University of Maryland

BMGT 364 – Management and Organization Theory

Week 5 – Discussion
Discussion Instructions
Please refer to the Discussion Grading Rubric for details regarding how your performance will
be assessed. NOTE: Please be certain to read the entire discussion assignment since, in some
cases, there is more than one question to discuss, respond to, or address. Be sure that you have
answered the entire question!

Initial Post
This week's discussion continues with the Smithfield Custom Furniture case. Your posting
should answer the questions posed using the course materials to support your answers. It is
important to write concisely and to follow the detailed instructions provided below. Include in-
text citations and references in a reference list.

Case Discussion: Smithfield Custom Furniture (Part 3)

It is now 2015, and Smithfield's Custom Furniture has continued to grow. Its new product line of
lower-priced furniture was an immediate sensation in the marketplace. The company now has
344 stores and 21,000 employees. The company now has a total of 12 international retail stores
evenly divided among Spain (3), France (3), Germany (3), and England (3).
Margot Smithfield, Jonas Smithfield III's only heir, is now running the company. She has a
master's degree in design and an MBA degree. She has been running the company for 3 years.
Margot Smithfield and the 12-member board of directors have been assessing an opportunity to
acquire You Figure it Out, a moderately profitable 51 store chain of ultra-modern furniture. You
Figure it Out's furniture and furniture-related accessories are all made in China and sold only in
the United States. Their retail stores are located in Texas (6), California (13), New York (15),
Nevada (4), Florida (9), and North Carolina (4).
Margot and her board have reasoned that the company has excess capacity at their 5
manufacturing plants. They know that producing a new line of furniture would mean retraining
several hundred of their workers in the new production process. However, if this change is
successfully executed, it would significantly increase the profitability of the You Figure It Out
brand. The company also sees a market for the ultra-modern style of furniture in Smithfield's
existing foreign markets and believe the current Smithfield stores in Spain, France, Germany,
and England could display some of the new furniture along with their traditional lines of
furniture and take orders that would be produced in the US plants. Other than that, the Smithfield
Custom Furniture product line and the You Figure It Out brand would operate as they currently
do.
They have decided to conclude the purchase with You Figure It Out executives and want to
announce the decision to their workforce as soon as possible.
The Management Issue: Margot Smithfield is concerned she will overlook something important
in her communications to employees and the board's decision-making.

Your Task for Your Initial Post

Margot Smithfield is asking for your input to help her understand and ensure she does not
overlook anything important to introducing a new furniture product line to the current Smithfield
product line. She has requested that you send her a single-spaced summary, using only course
readings and proper citations, that addresses (in the order they are listed) the issues she believes
she needs to be aware of related to communications and decision making.
1. Explaining to her, using not more than 4 sentences, why employees need to understand
the need for Smithfield to continue to be innovative.
2. Selecting the 3 "noise" factors that are most likely to interfere with the successful launch
of the new product line. Using not more than 4 sentences for each of your 3 noise factors,
you will explain to Margot why you selected each of the 3 noise factors you selected,
including their potential negative impact on a new product launch if it is not eliminated or
reduced.
3. Identifying for Margot Smithfield the 3 most significant obstacles to change that you
believe will make the acceptance of the new product line difficult for employees to
support. Using not more than 4 sentences for each obstacle to change you identified, you
will explain to Margot why you selected each of the 3 obstacles to change, including each
obstacle's potential negative impact on a new product launch if it is not eliminated or
reduced.
4. Selecting for her and explaining, using not more than 4 sentences, the one specific
change management technique or tool you think is most likely to pave the way for a
successful launch of the new product line.
5. Explaining to her, using course readings on decision making and in no more than 4
sentences, the most likely decision-making oversight the board could make in the launch
of a new product line.
Note: You are expected to use in-text citations and create a reference list in answering the above
5 issues.
Format for Your Initial Post
You must use the following numbers and corresponding headings for each part of your response
to a particular issue.
1. Understanding the Need for Innovation.
2. Significant "Noise" Factors
3. Obstacles to the Acceptance of Change
4. An Effective Change Management Technique
5. Possible Decision-Making Oversight

Two Options for Your Required Replies to Classmates

Option 1 is to find an issue of the classmate to whom you respond with which you disagree. You
must state why you believe there is a better manner 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 initial posting responses. In that
case, you must expand on one issue that your classmate presented. Your reply will provide more
depth or other related factors that your classmate also should consider. 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.

Instructions for Responses to Classmates' Posts

A response posting should be a minimum of one short paragraph. Word totals for these posts
should be in the 75–150-word range. Your response posts' goal is to extend discussions already
taking place or pose new possibilities or ideas not previously voiced. Your goal should be to
motivate the group discussion and present a creative approach to the topic. Do not merely agree
or disagree, repeating what a classmate stated or what you have already stated. Explain the 'why
or how' with supporting evidence and concepts from the course material. Include in-text
citations and associated references within a reference list.

How to Do Well in Discussions

 Make your initial post responding to the above questions by Saturday, 11:59 p.m. EST.
 Comment on at least three of your classmates' posts by Tuesday, 11:59 p.m. EST.
  Posting late may lose you points.
 Respond to the specific questions posed in the discussion.
 Be sure to base your initial post and responses on course materials, and other scholarly
sources.
 Write clearly and proofread; errors can lose you points.
 Quality of posts, citations, frequency, and timeliness of posts all factor into your
discussion grade.
When you join the discussion, click on the Participation Rubric for details
Hello Professor and Class!

1. Understanding the Need for Innovation:

Employees must understand the necessity for Smithfield to maintain innovation to remain
competitive in the furniture market (Lumen, n.d., Boundless Management: Adapting and
Innovating). Innovation ensures relevance amidst changing consumer preferences and market
dynamics, fostering long-term sustainability and growth (Lumen, n.d., Adapting and Innovating).
2. Significant "Noise" Factors
a. Resistance to Change: Employees may resist introducing a new product line due to fear of job
displacement or unfamiliarity with the new processes, potentially leading to decreased morale
and productivity (Lumen, n.d., Managing Change for Employees).
b. Communication Breakdown: Inadequate communication channels or unclear messaging can
result in misunderstandings and rumors, hindering buy-in and cooperation from employees
(Lumen, n.d., Barriers to Effective Communication).
c. Lack of Training: Insufficient training on the new product line may lead to errors in
production, quality issues, and frustration among employees, impacting the successful launch of
the new line (Lumen, n.d., Managing Change for Organizations).
3. Obstacles to the Acceptance of Change
a. Fear of Job Insecurity: Employees may perceive the new product line as threatening their
current roles, leading to resistance and reluctance to support the change (Lumen, n.d., Managing
Change for Organizations).
b. Organizational Culture Clash: Introducing a new product line may clash with the existing
organizational culture, creating tension and resistance among employees accustomed to
traditional practices (Lumen, n.d., Managing Change for Organizations).
c. Lack of Leadership Support: Without visible support and endorsement from top management,
employees may question the legitimacy and feasibility of the change, impeding acceptance and
commitment ().
4. An Effective Change Management Technique
1. Implementing a comprehensive communication strategy, including town hall meetings,
regular updates, and Q&A sessions, can foster transparency, address concerns, and garner
employee buy-in (Lumen, n.d., Barriers to Effective Communication).
4. Possible Decision-Making Oversight
1. The board may need to pay more attention to involving frontline employees in the
decision-making process, leading to a lack of crucial insights and buy-in from those
 directly affected by the new product line (Lumen, n.d., Why It Matters: Decision
Making).
References

Lumen (n.d.). Boundless Management: Adapting and Innovating. Retrieved from: Adapting and
Innovating | Boundless Management (archive.org)

Lumen (n.d.). Principles of Management: Barriers to Effective Communication. Retrieved from:

Barriers to Effective Communication | Principles of Management (lumenlearning.com)

Lumen (n.d.). Boundless Management: Managing Change for Employees. Retrieved from:
Managing Change for Employees | Boundless Management (archive.org)

Lumen (n.d.). Boundless Management: Managing Change for Organizations. Retrieved from:
Managing Change for Organizations | Boundless Management (archive.org)

Lumen (n.d.). Principles of Management: Why It Matters: Decision Making. Retrieved from:
Why It Matters: Decision Making | Principles of Management (lumenlearning.com)

Marquet, D. (2015). What is leadership? - With David Marquet. Retrieved from:

https://www.youtube.com/watch?v=pYKH2uSax8U