive Director may well change the entire nature of how business is being done. Employees and organizations alike must be prepared for this possibility and armed with a substantive enough core value system to sustain a modification in organizational behavior.

Human Capital:
As the aforementioned transmogrification occurs, so too, does the recruitment of a new breed of worker on the western front lines, members of the so called ‘Millenial Generation.’ This group has been influenced by a value system never before seen in the workplace, one that, in many ways, challenges currently accepted organizational norms. Considered by many to be the most privileged generation in recorded history, the Millenials exhibit no notion of the concept of power based on age or experience. This is likely the result of the encouragement of their active participation in family decisions, and thus, the experience of ongoing recognition for being ‘a part of the team,’ having actively shared their opinion about the color of a car, the size of a television monitor, or where a vacation should be spent. Millenials have been raised in a world of instant gratification. They believe collaboration is the key to a productive work environment, and subscribe to the theory that they can ‘be anything they put their mind to’ an orientation contributed to, in part, because of their participation in virtual worlds where the suspension of reality allows them to actively engage in the fulfillment of fantasy, in any capacity they so choose.

Because of their education, exposure, sense of entitlement, and the general ease with which they have been allowed to consume, Millenials appear to be contained of a common notion that for they, and they alone, ‘the sky is the limit.’ This orientation is challenging enough to the parties who have spent years or decades working to reach their current responsibility levels, but add to the fact that Millennials seek certain security which they cannot offer, and the Millennial worker tends to be less loyal and more demanding than their predecessors. As result, in order to retain and develop these employees, Millenials require a certain form of supervision/mentorship/management which has yet to be identified.

This constitution, combined with the residual effects of the disappearance of the social contract, the eradication of ‘walls,’ downsizing, and the development of a migratory, professional workforce has fostered, in the Millennial, a sense of self protection and entitlement which does not bode well for the organizational cultures into which they are entering. The challenge, of course, is that these people are, in many ways, essential for organizational sustainability, both in industry and beyond. Communities need young people, industries require employees, and economies, in order to grow or sustain, require participation. As the power structure shifts and individuals from traditionally opposing cultures, each with different value systems, begin to work side by side, the traditional organization must be redesigned to ensure ready integration for all.

Organizational Management:
Healthy, active communication contributes to productivity and thus, competitive advantage. Communication is circular process, yet it is rare that the message being sent is the one actually received. Many times both parties will act upon their own distorted understanding of a situation from the point at which communication begins. In a global workplace, with no one language, set of behaviors, or culture serving as a ‘norm,’ it is, as such, imperative to work toward constant and ongoing employee integration, in an effort to circumvent misunderstanding and prevent stalemate. Organizations desirous of participation in the new global economy must thus make certain concessions in their traditional demands in order to understand the various communications attributes of each unique social group, their power structure and social norms, in an effort to demonstrate an interest in and desire to promote cross-cultural integration, prevent alienation, and attract and retain human capital.

In order to understand the effective modern organization, to understand what power structures or management models will best serve in our new economy, it is essential to recognize that independent of technology, globalization, or economics, at the very core of every organization are people. The effective leader will recognize the importance of emotional intelligence and communicate respect for the various cultural, educational, societal, and religious values which have contributed to the human capital contained in their employees. This manager must work to constantly foster new methodologies which employ the attributes of each, in an effort to create a truly dynamic workplace.

Thus the new, effective manager is one who works to fuse the social sciences with the practical. This leader studies the intricacies of communication, cultural influence, technology and intergenerational relations, conceiving that a general understanding of people, their government, and the various cultural, technological, and social influences which have surrounded them throughout their development have literally molded people into who they are. The manager will then work with his or her employees to assist in their goal toward self actualization, understanding that to aid individuals in finding satisfaction in their work, and thus their experience while at work, is to foster loyalty and, as result, facilitate organizational cohesion. This manager will participate in a form of transformational leadership, recognizing that it is often the organization that requires the employee, and so, it becomes management’s responsibility to work to fuse individuality with conformity. The individual who can succeed at this will facilitate loyalty amongst the ranks, and through participatory management, work toward organizational excellence, and thus, organizational sustainability.
Curriculum:

Two core MEIM courses, Creative Enterprises, and Managing Hollywood, I believe, are essential to my thesis, as in-depth study of the single most prevalent communications medium in modern history, the movies, and the business behind them, provides a certain form of insight into the forces which have shaped so much of modern thought. It is through the movies that, for over a hundred years, countless millions have chosen to escape, to be entertained, to satisfy their fantasies, to seek out that ‘something more’ which exists only in fiction – but that happens to replicate reality, almost to a tee.

Movies have provided a forum for five generations to develop their perceptions of other cultures. The theatre is often where individuals in the Americas, Eastern and Western Europe, and Asia, have shaped much of modern society’s attitude about themselves and perhaps more importantly, formulated their aspirations. It is for this reason that a study of the workings of various creative enterprises and the methodologies employed to facilitate their growth is imperative; to understand what has been experienced by viewers, and why. To remove their presence from this curriculum would be to negate much of the sociology which I believe applies to management in a global economy.