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Two Options for Your Required Replies to Classmates 
Option 1 is that you find a consultant selection made by a classmate to address a specific issue, as identified by the issue number and description, with which you disagree. You must state why you believe there is a better consultant to address a particular issue that differs from your classmate’s response. You must state the major idea associated with your choice and why that idea applies to the issue more appropriately. Your reply must be supported with course materials, in-text citations, and references.
Option 2 occurs if you agree with all of a particular classmate’s consultant selections. In that case, you must address one of the six (6) listed issues that your classmates did not answer. You will explain which consultant you think could best address that issue, the school of thought that individual represents, and explain how the major contribution or idea of that individual applies to the specific issue you selected. Your reply must be supported with course materials, in-text citations, and references.
Note: You may use either Option 1 or Option 2 for each different classmate to whom you respond.

Why It Matters: Introduction to Management


Primary Functions of Management

Types of Managers and Their Roles

The Advantages of Managing People Well

Putting It Together: Introduction to Management

Why It Matters: History of Management

Scientific Management

Bureaucratic Management

Humanistic Management

Current Developments in Management Practices

Putting It Together: History of Management

Student 2:

(1) The furniture manufacturing functions are very disorganized. It is not clear how to best organize these functions. For example, the varnish and dye experts each use a different method to complete all of their tasks.

Bring in Fredrick Taylor to scientifically help determine the “one best way” to organize the furniture manufacturing process. Digital Taylorism can help break down the processes and make each step standardized with training, etc. (UMGC, 2021, Scientific management, para. 6)

(2) The production schedule is a mess. It is not clear which projects should be completed first in order to ensure products are being delivered to customers on time.

Introduce Henry Gantt to explain and utilize his Gantt chart process. The chart would analysis each process and help monitor product/delivery timelines. This will give an overview of the process from start to finish; specifically, the terminal element(s) to the summary (product delivered) element. (UMGC, 2021, Scientific management, para. 15)

(3) The lumberjacks, both in cutting trees down and shipping them by truck or boat, differ on the best methods to perform these tasks.

Recommend Frank and Lillian Gilbreth film the workers activities; allow the tasks to be broken down into different elements and determine how long each task takes. Ultimately, this will help determine the best workflow (prioritization) between cutting the trees and shipping them. (UMGC, 2021, Scientific management, para. 11)

(4) Tempers are flaring as a result of the disorganization. The office, clerical, and support workers are rude to each other and can’t seem to act as a cohesive work unit.

Bring in Mary Follett to explain informal processes within the Admin section, and how to better the work process through “expertise” authority. Additionally, have a one-on-one discussion with Alicia on integration and “group principles”; ensuring her understand of how managers and workers equally contribute. Lastly, provide constructive consultation on conflict resolution within the company, especially the support section. (UMGC, 2021, Humanistic management, para. 5)


University of Maryland Global Campus. (2021). Humanistic management in BMGT 364.

Document posted in UMGC BMGT 364 6982 online classroom, archived at

University of Maryland Global Campus. (2021). Scientific management in BMGT 364.

Document posted in UMGC BMGT 364 6982 online classroom, archived at

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