BMA4000-20 A2: Individual Reflective Performance Report Case Study

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1. Description

The particular case I explored involved a Private Limited Company (Ltd.) that belongs to the fast-fashion business, a domain where products’ severities are made in a short period, the prices are low, yet it has a range of socio-eco impacts. The ever-consistent effort to sell fashionable and affordable clothing conflicted with some problems characteristic within the apparel industry like excessive production demands, problems regarding labour, and rivalry with corporations like Zara and H&M. Such challenges included areas about SWOT analysis, the market segmentation by customer demographics, as well as the appropriate sustainable and marketing and operational solutions to such challenges (Worthington & Britton, 2018).

In the class we discussed the formation of a group and its dynamics, how we followed the structure provided by Tuckman and Jensen’s form storming, norming, and performing stages where students formed a group and assigned each member roles and responsibilities of different departments in an organization and discussed solutions such as whether to prioritize costs cutting measures over environmental conservation and came up with a hybrid solution that could be used to recommend to the management. For example, achieving environmental objectives with affordability issues resulted in the creation of the “Recycle & Reward” program: maintaining a circular economy with incentives for the customers. Likewise, risks related to labour were related to advocacy within the framework of the promotion of third-party audits in conformity with ILO standards (Griffin & Pustay, 2015).

In my relation of problems to solutions, I stressed the issue of making sustainability an organizational core of the operation (such as water-efficient technologies) to reduce an organization’s negative impact on the environment, while not compromising competitiveness. Examples of the advertising campaigns addressed Generation Z using TikTok and Instagram and corresponding to the values and purchase behaviours of that demographic. Considering the Ltd. structure, financial planning was rather realistic due to the restrictions for capital access and an increasing number of compliance requirements.

Reference materials and sample papers are provided to clarify assignment structure and key learning outcomes. Through our assignments writing help, guidance is reflected while maintaining originality and ethical academic practice. The BMA4000-20 A2: Individual Reflective Performance Report Case Study highlights self-assessment, reflective analysis, and evaluation of personal performance within professional contexts. These resources are intended solely for study and reference purposes.

2. Feelings

In general, as a student, trying to solve the fast-fashion case made me feel more curious, frustrated, and the end, satisfied. At first, I could hardly contain my enthusiasm and at the same time, my nervousness about the possibility of dealing with the three major problems: affordability, ethics, and sustainability in a rather intense and competitive environment. The subject, as I gradually began to understand the social responsibility of fast fashion and its negative effects on the environment, was timely but rather daunting. I thought that it would be highly improbable for a small clothing business to be compared to such examples as Zara, and, at the same time, provide solutions to big problems, such as resource waste and labor exploitation. In handling the challenges, I was feeling quite optimistic sometimes but had my moments of self-doubts. Solutions suggested, such as the idea of introducing a “Recycle & Reward” program, seemed fresh to me, yet I always wondered whether customer convenience would be put over environmental concerns (Morrison, 2011). These steam activities amplified the doubts that participants had during the ‘storming’ phase such as cost and ethical issues. This experience was thoroughly documented in the BMA4000-20 A2: Individual Reflective Performance Report, allowing reflection on both practical and theoretical learnings. These shut it down but I had the motivation to research further to understand solutions such as circular economies and ILO standards that could fit my imagination on reality. At the beginning of the program, I doubted about my business knowledge. Though having some ideas about the SWOT analysis and Tuckman’s group stages, using them in real-life cases seemed to be quite novel. There were certain terms, such as “closed-loop systems”, with which I had to look up, and I was worried that some of my proposals may not be very comprehensive. Still, working together with fellow students and citing reports such as McKinsey’s State of Fashion helped fill the knowledge gaps I had.

3. Evaluation

First, evaluating the case study, some evident strengths should be pointed out. First, referring to Tuckman and Jensen’s work, we were able to understand the stages of group work and navigate from confusion and disputes to formulating a strong working strategy, Documenting these observations in the BMA4000-20 A2: Individual Reflective Performance Report allowed me to link theory to practical team performance and critically assess both personal and group contributions. The SWOT analysis along with our sustainable measure solutions such as the “Recycle & Reward” were ethical, considering organizational integrity with the market appeal, which brought FMC to a good position with the trends. Teaming up helped me to expand my ideas as well, for example, when I combined digital marketing with circular economy concepts, it underscored the strength of different approaches. Nevertheless, some issues arose during what may be referred to as the “storming” phase where the participants could not agree on whether the focus should be made on costs or sustainability (Brooks et al., 2018). This mediated with my decision to delay delegating tasks based on Belbin’s team roles which created imbalance and led to some members of the team to disengage. Another of the weaknesses was excessive, and damaging discussions about minute aspects that contributed to some key conclusions about the financial planning and compliance being made under time pressure. Also, limited sources that were used, in this case, McKinsey (2021), restricted the coverage of the environmental strategies and may overlook other strategies. The movement of the group followed the idea of Tuckman and Jensen but with certain omissions. Still, we outlined the agreement, The roles of Belbin could have helped to determine the duties and increase the accountability. Likewise, Hackman’s group effectiveness model might have helped in goal formulation and resource management (Needle, 2019).

4. Analysis

Among those strategies, it was effective to use SWOT analysis to establish that what has been a strength (agile production) fits with what is an opportunity (sustainability partnership), which led to specific strategies such as “Recycle & Reward.” The ideas borrowed from Tuckman and Jensen’s group theory also proved beneficial in easing the process of coming to a consensus concerning the so-called hybrid solutions. Furthermore, targeting social networks (TikTok, Instagram) was suitable for reaching the main audience because it matched the identified trends for Gen Z in the market according to McKinsey. Nevertheless, there were some deficiencies in operating and financial management strategies (Palmer & Hartley, 2012). While various sustainability measures were put into consideration, there were hardly any specifications given on the costs that would be required for a shift to organic materials or renewable energy which would have been critical for the feasibility. The lack of switches for additional frameworks was also weak; hence, more attention can be paid to the use of other frameworks like Porter’s Five Forces for evaluating competitive threats or Mintzberg’s emergent strategies for changes in the market. For instance, Porter’s cost-differentiation hybrid stratagem could have provided a better rationale for addressing the affordability and the promotion of the company’s eco-efforts correlations. Depending on the general result, it is possible to identify that the most difficult Sections were the Operations and Financial Management. Some of the challenges such as getting an ethical supply chain, and measuring the cost of carbon neutrality in the operation were technical. Financially, the organization of capital raisings (such as loans compared with equity) under the Ltd. model required greater considerations of the trade-offs between risk and return. Here, I should have used such theories as Hackman’s team effectiveness to enhance compliance burdens as a result of appreciating resources during group work (Morrison, 2020).

5. Action Plan

Conclusion

BMA4000-20 A2: Individual Reflective Performance Report Case Study

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In general, I have to enhance my quantifiable and tangible skills in case studies most especially the analytical and operational skills in financial and supply chain management where I would need to make cost estimates (for instance the changes to sustainable materials). By extending the use of some of these strategies such as Porter’s Five Forces and Mintzberg’s emergent strategies, depth will come into wealth to give more light on competitive forces as well as competition sensitivity and adaptability. Using a range of different research sources and including ESG factors can also enhance the solutions’ resilience. When it comes to group assignment, sources of conflict and ways of assigning the responsibilities such as using Belbin’s efficient team roles help in reducing group discord during the storming stage. Effective time management by following structured approaches such as Hackman’s model in the goal-setting process will also result in equal contributions amongst all the members. Also, increasing the level of active listening as well as the level of adaptability of the communication style improves intercultural perspectives to guarantee a more fruitful alignment of the collective tasks with Tuckman’s stages (Boddy, 2019).

Our assignment sample demonstrates how sources should be cited, and you can refer to a detailed Harvard Referencing Guide Example to ensure your work meets academic standards and maintains consistency throughout.

References

• Boddy, D. (2019) Management: Using Practice and Theory to Develop Skill. 8th edn. London: Prentice Hall.
• Brooks, I., Weatherston, J. and Wilkinson, G. (2018) The International Business Environment. 4th edn. Harlow: Prentice Hall.
• Griffin, R.W. and Pustay, M. (2015) International Business: A Management Perspective. Harlow: Pearson Education.
• Morrison, J. (2011) The Global Business Environment: Meeting the Challenges. Basingstoke: Palgrave Macmillan.
• Morrison, J. (2020) The Global Business Environment: Towards Sustainability? 5th edn. Basingstoke: Palgrave Macmillan.
• Needle, D. (2019) Business in Context: An Introduction to Business and Its Environment. 5th edn. Andover: Cengage Learning.
• Palmer, A. and Hartley, B. (2012) The Business Environment. 7th edn. New York: McGraw Hill.
• Sloman, J. and Jones, E. (2017) Essential Economics for Business. 5th edn. London: FT Prentice Hall.
• Worthingon, I. and Britton, C. (2018) The Business Environment. 7th edn. London: Prentice Hall