Ravaswami argues against establishing a leadership development program at Cliffside Holdings. He provides four reasons: 1) current successful executives did not attend training, 2) leaders are "born not made", 3) the program's advocate Forsythe wants Ravaswami's job, and 4) it will encourage expensive requests the company can't afford. However, the memo contains logical fallacies and omits relevant information. The evidence does not strongly support the conclusion to reject leadership training.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
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2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
Running Head STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP .docxtodd521
Running Head: STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP
STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP 9
Statesmanship in Organizational Leadership
Name Alfreda Dunlap Comment by Stephanie Hobson: Delete.
Course PADM 610 Comment by Stephanie Hobson: Liberty University
Professor Dr.Esechie
Date 4/5/20
Statesmanship in Organizational Leadership
Organizational leadership is a method of management which involves leaders taking active roles in setting up strategic goals for the company. The leaders, according to Ruben and Gigliotti (2017), have to motivate their employees to ensure that they work as a team towards achieving the business goals. Organizational leadership is essential in meeting the challenges and goals presented by both the business and the employees. Managers are always promoted to top leadership roles basing on their abilities to manage business challenges and achieve future goals (Ruben & Gigliotti, 2017). Understanding both the strengths and weaknesses of a workforce is an essential part of organizational leadership. Interpersonal leadership involves the ability of managers or leaders to understand their workers. It requires a deep understanding of the employees, what motivates them, and how they interrelate with each other at the workplace. This type of leadership revolves around self-expression, which determines whether one's leadership capabilities. The authors define statesmanship as the practice of moral leadership within an organization or institution. According to Ruben and Gigliotti, Great politicians such as Churchill and Lincoln have always been regarded as a true statement due to their ability to lead their countries during difficult times. From previous studies, it is still not clear as to whether a state is a right habitat for statesmanship. Stöckl and Smajdor (2017) put it that diplomacy involves politicians who have practised high level of quality leadership. Not all politicians are statesmen, but only those who exercise wise leadership (Stöckl & Smajdor, 2017). Statesmanship is a critical factor for successful organizational leadership. Comment by Stephanie Hobson: It is very important to clearly indicate both the beginning and ending points of source material to avoid documentation plagiarism. Comment by Stephanie Hobson: Do not use capital letters in this instance. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: A quick summary: an argument is a claim with a reason for the claim. All your research will become different reasons that support your claim. This is why being specific is so important. You need to identify a specific claim and then identify specific reasons that support your claim. That’s how you make a good argument. This paper is a lit.
Why Attracting and Retaining Diverse Talent is a Strategic PriorityCenterfor HCI
To tackle longstanding workplace discrimination, many future-focused organizations are adding diversity officers to their leadership teams. If organizations want the best talent, they need to address any issues that are keeping diverse talent out of their ranks and out of their boardrooms.
Transformational Leadership: Inspiring Motivation Utilizing Advances in Posit...Sandra (Sandy) Dunn
A high performance Cyber Security team is essential for today’s successful and profitable enterprise business navigating through an increasingly difficult and dangerous internet. These teams need a strong leader who embraces the role as a Transactional Leader and uses its four foundational components: Idealized Influence, Intellectual Stimulation, Individualized Consideration and Inspirational Motivation to successfully manage the team. There are substantial financial benefits for business’s that invest and embed Inspirational Motivation into their culture. Inspirational Motivation increases profits, accelerates creativity, engages employees more deeply, and employee sick days and turnover are reduced.
Anthony wrote the average investor should be checking out the ca.docxrossskuddershamus
Anthony wrote: "the average investor should be checking out the cash flows statement in general to understand the general trend and solidity of a company. Accrual basis data doesn't give nearly as much foresight into future projections of how a company". As indicated in Anthony's response, the statement of cash flows shows the uses and sources of: cash during for the operating, investing, and financing activities of a company. The balance sheet and income statement are prepared using the accrual basis of accounting.
The statement above regarding the investor's assessment of the general trend and solidity of a company is assuming that all cash transactions are correctly classified as operating, investing or financing activities on the statement of cash flows. Take a look at the ethics case presented in BYP 12-9 that appears in the Broadening Your Perspective section at the end of Chapter 12 in the WileyPLUS Readings or on page 683 in the eBook version. The ethics case provides additional information than presented below, which are the key points of the case.
The board policy requires the statement of cash flows for Templeton Automotive shows that net cash from operating activities exceeds $1 million dollars. However, the net cash from operating activities amounts to $970,000. The president of the company asks Nick, the controller if there is any way to increase the operating cash flows by $30,000 or more.
"Upon close scrutiny of the statement of cash flows, Nick concludes that he can get the operating cash flows above $1 million by reclassifying a $60,000, 2-year note payable listed in the financing activities section as "Proceeds from bank loan--$60,000." He will report the note instead as "Increase in payables--$60,000" and treat it as an adjustment of net income in the operating activities section." (Kimmel, 2013)
Class, how does the misclassification of a financing activity as an operating activity on the statement of cash flows impact the decision making process of an external user as to the financial status of the company?
Reference
Kimmel, P. D. (2013). Financial accounting: Tools for business decision making. Retrieved from University of Phoenix eBook Collection.
Please read INSTRUCTORS instructions carefully and completely
Due date 4/19/15 in 4 hours
No plagiarism in own words
Will run through a plagiarism checker
Will not accept if after due date will dispute
References page must include a valid URL to take the reader to the electronic copy of each source.
If cannot complete with the given instructions do not reply
Please contact me if you have questions
Write as a discussion with another student
Make a question out of the response, or I found the material interesting, or what do you think
I may ask to change some areas at later date
100 to 200 word count
Word count is counted by answer only
Please write with question first followed by answer
Please write clearly simplify
I am in the U.S.
Week 7.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
Running Head STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP .docxtodd521
Running Head: STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP
STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP 9
Statesmanship in Organizational Leadership
Name Alfreda Dunlap Comment by Stephanie Hobson: Delete.
Course PADM 610 Comment by Stephanie Hobson: Liberty University
Professor Dr.Esechie
Date 4/5/20
Statesmanship in Organizational Leadership
Organizational leadership is a method of management which involves leaders taking active roles in setting up strategic goals for the company. The leaders, according to Ruben and Gigliotti (2017), have to motivate their employees to ensure that they work as a team towards achieving the business goals. Organizational leadership is essential in meeting the challenges and goals presented by both the business and the employees. Managers are always promoted to top leadership roles basing on their abilities to manage business challenges and achieve future goals (Ruben & Gigliotti, 2017). Understanding both the strengths and weaknesses of a workforce is an essential part of organizational leadership. Interpersonal leadership involves the ability of managers or leaders to understand their workers. It requires a deep understanding of the employees, what motivates them, and how they interrelate with each other at the workplace. This type of leadership revolves around self-expression, which determines whether one's leadership capabilities. The authors define statesmanship as the practice of moral leadership within an organization or institution. According to Ruben and Gigliotti, Great politicians such as Churchill and Lincoln have always been regarded as a true statement due to their ability to lead their countries during difficult times. From previous studies, it is still not clear as to whether a state is a right habitat for statesmanship. Stöckl and Smajdor (2017) put it that diplomacy involves politicians who have practised high level of quality leadership. Not all politicians are statesmen, but only those who exercise wise leadership (Stöckl & Smajdor, 2017). Statesmanship is a critical factor for successful organizational leadership. Comment by Stephanie Hobson: It is very important to clearly indicate both the beginning and ending points of source material to avoid documentation plagiarism. Comment by Stephanie Hobson: Do not use capital letters in this instance. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: A quick summary: an argument is a claim with a reason for the claim. All your research will become different reasons that support your claim. This is why being specific is so important. You need to identify a specific claim and then identify specific reasons that support your claim. That’s how you make a good argument. This paper is a lit.
Why Attracting and Retaining Diverse Talent is a Strategic PriorityCenterfor HCI
To tackle longstanding workplace discrimination, many future-focused organizations are adding diversity officers to their leadership teams. If organizations want the best talent, they need to address any issues that are keeping diverse talent out of their ranks and out of their boardrooms.
Transformational Leadership: Inspiring Motivation Utilizing Advances in Posit...Sandra (Sandy) Dunn
A high performance Cyber Security team is essential for today’s successful and profitable enterprise business navigating through an increasingly difficult and dangerous internet. These teams need a strong leader who embraces the role as a Transactional Leader and uses its four foundational components: Idealized Influence, Intellectual Stimulation, Individualized Consideration and Inspirational Motivation to successfully manage the team. There are substantial financial benefits for business’s that invest and embed Inspirational Motivation into their culture. Inspirational Motivation increases profits, accelerates creativity, engages employees more deeply, and employee sick days and turnover are reduced.
Anthony wrote the average investor should be checking out the ca.docxrossskuddershamus
Anthony wrote: "the average investor should be checking out the cash flows statement in general to understand the general trend and solidity of a company. Accrual basis data doesn't give nearly as much foresight into future projections of how a company". As indicated in Anthony's response, the statement of cash flows shows the uses and sources of: cash during for the operating, investing, and financing activities of a company. The balance sheet and income statement are prepared using the accrual basis of accounting.
The statement above regarding the investor's assessment of the general trend and solidity of a company is assuming that all cash transactions are correctly classified as operating, investing or financing activities on the statement of cash flows. Take a look at the ethics case presented in BYP 12-9 that appears in the Broadening Your Perspective section at the end of Chapter 12 in the WileyPLUS Readings or on page 683 in the eBook version. The ethics case provides additional information than presented below, which are the key points of the case.
The board policy requires the statement of cash flows for Templeton Automotive shows that net cash from operating activities exceeds $1 million dollars. However, the net cash from operating activities amounts to $970,000. The president of the company asks Nick, the controller if there is any way to increase the operating cash flows by $30,000 or more.
"Upon close scrutiny of the statement of cash flows, Nick concludes that he can get the operating cash flows above $1 million by reclassifying a $60,000, 2-year note payable listed in the financing activities section as "Proceeds from bank loan--$60,000." He will report the note instead as "Increase in payables--$60,000" and treat it as an adjustment of net income in the operating activities section." (Kimmel, 2013)
Class, how does the misclassification of a financing activity as an operating activity on the statement of cash flows impact the decision making process of an external user as to the financial status of the company?
Reference
Kimmel, P. D. (2013). Financial accounting: Tools for business decision making. Retrieved from University of Phoenix eBook Collection.
Please read INSTRUCTORS instructions carefully and completely
Due date 4/19/15 in 4 hours
No plagiarism in own words
Will run through a plagiarism checker
Will not accept if after due date will dispute
References page must include a valid URL to take the reader to the electronic copy of each source.
If cannot complete with the given instructions do not reply
Please contact me if you have questions
Write as a discussion with another student
Make a question out of the response, or I found the material interesting, or what do you think
I may ask to change some areas at later date
100 to 200 word count
Word count is counted by answer only
Please write with question first followed by answer
Please write clearly simplify
I am in the U.S.
Week 7.
1. Can psychological capital impact satisfaction and organizationa.docxNarcisaBrandenburg70
1. Can psychological capital impact satisfaction and organizational commitment?
2. Can wages affect the psychological constructs of psychological capital?
3. Can psychological capital be developed via training and impact individual performance?
refrences you can use:
Psychological Capital
Psychological capital is a positive psychological state with four components: self-efficacy, optimism, hope and resiliency. Self-efficacy means having confidence in oneself to complete goals. Optimism is more than just being positive; it is purposely and positively reframing external negative experiences. Hope is about persevering toward goals, redirecting yourself when faced with a setback. And resiliency refers to one’s ability to bounce back from adversity. Together they are greater than the sum of their parts.
Psychological capital, like widely recognized concepts human and social capital, is a construct similar to economic capital, where resources are invested and leveraged for a future return. Psychological capital is different from human (‘what you know’) and social (‘who you know’) capital, and is more directly concerned with ‘who you are’ and more importantly ‘who you are becoming’ (i.e., developing one’s actual self to become the possible self).
Psychological capital is operationally defined as an individual’s positive psychological state of development that is characterized by: (1) having confidence (self-efficacy) to take on and put in the necessary effort to succeed at challenging tasks; (2) making a positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals, and when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems and adversity, sustaining and bouncing back and even beyond (resiliency) to attain success (Luthans, Youssef, & Avolio).
Helping College Grads Transition to Work
Cultivate ‘psychological capital’ to help college grads transition to work.
Interview by Kathryn Tyler 5/1/2014
For millions of eager young college students, May means graduation; for Rachel Klemme Larson, Ph.D., it’s time to get to work. Larson is assistant director of career services at the University of Nebraska-Lincoln College of Business Administration. She has been helping college students find jobs and adjust to the workforce for the past nine years. When several alumni told her that the workplace was not what they expected, she probed further to see why some graduates transition well and others do not. Her research—which is discussed in “
Newcomer Adjustment Among Recent College Graduates: An Integrative Literature Review,”
an article co- written by Larson and published in the September 2013 Human Resource Development Review—revealed that successful new grads have a higher level of something called “psychological capital.”
What is psychological capital?
It is a positive psychological state with four components: self-efficacy, optimism, hope and resiliency. Self.
A guide to succession planning and leadership development. As a busy human resource professional, you probably find it difficult
to keep up with the latest academic research in the field. Yet knowing which HR practices have been shown by research to be effective can help you in your role as an HR professional. Effective succession planning involves more than just a replacement planning process. It also includes a comprehensive employee development system
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
Five Ways Effective Leadership Begins From Within.pdfPinta Partners
In the post, several key qualities are identified that shape an effective, well-rounded leader for any organization; focusing on the importance of a leader’s positive attitude and growth mindset so they are always working toward their business’s goals and mission.
Read more on: https://joel-landau.com/five-ways-effective-leadership-begins-from-within/
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1. 1
Developing Leaders within an Organization
Should Cliffside Holdings Establish and Fund a New Leadership Development Program
Felicia Thomas
University of Maryland University College
Graduate School of Business
AMBA 610 9043 The Manager in Organizations and Society (2152)
Assignment Due: Tuesday, April 14, 2014
Turnitin Score: 7%
2. 2
Introduction
In The Memo Mr. Anil Ravaswami, Vice-President (VP) of Human Resources (HR) addresses
the CEO, Cynthia Castle of Cliffside Holding Company of MASSAPEQUA (CHCM) regarding
the potential for implementing a leadership development Programs. (A. Ravaswami, personal
communication, October 10, 2012)
Body
The Issues and Conclusion: This memo presents a prescriptive issue regarding whether or not
CHCM should establish a fund for a new leadership development program within the
organization that would train junior financial executives for potential VP roles. Ravaswami
conclusion is that it should not.
The Reasons: Ravaswami’s provides 4-5 core reasons for his beliefs. One justification is that
none of the 12 senior executives attended a leadership seminar yet and the company has still
been prosperous. Ravaswami agrees with the notion that Leaders are born not made, they are
genetically programmed to lead. He uses tall stature as an association to true innate leadership.
The VP further argues that Florence Forsythe, who is advocating for the program, desires his
own VP position and therefore has an ulterior motive to promote the program. Ravaswami’s final
reasoning is that sending employees to this training will encourage other employees to request
trainings the company cannot afford.
Ambiguous Words/Phrases: This memo presents many ambiguous words or phrases that possess
multiple possible meanings. How the company determines an employee to be a Junior Financial
Executive is important because it could refer to entry level just as much as it can refer to one who
3. 3
possesses 3-5 years’ experience. Ravaswami is also unclear in defining off site in the train
location which could simply be across the street from the office or in a different city or state.
How the writer determines the company to be prosperous is important as well because the
company can have a lot of revenue but be unprofitable due to high expenses. Additional
ambiguity lies in the definition of tall because all of the examples of tall leaders were men. This
begs the question of what is considers a leader to be tall and are the measurements for being tall
the same for men as they are for women? Liberal and Free Nation are phrases with political,
fiscal, or corporate associations, providing additional ambiguity. The term Bleeding Heart
Liberal Intentions is full of ambiguity that the reader may not be able to decipher. According to
Merriam-Webster a Bleeding Heart is “feeling or showing excessive or extravagant sympathy
especially for an object of alleged persecution...” (Merriam Webster, 2015). However, this term
added with liberal intentions provides loaded language to the reader. How Ravaswami defines
expensive training is important because the dollar threshold for what is expensive varies from
one reader to another. For example, an information technology employee who may be
accustomed to higher dollar purchases may consider a $5,000 per person training to be
inexpensive unlike the employee who purchases small dollar office supplies. The term expensive
is also contingent on ones level of authority. For example, an executive who signs off on
multimillion dollar purchases may view this term different than a lower level employee with
limited purchasing authority. Leadership traits have been mildly defined by Ravaswami;
however these traits may be defined differently depending on the reader. Finally, the theories of
the Aspen Institute may be unknown to the reader, which provides ambiguity.
4. 4
Value and Descriptive Assumptions: the following chart provides an overview of assumptions
that are made based on the four categories outlined in the book “Asking the Right Questions.”
(Brown & Keeley, 2015) Although this is not all-encompassing, it provides enough examples to
indicate that throughout the memo the author assumed certain ideologies to convey to the reader
Chart of Assumptions
Hidden Or Unstated
• Liberal notion and liberal intentions are not
supported by the reader.
• There is tension with Forsythe.
• Current Executives were bred within the
organization.
Taken for Granted
• Leaders are born not created.
• Ravaswami’s position is common sense.
• The companies 50 years of existence, 12%
growth, and successful leadership were
possible without such training.
• CHCM cannot afford to offer the training.
Influence Towards Conclusion
• Florence Forsyth covets Ravaswami’s
position.
Potential Deception
• The content taught by the Aspen Institute
will not benefit potential future leaders.
The first approach in determining the values and descriptive assumptions within this memo is to
evaluate Mr. Raviswami’s background as the author and VP of Human Resources. What is
gathered through the memo about Ravaswami is that he believes that Florence Forsyth covets his
position. Ravaswami also uses negative terminology in referring to liberalism, therefore he may
have a more conservative background in his beliefs that include but are not limited to politics,
society, and or finance. The text also implies that there is some concern on the author’s part of
having to fund multiple employee training initiatives through his mentioning of “getting
numerous requests...that we simply can’t afford.” According to Payscale.com, one of the
functions of one in Raviswami’s position is to “Oversee operations in the managed departments;
planning, budgeting and measurement of results.” (Payscale, Inc., 2015) We can therefore infer
5. 5
that the writer may have a concern for the budgetary impacts of such business venture as it
relates to his department, making it very important to him.
One of the values that can be assumed in the text is that that author is a proponent of
finding seasoned talent instead of breeding raw talent into leadership.
The opposing position may argue that if it is true that the organization is prosperous they
are certainly able to fund such an initiative. As it relates to the breeding of leadership, the
opposing values may be that of Linda A. Hill of Harvard University, who writes that “what we
know for sure is that managers are mostly made, not born.” and who concluded through her own
research that “becoming a manager was largely a process of learning from experience.” (Hill,
2004) Should it be true that Florence Forsythe does in fact covet the role of the VP of Human
Resources; she may be promoting the program with hopes that future leaders can have the
opportunity to earn such a position that she herself was unable to attain. Finally, the opposing
position may be receptive to the idea of receiving numerous requests for expensive training as a
waste of funds because it could allow for appreciation in the value of employees. According to
Mark Sandborn, a public speaker for leadership, “The best answer to ‘What if we train them and
they leave?’ is ‘What if we don’t and they stay?’”
Fallacies in the Reasoning: This memo presents numerous fallacies including an ad hominem
where the writer attacks Florence Forsythe’s purpose in promoting the program as a distraction
for justifying not funding the program. A slippery slope presented in the memo is that if the
company sends some people to leadership training there will be numerous requests for expensive
trainings. Two searching for a perfect solution fallacies are presented when the writer argues that
there will be less HR dollars and if the wrong people are sent the entire program will be a waste
6. 6
of money. Two Ad Populum fallacies within the memo are the writer’s survey which provided a
general consensus of senior staff and the mentioning of the “Journal of Applied Psychology” and
“Leadership Quarterly” research studies which support the notion that personality traits predict
leadership. Dr. Irwin Corey, being an economist may not be the best person to provide expert
advice regarding the training of personnel because he is not an expert on the subject matter
necessary to decide on the issue. Furthermore, Wikipedia, which is not considered a reliable
source, should not be used to justify the writer’s beliefs. Both of these are fallacies that appeal to
questionable authority because the sources are not privy to the best practices relative to recruiting
and developing future leaders. There are two ways in which the writer appeals to ones emotions
as a fallacy. One is in the use of fear that Florence Forsythe’s motivation is for personal gain and
not the best interest of the organization. The other appeal is potentially through patriotism in the
use of language such as “a free nation” and “rights”. He further uses the fallacy of straw person
on the same subject of Florence Forsythe being motivated by bleeding-heart liberal intentions.
An Either-or/False dilemma that is used lies in the notion that tall stature is possessed by leaders.
The author also diverts attention away from the point by talking about Winston Churchill,
Mother Theresa, and Martin Luther King as comparable leaders. This is a glittering generality
because there is an overall emotional appeal to these examples. When the author states
“Leadership development programs are wasteful because the money is not well spent” he is
simply begging the question. A red herring that is presented is that Ms. Forsythe has a personal
agenda to push the theories of the Aspen Institute. The explaining by naming and planning
fallacies were not discovered in this text.
7. 7
How good is the Evidence? The issue of whether or not to implement a training program
certainly needs evidence in order to support not doing so. The author provides a plethora of
evidence to appeal to his cause however this evident must be evaluated for quality and relevancy
to the issue at hand. The writer himself does not use intuition to plead his case but does user his
personal experience of noticing tall statue being possessed by leaders. Additionally, he uses
hasty generalization while inserting personal executive polling to justify not implementing the
training program. Although the reasoning of these executives may be consensual, it is not a large
enough sample set of all executives’ in order to justify his overall conclusion. Furthermore the
case samples of the height of United States leaders do not take into account the overall average
heights of leaders or the fact that there have been short leaders such as John Adams and William
McKinley who were both 5’7” and Nancy Pelosi and Sarah Palin who are both 5’5”. The author
personal testimony relates to the tension that lies between him and Florence in that he believes
she has an ulterior motive. The final questioning of the evidence lays in that the author appeals to
the authority of the previously mentioned research studies.
How good is the Evidence (continued): The evidence in this case must be evaluated because of
the variety of factors involved. The writer’s personal observations have not presented much
strength, yet his position is important as he is a stakeholder in the issue. It would not hurt the
case to present research studies as additional evidence to support or weaken the author’s
argument. However, such studies should be relevant to the cause, using qualified sources.
Unfortunately the Journal of Applied Psychology and the Leadership Quarterly are not a viable
source as it relates to recruiting and training up leadership within an organization because they
are not specific to Human Resources and the overall issue at hand.
8. 8
The analogy used in the article was the comparison of tall people having innate gifts to
leadership. As previously mentioned, a way to refute this is by examining the plethora of leaders
who are not necessarily tall in stature but are well regarded in the business world. This would be
a good fit for statistics by providing the average and standard deviation of the stature of leaders.
Rival Causes: Although one cannot attribute the writer’s entire reasons for the potential
interpersonal dispute with Florence Forsythe, there is certainly an underlying element to their
interaction that is affecting how Ravaswami justifies his position regarding the training. Another
potential cause, as previously mentioned may relate to Ravaswami’s obligation to manage the
Human Resources budget and allowing such a program can limit his options in spending on other
necessities within the organizations department.
Deceptive Statistics: One statistic presented within the memo is that the organization grows an
average of 12% per annum. There may be deception in this statistic because this growth is not
specific to revenue, number of personnel, amount of offices, etc.; it is merely a generality to the
company’s size without a unit of measurement specified. Additional deception is that the amount
that a company would spend in sending 20 employees to leadership training would equate to the
same about in lost time on the job. This is deceptive because 1) the organization should be able
to use those dollars spent as a tax write off. 2) If those numbers were true, each junior financial
executive would make approximately (((100,000 total /20 people)/3 weeks)*52)) $86,666
annually. If that salary is true why would the company spend time hiring one or such an amount
while having doubts that they are a waste of money? 3) The writer arbitrarily cherry picked the
heights of leaders and did not use any statistics about the averages.
9. 9
Omitted Information: There is a plethora of information that could be useful toward this issue.
This information includes the financial statements of the organization or at least the budget of the
Human Resources department. This is important to know if such training is truly affordable to
the company. It would also be useful to know the average tenure of executive leaders within the
organization because if the company truly developed the same employees from the start of their
career, there may be attributes to the corporate culture which would nullify or at least raise
question about the need for outside leadership training. Since the writer mentions the stature of
the leaders, one might want to investigate the process of hiring and promoting executives to find
out if there are any biases in the processes. The role and title/position of Florence Forsythe is
also important as it would provide more information regarding how much influence she actually
has in the decision making of the training program. The final piece of information that is missing
that may be relevant to a decision is the actual training program of Aspen Leadership Institute
and any example organizations it’s helped in the past.
Conclusion: Ravaswami does not provide strong sufficient evidence to justify his position
regarding the issue at hand. The use of the omitted information as well as removal of any
interpersonal issues may assist in bringing more clarity to his argument.
10. 10
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Merriam Webster. (2015). Retrieved April 20, 2015, from Merriam Webster's Disctionary:
http://www.merriam-webster.com/dictionary/bleeding-heart
Payscale, Inc. (2015). www.payscale.com. Retrieved April 22, 2015, from
http://www.payscale.com/research/US/Job=Vice_President_%28VP%29,_Human_Resources_%
28HR%29/Salary
The New York Times. (2008, October 07). The Measure of a President. Retrieved April 20, 2015, from
Opinion: http://www.nytimes.com/interactive/2008/10/06/opinion/06opchart.html?_r=0