...Case Study Analysis 2 of Coach K: A Matter of the heart and Coach Knight: The will to win Valencia Carter Grand Canyon University Coach K and Coach Knight both achieved significant success during their college coaching careers. Both coaches possessed the knowledge, skills, and abilities to lead their teams to numerous victories. However, their approaches to this success were very different. Robert Katz and M.D. Mumford identified three skills that leaders should have to ensure their effectiveness and success. Those skills included: technical, human, and conceptual skills. Robert Blake and Jane Mouton developed a leadership grid that indicated behaviors of leaders that were based on people and results. Based on these two leadership models, the coaches were very diverse on the methods exercised to lead their teams. One coach was more concerned with human skills and development of people, while the other coach was more focused on technical skill and results. In employing the Katz and later studies of Mumford’s skills approach, Coach K is dedicated in promoting the development and growth within his team. He utilized his human skills in his ability to work with his team and other coaching staff to accomplish their goals (Northouse, p. 45). He created an environment of trust in where the team had faith in his leadership and each other. Coach K encouraged his team to rely on each other’s ideas and concepts and adapted them into his guidance of the team. He applied...
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...Case Study Analysis 2 of Coach K: A Matter of the heart and Coach Knight: The will to win Valencia Carter Grand Canyon University Coach K and Coach Knight both achieved significant success during their college coaching careers. Both coaches possessed the knowledge, skills, and abilities to lead their teams to numerous victories. However, their approaches to this success were very different. Robert Katz and M.D. Mumford identified three skills that leaders should have to ensure their effectiveness and success. Those skills included: technical, human, and conceptual skills. Robert Blake and Jane Mouton developed a leadership grid that indicated behaviors of leaders that were based on people and results. Based on these two leadership models, the coaches were very diverse on the methods exercised to lead their teams. One coach was more concerned with human skills and development of people, while the other coach was more focused on technical skill and results. In employing the Katz and later studies of Mumford’s skills approach, Coach K is dedicated in promoting the development and growth within his team. He utilized his human skills in his ability to work with his team and other coaching staff to accomplish their goals (Northouse, p. 45). He created an environment of trust in where the team had faith in his leadership and each other. Coach K encouraged his team to rely on each other’s ideas and concepts and adapted them into his guidance of the team. He applied...
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...BRIAN J. DELACEY Coach K: A Matter of the Heart There is no greater thing that you can tell someone [than], “I believe in you, you’re good, I’m there for you.” — Coach K, quoted in Time magazine’s selection of America’s Best 2001 There was shock and disbelief in “K-Ville,” the grassy area just outside Duke University’s Cameron Gymnasium. Late one Friday afternoon in July of 2004, hundreds of students gathered to speculate about the future of their beloved basketball coach, Mike Krzyzewski (pronounced Sha-shefski and widely known simply as Coach K). Normally a place of tremendous energy and optimism, Krzyzewskiville had fallen into an ominous quiet. No one could believe the rumors. How could Coach K, the 57-year-old heart and soul of college basketball, even consider leaving for the glitz and glamour of the professional game? But the rumors were true. Krzyzewski was taking the weekend to review a five-year, $40 million contract offer to leave Duke and coach the Los Angeles Lakers of the National Basketball Association. One fan gazed up at Krzyzewski’s fourth-floor office overlooking K-Ville and pondered, “It’s not like he’s a deity. But sometimes when he’s up there”—pointing to the office—“he does look like Saruman gazing down from the tower in Lord of the Rings.”1 Since his arrival in 1980, Krzyzewski had grown Duke’s basketball program into one of the most successful college sports dynasties ever. Coach K was “[n]amed ‘America’s Best Coach’ in 2001 by Time...
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...Organizational Structure Presentation Annotated Bibliography HCS/325 June 30, 2014 Hanna Matatyaho Organizational Structure Presentation Annotated Bibliography Buchbinder, S.B., & Shanks, N.H. (2012). Introduction to health care management (2nd ed.). Burlington, MA: Jones & Bartlett Learning. • Summary: This is are course textbook and it support an overall view of health care management. This book provides details on how to maintain and sustain a position as a health care manager. The functions and tools needed to perform your job. Each chapter gives details on a variety of topics such as; strategic planning, leadership, quality improvements basics, organizational behavior and management thinking, and many more topics, to be a successful health care manager. Lombardi, D.M., & Schermerhorn, J.R. (2007). Healthcare Management: Tools and techniques for managing in a health care environment. Hoboken, NJ: John Wiley & Sons. • Summary: This text book is mentioned in are weekly readings and have given an insight on the tools and techniques for managing a health care environment. It touched on the responsibilities of managers, the structure of the organization, and the importance of effective communication. It also referenced organizational tools, effective/ planning tools, and the use of effective strategies. National Library of Medicine, National Institutes of Health. (n.d.). NCBI bookshelf. Retrieved from http://www...
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...to put in the substantial effort since every employee knows what is expected of him or her. 2. Goals activate cognitive knowledge and strategies such as the technical aspect of every operation that help employees cope with a variety situations. 3. When employees participate in the goal setting process, they often do not need to be reminded about what is expected of them. Firefighters do not need to be reminded of their purpose to save lives and property. 4. Management should be a role model to all employees as this will set the foundation for organizational goals. Therefore a good role model motivates employees to work hard following the manager’s footsteps instilling courage and guidance as the chief leader takes responsibility of every task to be undertaken by every fire fighter within his department. 5. An organization should create recognition programs that reward the employees who meet the organizational goals. This include but are not limited to promotions of acknowledgement of best fire fighters on a monthly basis in recognition of their good performance by placing their pictures on a wall to be viewed by all and sundry. FIVE PRACTICAL LESSON LEARNT FROM RESEARCH ON GOAL SETTING. 1) Productivity improvement can managed through frequent training. This attained through regularly training of fire service personnel enabling competence while considering new firefighters undertake normal training for their skill development. 2) Specific goals...
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...HOW DO 360 DEGREE PERFORMANCE REVIEWS AFFECT EMPLOYEE ATTITUDES, EFFECTIVENESS AND PERFORMANCE? DIANE M. ALEXANDER University of Rhode Island Organizational leaders clearly have many choices when selecting performance evaluation and development tools. One tool that has gained popularity and has become a growing trend in Corporate America in recent years is the 360 degree performance review. This popularity is based on the perceptions of organizational leader’s that 360 degree reviews establish a culture for continuous learning and provide more global feedback for employees, which leads to improved performance. According to Human Resource Consultant, William M. Mercer, forty percent of American companies used 360 degree feedback in1995; by 2000 this number had jumped to sixty-five percent. In 2002, 90% of Fortune 500 companies were using a 360 degree performance review process. (Linman, 2006) Conducting performance reviews in general, provides a number of valuable functions for organizations. They allow an organization to: • Translate department/organization’s mission into specific achievable goals • Manage performance rather than react to it • Reduce overlap of job duties and ineffective, inefficient use of employee skills • Provide written acknowledgment of completed work • Gain new information and ideas from staff • Discuss skill and career development • Protect organization from unfounded charges of discrimination • Reduce stress for the supervisor -managing rather than...
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...of the most important aspects of any business. This important function of management can literally make or break a business. “Absent a sound system involving the organizing function of management, accompany can end up belly up and bleeding red” (Organizing Function, n.d.). In doing my research, I found that many businesses don’t spend as much time with this function as they should. This function is vital and the management of a business should be very familiar with the organizational functions. “The organizing function of management addresses the manner in which people with the organization will interact. Who will report to who. The organizational chart. The lines of authority. All of these are aspects of personnel management and organization that falls within the prevue of the organizing function of management” (Organizing Function, n.d.). I decided to talk about the Toyota Corporation, despite the recent problems that they are having. I feel that because of their organizational function of management that they will be able to overcome this current challenge to their company. Toyota’s knowledge and human resources are optimal resources for effectiveness and efficiency in their organization. “Automobiles have tens of thousands of mechanical and electronic parts. Software has millions and millions of lines of code. Each system can require scores if not hundreds of person –work-years to be designed. No one person can be responsible for the design...
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...About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...is properly managed. Our study specifies the top five tools to manage organizational change based on “Five levers of organizational change management” by Prosci (1996-2011), Inc. “The discipline of change management has a set of tools that support the "people side" of change - regardless of the change that is being introduced.” The five tools are: communication, sponsor plan, coaching plan, training plan, and resistance management plan. In our competitive global economy, we can embrace change by enhancing organizational members’ performance and productivity by implementing these tools. OUTLINE I. Title Page II. Abstract III. Outline IV. Introduction Statement V. Communication a. Raise Awareness About Change b. Social Judgment Skills c. Communication and Organizational Frames VI. Sponsorship a. Stability b. Vision c. Influence VII. Coaching a. Components of a Coaching Plan b. Mentoring c. Group coaching VIII. Training a. Components of a Training Plan b. Training Method IX. Resistance a. Expecting Resistance b. Root of Resistance X. Closing Statement XI. Bibliography page XII. Discussion Questions Organizational change is all around us. From a wide range of small companies to Fortune...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...line? Just possibly, your mood. Primal Leadership: The Hidden Driver of Great Performance by Daniel Goleman, Richard Boyatzis, and Annie McKee New sections to guide you through the article: • The Idea in Brief • The Idea at Work • Exploring Further. . . PRODUCT NUMBER 8296 T H E I D E A I N B R I E F Primal Leadership: The Hidden Driver of Great Performance hat most influences your company’s bottom-line performance? The answer will surprise you—and make perfect sense: It’s a leader’s own mood. Executives’ emotional intelligence—their selfawareness, empathy, rapport with others—has clear links to their own performance. But new research shows that a leader’s emotional style also drives everyone else’s moods and behaviors—through a neurological process called mood contagion. It’s akin to “Smile and the whole world smiles with you.” W Emotional intelligence travels through an organization like electricity over telephone wires. Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges. Emotional leadership isn’t just putting on a game face every day. It means understanding your impact on others—then adjusting your style accordingly. A difficult process of self-discovery—but essential before you can tackle your leadership responsibilities. T H E I D E A AT W O R K STRENGTHENING...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...Given the ongoing inconsistencies in monthly cash flow at the small business I am currently consulting for, an immediate analysis was needed on the organization’s operational and financial structures. Our small advisory team aimed to complete a corporate examination that would recognize deficiencies and recommend new practices that would ultimately lay the framework for future success and stability. In the end, discoveries were presented and discussed with the President of the firm and goals were established. The change principles were then relayed to the other members of the management group, who were invited to share their vision and views, however, these principles were met with conflict and friction. Previously, company wide decisions were made by these few individuals in senior management. Regrettably, these corporate leaders did not have the wherewithal to forecast the effects of their decisions, as they did not have an actual pulse on the company’s revenue streams or any firm idea of business management. They implemented frameworks, made hiring decisions and purchases that did not add to the bottom line nor prove to create any return on investment. To the growing detriment of the firm, these individuals were given free reign by the President to operate under lax structures. The subsequent recommendations of our analysis moved to create greater transparency, fostering increased accountability in decision making as well as a reworked pay scale allowing for a larger...
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