...Learning Team Leadership 1 Learning Team Leadership Evaluation Thomas Hong, Ph.D., Arpad Szurgyi, Ph.D., Dawn Dobson, Ph.D., Stephanie Smith, Ph.D., David Benson, Ph.D., and Tim Halton, Ph.D. University of Phoenix Organizational Diagnosis and Intervention June 16, 2008 Learning Team Leadership Learning Team Leadership Evaluation The global economy, geographically distributed organizations, and increasingly rapid technological changes have added a level of complexity that has changed the nature of business interrelationships. Managerial self-awareness and personal reflection play an important role in the leadership development process (McCarthy & Garavan, 1999). The 360-degree feedback process, multisource assessments, and personality inventories are useful in the context of leadership development (Church & Bracken, 1997; McCarthy & Garavan, 1999). Selfassessment and personal reflection are valuable tools in achieving personal and professional 2 growth and success. The challenge, however, is that self-assessment is oftentimes a difficult task due to the subjectivity of personal perceptions of strengths and weaknesses. The purpose of this essay is to report out on the assessment of the leadership styles of individual team members and identify the most important areas for improvement. The essay commences with a discussion on the criteria used for the selection of the Myers Briggs Type Indicator (MBTI) as a self-awareness leadership instrument. The essay continues...
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...completed various self-awareness assessments in the past, in fact I believe you mentioned completing an assessment while attending Noncommissioned Officer Academy in 2013, however, we are going to use the DiSC Personal Profile System (PPS) to identify your behavioral dimension. The DiSC PPS is a practical method used to identify and understand traits and behaviors that you and others possess. We are doing this so that you will be more cognizant of your behavior in different situations in addition to enhancing your awareness of why other Airmen you work with behave the way they do in certain situations. This may enhance your ability to foster an environment that cultivates mission success....
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...Sheet ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Your name (Please print)_______________________________________ ------------------------------------------------- ------------------------------------------------- Student ID #________________________ Section_________________ ------------------------------------------------- AssessmentNo. | Assessment | Completed | 1 | How satisfied are you with your present job? Answer questions on p. 57 | | 2 | What is my Big 5 personality profile 5? Answer questions on p.82 | | 3 | What is the status of my acquired needs? Answer questions on p.150 | | 4 | What rewards do I value most? Answer questions on p.201 | | 5 | What are my signature strengths? Answer questions on p.244 | | 6 | Group and Team role preferences scale. Answer questions on p. 259 | | 7 | What is your preferred conflict handling style? Answer questions on p.351 | | 8 | Corporate culture preference scale. Answer questions on p. 501 | | | | | | | | ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Please write out the UNCG Academic Integrity Policy statement and sign your name here: ------------------------------------------------- ------------------------------------------------- ...
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...Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department...
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...This is one of the most important topic in Strategy for Managers module where we learn the differences among competing firms to differences in their resources and how they are used strategically (Arend & Lévesque, 2010). Marc valued his team highly during his talk and I think that his unique resources makes Firedrop differ from competitors. I have studied basic mechatronics enough in the past to know that engineering an AI is very difficult, it makes me see through the knowledge and skills the team possesses that contain value, rarity, imitability, and non-substitutability. I felt that Firedrop has a really strong capabilities because I noticed everything they do are based off on the time they spend learning what the customers likes first, as a results it attracts many investors and customers from other...
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...there are a number of potential pitfalls on a team as diverse as hers. Naomi asks you to analyze her team and make recommendations about the project management skills, behaviors and competencies she might need to exercise to make sure that she is appropriately leveraging the diverse perspectives on her team. Look at the function and nationality columns on the MicroWidget 3000 Project Member Profiles chart. Using the work of Hofstede and Hall, briefly describe the differences in cultural dimensions that might exist on this team (in later parts of this project, you will consider other sources of difference). For example, are certain members from cultures with a high PDI (Power Distance Index) and some from cultures with a low PDI? What might this mean for how the team functions? Finally, list any potential work subculture conflicts that might exist. The differences in cultural dimensions that might exist on this team: American, Austrian and Swedish: Small power distance, low uncertainty avoidance Japanese & Guatemalan: Large power distance index and strong uncertainty avoidance index Indian: Large power distance index and low uncertainty avoidance index. The team members in the group come from diverse power distance index and uncertainty avoidance index characteristics. Japanese, Indian and Guatemalan have high PDI compared American and other members from western countries. On the other hand, American and European team members have low...
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...Explain the utility of dimensions of national culture to an international manager. International University College, Dobrich, Bulgaria Cardiff Metropolitan University, UK International Business Management BA (Hons) International Business & Cultural Difference Assignment 1 Philippe Bergonzoli Bergonzoli.ph@gmail.com Content Introduction 2 Hofstede’s dimensions 2 1-The Power Distance Index 2 2-Individualism versus Collectivism 3 3-Masculinity versus Femininity 4 4-Uncertainty Avoidance Index 4 5-Long Term-Orientation versus Short Term Orientation 5 6-Indulgence versus Restraint 6 Comparison Overview 7 Others theories 7 Schwartz’s dimensions 7 Inglehart’s dimensions 9 GLOBE dimensions 10 Culture Measurement 10 Culturally endorsed implicit leadership (CLT) 11 Conclusion 12 References 13 Introduction The globalization has been the key which allowed the exchange and diversification of different culture. Nowadays, the proper understanding of cultural differences has become a daily matters for businesses because employees, products, services,… are located, are sold and bought across the world (Mirja Ivonen, Diane H. Sonnenwald, Maria Parma, Evelyn Poole-Kober, August 1998). The subject is not new and has been discussed and analyzed for the past four decades (Xiumei Shi, Jinying Wang, 2010). Geert Hofstede, a Dutch social psychologist and professor emeritus of organization anthropology and international management is one of the pioneer...
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...Instrument is a diagnostic tool for assessing the internal workings of organizations. These ten dimensions were conceptualized by Matthew Miles and operationally defined by Fairman, Holmes, Hardage, and Lucas-Renne during a three-year, three-phase project that culminated in a valid and reliable instrument that was copyrighted in 1979. Educators in 23 states have used the Organizational Health Instrument as a diagnostic tool for improving leadership and organizational effectiveness. The Organizational Health Instruments (OHI) consists of 80 item statements, eight for each of the ten dimensions. All members of a work unit respond to these questions. (To provide confidentiality of responses, data are collected in a group setting using a set of standardized data collection procedures.) Individuals respond to each question based upon their perceptions. Response choices are: Strongly Agree, Agree, Undecided, Disagree, and Strongly Disagree. Based upon these collective responses, raw scores are established for each of these ten dimensions. A line graph is created for each administrative unit, which contrasts the leader's perception with the composite view held by the work unit. The raw scores are converted into percentile scores. All certified staff completes the organizational health instrument, which assesses an organization's internal workings. The ten dimensions used are as shown below: 1. Goal focus--the ability to have clarity, acceptance, and support...
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...SWOT Personal SWOT Analysis Christine A. Hawkins Western Governors University Reflection on Seven Habits Profile The 7 Habits of Highly Effective People is based on principles that provide insight in to one’s own personal and professional challenges. The 7 Habits profile is a self-assessment tool to gauge ones dependence to independence and provide opportunity for movement towards interdependence. I was intrigued when I saw the result of my personal Seven Habits profile to see the following strengths, which are listed as Covey’s first tier towards independence among highly effective people. * Proactive – I often see the end in mind when situations arise and take initiative to identify methods for resolution or implement initiatives to the situation. If one approach does not work, a different approach will be utilized. My personal belief is that I set my own path and am responsible for the success or non-success of that path. When challenges or problem arise both personally and professionally, I have found that being reactive does not resolve the challenge. When these situations arise, I proactively identify what I can do better. * Begin with the end in mind – I am very strong at beginning with the end in mind in almost all situations. I will visually identify the path from beginning to end and recognize consequences or obstacles that may arise along the way. Having this strength has enabled me to prepare and be proactive when handling challenging circumstances...
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...Cendant Mobility in Danbury, Connecticut, recounts the following An American company in Japan charged its Japanese HR manager with reducing the workforce. The Japanese manager studied the issue but couldn’t find a solution within cultural Japanese parameters; so when he came back to the Americans, he reduced the workforce by resigning—which was not what they wanted.. Cultural sensitivity, or cultural empathy, is an awareness and an honest caring about another individual’s culture. Such sensitivity requires the ability to understand the perspective of those living in other (and very different) societies and the willingness to put oneself in another’s shoes. International managers can benefit greatly from understanding the nature, dimensions, and variables of a specific culture and how these affect work and organizational processes. This...
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...|[pic] |Course Syllabus | | |School of Business | | |MGT/307 Version 3 | | |Organizational Behavior and Group Dynamics | Copyright © 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course in organizational behavior encompasses the study of individual and group behavior in organizational settings. Emphasis is placed on strategic elements of organizational behavior, workforce diversity, managing change, effective communication, and performance systems. A comprehensive review of these processes, as well as others, will allow students to examine their role in organizations. Course Materials Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons. Robbins, S. P. & Judge, T. A. (2009). Organizational behavior (13th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. All electronic materials are available on the student website. |Week One: Fundamentals of Organizational Behavior...
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...Organizations are increasingly done through projects involving teams across all levels as they offer greater flexibility, better outcomes and better innovation than individuals. As such, teams permeate all levels in local, national and global organizations. Such a design means that people often have membership in multiple teams resulting in outcomes that are frequently suboptimal and fraught with frustration and inefficiencies. The demand for increased teamwork has created a need for a way to help teams succeed yet most training programs do not take into account the full experience of team life in development efforts. In this entry the authors propose a conceptual framework to develop High Impact Teams. A High Impact Team is one that is: 1. Aware and has the ability to align actual and desired interaction (quality of team interaction); and 2. Has the knowledge and ability to harness the innovative and executional capacities of their team within its embedded organizational or educational contexts. This entry posits that meaningful team development programs must incorporate assessments of both the quality of a team’s interaction (function) and its capacity to innovate and execute (performance). The authors provide a structured methodology involving measures of interaction and capacities together with engaging in well-developed team coaching process so that teams will be able to develop and become high impact teams. Team Life in Organizations and Educational Settings A recent study...
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...factors which ultimately results in engagement of employees in their work. The purpose of the study was to measure the employee engagement level and to study the relationship between employee engagement and HRD climate and impact of HRD climate on employee engagement in one of the leading digital e-commerce company in National Capital Region (NCR). OCTAPACE profile (Pareek, 2003) was used to measure the HRD climate. OCTAPACE measures eight dimensions of HRD climate viz. openness, collaboration, trust, pro-action, autonomy, authenticity, confrontation and experimentation. The study was conducted on 108 respondents. Data was analyzed using correlation and regression analysis in SPSS. The various dimensions of HRD climate were observed individually and reults indicated that there exists a positive correlation between employee engagement and HRD climate The correlation analysis revealed that openness, collaboration, proaction and confrontation were positively and significantly correlated with employee engagement. It was very encouraging to know that 37% variation in employee engagement was explained by the various dimensions of HRD...
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...application and utilization of resources (people, finances and equipment) throughout the project lifecycle. Question 1 You have been appointed as the project manager for a large project. Describe how you would acquire, develop and motivate your team 1. Acquiring the Project Team 1. Define Acquiring the Project Team It is the process of obtaining the specific people needed to accomplish all phases of the given project. 1. Characteristics of Acquiring a Project Team A project manager must consider the following characteristics: • Costs – How much will each team member be paid? • Experience - What is the experience of the project team member? Have they done similar work in the past-and have they done it well? • Interest level - Are the project team members interested in working on this project? • Characteristics - How will this individual team member work with other project team members? • Availability - Will the project team members desired for the project be available? • Knowledge - What is the competency and proficiency of the available project team members? 2. Tools and Techniques for Acquiring the Project Team The tools and techniques you will use for acquiring a project team are: 1.1.2.1 Pre-assignment In some cases, there will be some staff members already assigned to the project. This can happen, for example, due to the following situations: • A staff member was promised as part of a specific proposal to compete...
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...Jean Campbell Profile in Servant Leadership By James Michael Crunkleton Walden University A Project Presented in Partial Fulfillment Of the Requirements for DDBA 8151 Organizational Leadership: Doctoral Theory and Practice for Doctoral Business Administration Studies Instructor: Doctor Annie Brown September 2015 Abstract On January 17, 1994 a major earthquake struck the San Fernando Valley in Los Angeles. Synergistic Systems Inc. a computer based medical billing company headed by Jean Campbell was damaged by the earthquake and challenged to its core Kouzes &Posner (2002). Due to Jean’s servant leadership, the company survived the earthquake as an ongoing concern and continues to thrive as a trusted firm that employs 200 people and handles over two hundred million dollars in charges for more than twelve hundred physicians in eighty-four medical groups throughout the United States Kouzes & Posner (2002). This paper will identify the servant leadership dimensions demonstrated by Jean Campbell that contributed to Synergistic Systems Inc. not only surviving the earthquake but growing and thriving during this unfortunate incident. Jean Campbell Profile in Servant Leadership As Jean Campbell was looking at the damage to SSI that had taken place from the earthquake, she was already formulating a plan for keeping her clients informed of the company’s status. Communication and listening not only to ones followers, but to one’s...
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