ADMS1000 COURSE ASSIGNMENTS MINI-CASE ASSIGNMENT#1
SUBMIT IN CLASS: SESSION 4
INSTRUCTIONS:
1. Assignments are to be typed in 12 point font, times roman, one inch margins 2. Maximum 2 double-spaced pages, stapled (No title page).
3. Print at name, student number, date at top right corner of paper.
4. This assignment is worth 5% of overall grade in the course.
Papers will not be marked that do not follow these instructions. NO LATE ASSIGNMENTS ACCEPTED
MINI CASE: THE 3M ORGANIZATION1
Read the article below, then respond to the questions following the article:
The Minnesota Mining and Manufacturing Company (3M) started in the early 1900s in Minnesota. The company is regarded as an innovator and contributor of countless new products and ideas. In fact, this company has been in the business of developing innovative products for over 100 years. They created everything from the first audio and videotapes to the 3M Post-it (sticky) notes. These are only a few of the many product innovations generated by 3M. Its success has been built on its ability to continually develop new ideas and new products. Its innovative culture has a lot to do with its approach to managing people.
3M allows employees to take charge of their own actions. One way in which they do this is by giving employees the option to direct themselves for 15 percent of their time. During this time, employees can work on projects of their own choosing and without management approval. Management at 3M also acknowledge and reward the people who have succeeded by their own initiative. Often it is the employees who initiate the innovations and it is the employees that have control over a product’s completion, rather than leaving it up to the judgment of a higher level
1 Based on “about 3M”, http://www.3m.com/3M/en_US/company-us/about-3m/; http://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamo

manager.
Another strength of 3M is its climate of communication and sharing. All employees are encouraged to work together, rather than to simply work under the supervision of a manager. Bonuses are given to teams who develop winning products and not to individuals. This encourages people to work together.
At 3M, team leaders tried to facilitate communication by bringing together 3M employees from various cultures and various areas of expertise. Leaders get team members talking about problems and they generate solutions together. People aren’t forced into performing one narrowly defined job, but rather each will share in the development of new product ideas within the development team.
3M also prides itself in giving employees valued rewards for their work. They need to believe that their contributions matter and that they are appreciated by those around them. Managers at 3M always tried to provide that recognition through peer-nominated award programs, a corporate technical “hall of fame” and other mechanisms.
CASE QUESTIONS (TOTAL 30 MARKS)
Keep in mind that in addressing the questions below, you must apply the concepts, theories or frameworks discussed in class or in the assigned readings. Make any assumptions that you feel are necessary.
Question 1 (TOTAL 20 MARKS)
1) Explain how Chester Barnard’s (10 marks) and Mary Parker Follet’s (10 marks) approaches are being applied in the 3M. Explain in detail (discuss separately for each of these two approaches). (20 marks)
Question 2 (TOTAL 10 MARKS)
Describe how the global (5 marks marks) and technological forces (5 marks) CAN have a POSITIVE impact on a business like 3M (make any assumption that you require). Discuss the nature of each force separately.