...p. 204). Learning to adapt to, and benefit from, changes and unpredictability in the environment is essential to an organisation’s success. However with this environment as the context for organisational learning, difficulties with traditional linear organisational learning becomes clear (Cooksey, 2003, p. 205). Systems thinking provides a way to understand the internal and external relationships within the organisation and the way that these can influence the organisation. In addition to building a more complete understanding of how organisation’s function, systems thinking brings together the elements that an organisation requires in order for it to be a learning organisation. These include personal mastery, team learning, building shared vision, effective leadership and learning processes and practices. In order to make sense of the complex tasks and problems that occur within organisational environments, we break them down into smaller tasks and problems which, although it makes them more manageable, leaves us with a disjointed view and we lose sight and our connection with the ‘whole’ (Senge, 2006, p. 3). Cooksey (2003, p. 206) notes that in the short term this search for simple, generalised solutions to problems within the business environment may provide favourable results, in the longer term it will often fail. The reason it fails is that the solution often does not take into account the sensitivities and complexities which influence the business as a whole (Cooskey, 2003...
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...Running head: PARADIGM EVALUATION OF LEARNING ENVIRONMENTS Paradigm Evaluation of Learning Environments Carolyn Gantt EDA-575 Educational Leadership in a Changing World September 25, 2013 | |Paradigms Belief |Opposite Paradigms Belief | | 1. Planning strategically |Education is important because it provides |Due to limited finances schools are force to work | | |learning, structure and safe environment |with a Skelton staff forcing teachers to take various| | |for students. |job responsibility decreasing the ability to effetely| | | |protect the school environment. | |2. Managing conflict |Administrator who assess whether or not |An environment of conflict is administrated with the | | |they give credibility to individuals and |lack of respect of staff and stakeholders. | | |groups whose values an opinion may conflict| | | |with staff effectiveness in working with ...
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... During this time, the Waunakee School Board members demonstrated many levels of governance. They held discussions focused around a district vision and strategic plan, voted on proposals the would improve the district, and gathered information on student learning and district successes. When referring to the “Eight Characteristics of an Effective School Board” (Dervarics & O'Brien, 2011), the Waunakee School Board demonstrated many areas of proficiency. First, the Waunakee School Board has assigned clear roles to its members and established procedures so that meetings run efficiently. All of the communities which the Waunakee Community School District services had a representative present to ensure that all viewpoints were present. The School Board President, Peggy Hill-Breuing, facilitated the meeting. The Superintendent, Randy Guttenburg, and other administrators were present to communicate district information, but it was evident that the role of the School Board was to make the final decisions. At one point, a school board member suggested that they spend more time clearly defining the roles of the...
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...true in their assessment in judging the current reality as well as very clear in the vision of where they wanted to be in the future. The managers at NUMMI took on the roles of designers, teachers as well as stewards thus creating an ambiance of shared responsibility and mutual respect. The corporate philosophy of the company changed to be customer centric. Service to its customers was considered as of paramount importance followed by service to its employees. The labors at the plant felt a sense of ownership and pride not only in the work they performed but also in the overall growth of the company. The hierarchical structure in the company was changed to be more flatter organization in which the opinions of the lowest members of the organization were also recognized for the benefit of the company. There was a culture of discipline and long term visibility of the firm shared among the employees of the firm. The management at NUMMI realized that the long term sustainability of the company could only be achieved by the process of continued learning, or something referred to as “learning organization”. 2. Discuss how NUMMI meets Senge’s fundamental leadership challenges: 203 words a. Building shared vision b. Surfacing and challenging mental models c. Fostering systems thinking The leadership at NUMMI acquired new leadership skills and their relentless pursuit in developing those skills through a lifelong commitment. These leadership skills were...
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...Business Vision & Mission Vision “What do we want to become?” Vision Statement Examples General Motors’ vision is to be the world leader in transportation products and related services. Ch 2 -2 Vision Clear Business Vision Comprehensive Mission Statement Ch 2 -3 Mission Statement • Answers the question: – “What is our business?” • An enduring statement of purpose that distinguishes one organization from other similar enterprises • A declaration of an organization’s “reason for being” Ch 2 -4 Mission Statements are also called • • • • • • Creed statement Statement of purpose Statement of philosophy Statement of beliefs Statement of business principles A statement “defining our business” Ch 2 -5 Mission Statement Examples Proctor & Gamble provides branded products and services of superior quality and value that improve the lives of the world’s consumers. As a result, consumers reward us with industry leadership in sales, profit, and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper. Ch 2 -6 Vision & Mission • Great benefits can be achieved if an organization – Systematically revisits their vision and mission statement – Treats them as living documents – Considers them to be an integral part of the firm’s culture Ch 2 -7 Vision & Mission Shared vision creates a community of interests Ch 2 -8 Developing Vision & Mission ...
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...thinking for its members (Garcarz, Chambers & Ellis 2003, pg.1). It develops, adapts and transforms itself in response to the needs and aspirations of people (Garcarz, Chambers & Ellis 2003, pg.3). And finally a learning organisation, allows people at all levels, individually and collectively, to continually increase their capacity to produce results they really care about (Garcarz, Chambers & Ellis 2003, pg.3). 5 People Behaviours: BP is a learning organisation, because they know that using knowledge better than their competitors is what can and will allow them to continue to lead the global market. The five disciplines that Peter Senge identified in innovative learning organisations are system thinking, personal mastery, mental models, a shared vision and team learning. Each discipline...
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...concepts. They are developing concepts, to be sure, but inseparable. How ethical leaders relate to and come to understand the world around them involves judgment and action. These can be developed. In sum, the leader's role is to guide the human potential of the organization's stakeholders to achieve organizational aspirations in ways that liberate rather constrain their imaginations and judgment. Ethical leadership must, then, be effective, efficient, and excellent if it is not to waste human potential. It is not enough to be ethical in one's individual actions to be an ethical leader. To be effective, efficient, and excellent, four components of ethical leadership must be understood and developed: purpose, knowledge, authority, and trust. The relationship between these four components can be visualized as interrelated components, as described in the figure opposite. Attention to any one component alone is incomplete and misleading. * Purpose-The ethical leader reasons and acts with organizational purposes firmly in mind. This provides focus and consistency. * Knowledge-The ethical leader has the knowledge to judge and act prudently. This knowledge is found throughout the organization and its environment, but must be shared by those who hold it. * Authority-The ethical leader has the power to make decisions and act, but also recognizes that all those involved and affected must have the authority to contribute what they have toward shared purposes. * Trust-The...
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...construction project, formulate a vision statement for the team project. According to Gray and Larson (2008) a vision is unlike a project scope statement, which includes: budget, end dates, and performance requirements, a vision involve the less tangible aspects of project performance. It refers to an image a project team holds in common about how the project will look upon completion, how they will work together and/or how customers will accept the project (p. 361-362). A simple level of a shared vision will answer the question, what do we want to create? Not everyone will have the same vision, but the images should be comparable. Additionally, vision comes in a variety of shapes and forms such as: in a slogan, a symbol and/or written as a formal vision statement (p.362). A vision can also inspire members to give their best effort. However, shared visions bring together experts with different skills and agendas to a mutual objective. Shared visions also help motivate members to subordinate their individual agenda and do what is normally best for the project. Finally, a shared vision for a project fosters obligations to the long term and discourages expedient responses that collectively dilute the quality of the project (Grey & Larson, 2008). Developing a vision statement is a chance for members of the organization and or project to come together and look at their areas of expertise and collectively decide the future of the project. The vision statement for this project...
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...a) Define what is Leadership? What are the differences between a Leader and a Boss? Leadership is defined as the ability to influence a group toward the achievement of goals or vision. Differences between a Leader and a Boss: i. Source of Authority: Leader gets the source of authority from his or her following. For leaders that have the subordinate, when they want to lead they have to give up formal authoritarian control because to lead is to have followers, and following is always a voluntary activity. Boss obtains the source of authority through the formal authority from outside of the group that s/he is managing. S/he has a position of authority vested in them by the company and their subordinates work for them and largely do as they are told. ii. Influences vs Formal Authority: Leader influences group. For leaders, telling people what to do does not inspire them to follow you. Leaders normally has to lead by example by appealing to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people. Boss-ship often uses formal authority to...
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...Chapter 2 The Business Vision & Mission Strategic Management: Concepts & Cases 13th Edition Fred David Ch 2 -1 Ch 2 -2 Vision Vision Agreement on the basic vision for which the firm strives to achieve in the long term is especially important. “What do we want to become?” Ch 2 -3 Ch 2 -4 Vision Statement Examples Vision Statement Examples PepsiCo’s responsibility is to continually improve all aspects of the world in which we operate – environment, social, economic – creating a better tomorrow than today. Dell’s vision is to create a company culture where environmental excellence is second nature. Ch 2 -5 Ch 2 -6 1 Vision Mission Statement Clear Business Vision Answers the question: “What is our business?” Comprehensive Mission Statement Reveals: what the organization wants to be whom we want to serve Ch 2 -8 Ch 2 -7 Mission Statement Mission Statements are also called An enduring statement of purpose that distinguishes one organization from other similar enterprises A declaration of an organization’s “reason for being” Creed statement Statement of purpose Statement of philosophy Statement of beliefs Statement of business principles A statement “defining our business” Ch 2 -10 Ch 2 -9 Mission Statement Examples We aspire to make PepsiCo the world’s premier consumer products company, focused on convenient foods and beverages. We seek to produce healthy...
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...30, 2011 Strategic planning efforts are effective in developing a strategic plan, because they help an organization to determine their direction. In order to determine the direction, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Strategic planning is effective in plotting a company's long-term and short-term directions. It is the cornerstone for an organization to survive during turbulent business times. Their strategy is a roadmap or the path chosen to move towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision. All strategic planning must answer at least one of three key questions: 1. "What do we do?" 2. "For whom do we do it?" 3. "How do we excel?" This starts with a shared mission. The key concepts within strategic planning include an understanding of the organization’s vision, mission, values and strategies. An advantage of having a statement is that it creates value for those who get exposed to the statement, such as prospective customers, managers, employees. Statements create a sense of direction and opportunity. They are an essential part of the strategy-making process. Vision defines the way an organization or enterprise will look in the future. Vision is a long-term view, sometimes describing how the organization would like the world...
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...a Strategic Direction Visions and Values Paul Olk, Peter Rainsford, and Tsungting Chung ncreased globalization and the incorporation of many new information technology (IT) tools have enhanced the need for top management to set a clear strategic vision for a company. As market demands and the ability to communicate globally encourage companies to continue to expand into new geographical and product markets—and as they also enter into long-term buyer-supplier relationships or contract out activities previously conducted internally—companies are spread more thinly. This creates a challenge of how to coordinate all of the activities conducted around the globe and by partner organizations. While sophisticated software programs (e.g., enterprise resource planning [ERP]) or intranet capabilities enhance internal communication, these are not adequate. Establishing and maintaining a consistent strategic direction for the company begins with setting a clear vision for the company. A strategic vision provides multiple benefits to a company. First, it presents a broadly shared sense of organizational direction and purpose. Direction is needed because few organizations have achieved greatness by being all things to all consumers. To instill a purpose, most successful companies achieved their leadership position by adopting a vision far greater than their resource base and competencies would allow (de Kluyver & Pearce, 2002; Hamel & Prahalad, 1989). A vision also provides a framework...
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...§ THE MODEL – vision, values, strategy, empowerment and motivation and inspiration CHANGE CHANGE MANAGEMENT Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. WHAT HAPPENS DURING CHANGE PROCESS??? DIFFICULTIES IN IMPLEMENTING CHANGE: • Comfort zone • Cultural taboos • Emotional barriers – fear, ego, threat • Resistance to change • Lack of respect for the people • Lack of self confidence RESISTANCE TO CHANGE WANT CHANGE SUCCESFULLY ???? LEADERSHIP Leadership makes the difference Change Management vs. Change Leadership -- What's the Difference? • Change management is a set of basic tools or structures intended to keep any change effort under control. • The goal is often to minimize the distractions and impacts of the change. • Change leadership, concerns the driving forces, visions and processes that fuel large-scale transformation. • Change leadership is much more associated with putting an engine on the whole change process, and making it go faster, smarter, more efficiently. WHY MANAGEMENT IS NECESSARY BUT NOT SUFFICIENT? Change programme fails: • Poor management • Poor planning • Poor monitoring and control • Lack of resources • Know-how • Incompatible corporate policies and practices According to Hooper and Potter , leadership of change means “developing a vision of the future, crafting strategies to bring that vision into reality that...
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...designed to meet an immediate need based on a lack of knowledge or experience. Currently, we have five different levels of training based on time on the job or position. Peter Senge, in an obscure little sentence in his book, says, “ To be a true teacher, you must be a learner first” (Senge, 1990. 2006, p. 332). He adds that the teacher’s passion for learning inspires their students. He further insists that managers, which I will translate to organizational leaders, must commit to be practitioners, not just “advocates” or preachers. My goal therefore is to use the theory from Peter Senge and apply it to my organization. The challenge is to take the theory and put into practice. Senge’s five key disciplines are mental models, shared vision, team learning, personal mastery, and systems thinking. Senge believes that the five disciplines converge to create new waves of experimentation and advancement, and hopefully, “learning organizations.” A learning organization is not one where the members of an organization just takes in information, but where team members continually expand their capacities and create desired results. This work will become my template to create a learning organization. Today I conducted a training where the information was important to learn and...
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...Gene One to develop from a $2 million dollar company to the current $400 million dollar company of today. Gene One is coming up on an opportunity for their organization with the transition to an initial public offering (IPO). A milestone for any company is the issuance of publicly traded stock. While the motivations for an initial public offering are clear-cut, the means for doing so is complex. The opportunity they have is to develop an effectively performing culture all working towards the same goal. The company is in a transition phase. I believe that Gene One needs transformational leadership to realize the vision of taking the company into the public sector. Transformational leadership requires charisma, motivation, selflessness, and intellectual stimulation. Research on charismatic and transformational leadership indicates that a clear and compelling vision is useful to guide change in an organization (Yukl, 2006). The key issue in this scenario is their organizational culture. The company consists of individuals who each have a passion in relation to working in the biotech industry. The Board of Directors for Gene One is accustomed to operating on a private level....
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