| Course | MAN-2100 Principles of Management |
|---|---|
| Module | Module 1 |
| Paper type | Discussion forum: initial post and two replies |
| Length | About 535 words |
| Format | Discussion post with APA 7 citations |
| School | Thomas Edison State University |
| Program | Bachelor of Science in Business Administration |
| Updated | October 2026 |
Free sample paper for MAN 2100 Module 1
Module 1 Discussion: Management Theories in Practice
Self-Checkout at the Library: What Three Management Theories See in One Change
I manage one of nine branches in a composite county library system in central New Jersey, and this spring the system replaced staffed checkout desks with self-checkout kiosks. Looking at that change through the theories in our Module 1 reading shows how much each one explains, and what each misses (Lumen Learning, n.d.).
Scientific management would see the change as a clear gain in efficiency. Taylor (1911) argued that managers should study each task, find the one best way to do it and design work around that method. Checking out a book is a highly repetitive task, and a machine performs it the same way every time. By that logic, staff time freed from the desk is time saved.
The human relations view asks what the change does to people. Our circulation clerks had built relationships with regular patrons over years, and several felt the kiosks made their skills invisible. Bruce and Nyland (2011) argue that the human relations school associated with Elton Mayo has been somewhat mythologized and was closer to scientific management in its aims than textbooks suggest, but its central point still applies here: how workers feel about their work affects how they do it. Two clerks told me they were afraid the kiosks were the first step toward eliminating their jobs.
Contingency theory holds that no single approach works everywhere; the right one depends on the situation. That is the most useful lens for us. At our busiest branch, near a commuter train station, kiosks cut lines and patrons love them. At our smallest branch, many patrons are older adults who come partly to talk with staff, and the kiosk sits unused. We are now redeploying clerks to help patrons find materials and use technology, keeping one staffed desk at the small branch. The theories together explain the change better than any one of them alone.
Reply to Danielle
Danielle, I agree that the Hawthorne studies changed how managers think about attention and morale, but I would push back on the idea that the human relations approach replaced scientific management. Bruce and Nyland (2011) make the case that the two schools shared more goals than the usual story allows, including higher productivity and less conflict. In your warehouse example, the new scanners came with both a time standard and a new team huddle. Isn't that a combination of the two theories rather than a choice between them? I would be curious whether your team responded more to the huddle or to the standard.
Reply to Marcus
Marcus, your point that contingency theory can become an excuse for any decision is fair. If the answer is always it depends, a manager needs some way to decide what it depends on. Our Module 1 reading describes contingency approaches as identifying the specific factors, such as technology, environment and the people involved, that determine which practices fit (Lumen Learning, n.d.). In my library example, the deciding factors were patron age, branch traffic and the kind of help patrons wanted. Naming those factors before deciding made the choice defensible to staff. What factors would you name for the restaurant schedule change you described?
References
Bruce, K., & Nyland, C. (2011). Elton Mayo and the deification of human relations. Organization Studies, 32(3), 383-405. https://doi.org/10.1177/0170840610397478
Lumen Learning. (n.d.). Principles of management. Open Educational Resources. https://courses.lumenlearning.com/wm-principlesofmanagement/
Taylor, F. W. (1911). The principles of scientific management. Harper & Brothers.
Reading the MAN 2100 Module 1 assignment instructions
MAN-2100 has seven graded discussion forums, worth 25% of the course grade, plus an ungraded but required introductions forum in Module 1. The syllabus describes participation as an initial response to the discussion question and at least two comments on classmates' responses, all of them substantial. Agreeing or saying ditto does not count; when you agree or disagree, state and support your position with relevant course information. The Module 1 question generally asks you to apply one or more management theories from the Lumen Learning reading to a real organization or situation. Proofread every post, since mature, edited writing is part of the grade. An early first post gives classmates something to answer before the weekend.
Inside the MAN 2100 Module 1 example
The initial post starts from one real-feeling change in the writer's workplace and applies three theories to it in turn, each in its own paragraph with a source. Scientific management explains the efficiency case, human relations explains the staff's reaction, and contingency theory explains why the same change worked at one branch but not another, which is where the post lands. The first reply disagrees respectfully with a classmate by using a source that complicates a familiar story, then asks a question about the classmate's own example. The second reply concedes a classmate's point, answers it with the reading and turns it back with a question, keeping the discussion moving. Each paragraph of the post carries one theory and one citation.
Where the marks sit in the MAN 2100 Module 1 rubric
Discussion grading in MAN-2100 considers both quality and quantity: an initial post that answers the question with relevant course concepts, at least two substantial replies, awareness of what classmates wrote, and proofread, respectful writing. Mentors reward posts that apply theory to a specific situation rather than restate definitions, and replies that bring in new evidence, push back politely or pose a question. Supporting your view with course materials is explicitly part of the syllabus standard. Timeliness also matters, since late initial posts give classmates less to respond to. Seven forums make up a quarter of the grade, so steady participation pays. Replies that ask a genuine question tend to keep the thread alive.
MAN 2100 Module 1 help: mistakes that cost marks
The most common discussion mistake in this course is a reply that simply agrees or compliments a classmate, which the syllabus explicitly does not count as participation. Say why you agree or disagree and support it. Another is an initial post that summarizes all the theories from the reading without applying any of them. Pick a situation you know and use two or three theories to explain it. Cite the Lumen Learning text when you use its ideas. Keep a respectful tone even when disagreeing. Send us your Module 1 prompt and a workplace change you lived through, and we will shape them into a sample thread for you. Check that every reply would make sense to someone who had not read your first post.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Thomas Edison State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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MAN 2100 Module 1 questions, answered
Where can I find a free MAN 2100 Module 1 sample paper?
The Module 1 discussion example above is complete: an initial post applying three management theories to one workplace change and two replies that state and support positions, with references and notes.
How many replies does a MAN-2100 discussion need?
The syllabus asks for an initial response and at least two comments on classmates' responses, all of them substantial.
What textbook does MAN-2100 use?
The Online syllabus lists the Lumen Learning open textbook Principles of Management, supplemented by articles from the TESU ProQuest database.
What is contingency theory in management?
The view that no single management approach works everywhere, and that the best practice depends on factors such as technology, environment and the people involved.
How is MAN-2100 graded?
Seven discussions count 25%, three career development assignments 20%, two written assignments 20%, eight module quizzes 10% and the final project 25%.