Running head: LEADING CHANGE 1
LEADING CHANGE 3
Leading Change: An Analysis of the necessary leadership strengths to implement Kotter’s Eight-Step Heart of Change
Introduction
When someone is asked to think of a great leader and the strengths that individual posses, there are many different descriptions that may come to mind. The research conducted by Gallup Scientists which was reported in Strengths Based Leadership by Tom Rath and Barry Conchie, suggests four main areas to describe leadership strengths: executing, influencing, relationship building, and strategic thinking which have thirty-four total combined sub-descriptors (24). As change is becoming a common practice among all businesses around the world, we must find and utilize these strengths in all leadership teams. So we know we need leaders and that we need change, the question is, what types of strengths do we need in a leadership team and how must they go about implementing change?
Thesis: The four main strengths of leadership, according to the SBL StrengthsFinder research, are all necessary to implement Kotter’s eight-step change process in an organization.
Historical Background
Change
The world we live in today is evolving faster than ever among people, places, products, markets, etc. You name it, it’s changing. In order to keep pace with competition and new technology in the evolving world, organizational change is inevitable if an organization wishes to survive. Organizational change is defined as the modification of leadership structures and business processes (Basu). Both external and internal factors together contribute to the need for various types of changes. Common changes in an organization range from a change of employee job roles, changing locations, and even entire reconstructions in an organization (Mavromatis and Oloffson 1).
Based on previous research, we can break down the various rational and importance of change into three general categories. The first is the population ecology theory, which suggests that change stems from the development of new organizations and those that replace existing structures. The second theory, rational adaptation theory, focuses on strategic changes along with individual organization changes developing from changes in the environment, threats, and opportunities. The final general theory, random transformation theory, proposes that organizations change in response to internal processes (Hannan and Freeman 150). Because change has become so prevalent around the world, having effective leadership teams in place is crucial to having a successful change process if an organization wishes to survive.
Strength Based Leadership
Strength Based Leadership was created and based on a 30-year research project conducted by Gallup scientist about 10 years ago. The research consisted of “20,000 in-depth interviews with leaders, 50 years of Gallup Polls about the worlds most admired leaders, and interviews with more than 10,000.
3 Engaging StrengthsIntroductionThink of a time or circumstanc.docxBHANU281672
3 Engaging Strengths
Introduction
Think of a time or circumstance when you were at the top of your game. Now, step back and try to explain why you were so effective in that situation. What was it about you or the way you presented yourself that made you feel good? What did you do that worked so well? Why did others respond to you the way they did? The answers to each of these questions are related to your strengths—the central theme of this chapter.
What Do You Mean By Strengths?
Every one of us has identifiable leadership strengths, areas in which we excel or thrive. But we often fail to recognize these strengths. As a result, many times our strengths are used ineffectively or not at all. The same is true for the strengths of our coworkers and followers; sometimes their strengths are known, but often they go untapped. The challenge we face as leaders is to identify our own strengths as well as the strengths of others and then use these to make our organizations and followers more efficient, productive, and satisfied.
Identifying individual strengths is a unique challenge because people often feel hesitant and inhibited about acknowledging positive aspects of themselves. In the American culture, expressing positive self-attributes is often seen as boastful or self-serving. In fact, focusing on self is disdained in many cultures, while showing humility and being self-deprecating is seen as virtuous. In this chapter, you will be asked to set aside your inhibitions about identifying your own strengths in an effort to better understand the inextricable role these strengths play in leading and working with others.
Our goal in this chapter is to explore how understanding strengths can make one a better leader. First, we will explain the concept by defining strengths and describing the historical background of strengths-based leadership. We will examine how to identify strengths, followed by a description of different measures that can be used to assess your strengths. The final section of the chapter will look at the concept of strengths-based leadership in practice, including specific strategies that leaders can employ to use strengths to become more effective leaders.
Strengths-Based Leadership Explained
Before discussing the development and principles of strength leadership, we first need to clarify what is meant by strengths. A strength is an attribute or quality of an individual that accounts for successful performance. It is the characteristic, or series of characteristics, we demonstrate when our performance is at its best. Strength researchers (Buckingham & Clifton, 2001; Rath, 2007) suggest that strengths are the ability to consistently demonstrate exceptional work. Similarly, Linley (2008) defines strength as a preexisting capacity that is authentic and energizing and enables peak performance. Simply put, strengths are positive features of ourselves that make us effective and help us flourish. For example, Antonio was born with a talent .
3 Engaging StrengthsIntroductionThink of a time or circumstanc.docxlorainedeserre
3 Engaging Strengths
Introduction
Think of a time or circumstance when you were at the top of your game. Now, step back and try to explain why you were so effective in that situation. What was it about you or the way you presented yourself that made you feel good? What did you do that worked so well? Why did others respond to you the way they did? The answers to each of these questions are related to your strengths—the central theme of this chapter.
What Do You Mean By Strengths?
Every one of us has identifiable leadership strengths, areas in which we excel or thrive. But we often fail to recognize these strengths. As a result, many times our strengths are used ineffectively or not at all. The same is true for the strengths of our coworkers and followers; sometimes their strengths are known, but often they go untapped. The challenge we face as leaders is to identify our own strengths as well as the strengths of others and then use these to make our organizations and followers more efficient, productive, and satisfied.
Identifying individual strengths is a unique challenge because people often feel hesitant and inhibited about acknowledging positive aspects of themselves. In the American culture, expressing positive self-attributes is often seen as boastful or self-serving. In fact, focusing on self is disdained in many cultures, while showing humility and being self-deprecating is seen as virtuous. In this chapter, you will be asked to set aside your inhibitions about identifying your own strengths in an effort to better understand the inextricable role these strengths play in leading and working with others.
Our goal in this chapter is to explore how understanding strengths can make one a better leader. First, we will explain the concept by defining strengths and describing the historical background of strengths-based leadership. We will examine how to identify strengths, followed by a description of different measures that can be used to assess your strengths. The final section of the chapter will look at the concept of strengths-based leadership in practice, including specific strategies that leaders can employ to use strengths to become more effective leaders.
Strengths-Based Leadership Explained
Before discussing the development and principles of strength leadership, we first need to clarify what is meant by strengths. A strength is an attribute or quality of an individual that accounts for successful performance. It is the characteristic, or series of characteristics, we demonstrate when our performance is at its best. Strength researchers (Buckingham & Clifton, 2001; Rath, 2007) suggest that strengths are the ability to consistently demonstrate exceptional work. Similarly, Linley (2008) defines strength as a preexisting capacity that is authentic and energizing and enables peak performance. Simply put, strengths are positive features of ourselves that make us effective and help us flourish. For example, Antonio was born with a talent ...
Essay on Management and Leadership
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Management And Leadership Essay example
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The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
School Of Engineering And Digital ArtsLisa Kennedy
The document discusses a student's third year engineering project which aims to develop an autonomous quadcopter that can fly while avoiding obstacles using ultrasonic and infrared sensors. Key aspects of the project that are mentioned include using an Arduino flight controller integrated with an inertial measurement unit and sensor modules to control the quadcopter's four motors. The document provides an overview of the project brief and outlines some technical specifications and requirements.
1
Benchmark- Self Assessment and Reflection
Benchmark- Self Assessment and Reflection
Introduction
Self-assessment is the capacity to dive into one's nature to develop personal progress. Self-diagnosis is a talent that allows individuals to analyze their efforts and skills, limitations, and strengths and develop solutions to present problems. Mackey and Sisodia describe the capacity to lead with awareness, sensitivity, and emotional intelligence in their work. This essay explains the features of conscious leadership and the effect of two historical management theories, a summary of the findings of each assessment I performed, and the insights I obtained from my self-assignment.
Characteristics of Conscious Leadership
One of the characteristics of conscious leadership, according to Mackey and Sisodia, is the ability to understand business in terms of a larger purpose and the potential constructive effect it may have on the world around them (Mackey & Sisodia, 2014). Conscious leadership must be a command system that serves all stakeholders equally to achieve relevance. This is done through eliciting the best in others and focusing on collective rather than individual achievement (Mackey & Sisodia, 2014). A conscious leader is built on four pillars: a higher purpose, stakeholder change, personal command, and service to others. A higher purpose necessitates a reorientation of an organization's goals. Leaders must inspire and encourage all stakeholders while also changing staff via better training and serving as role models to bring out the best in every employee. Stakeholder transformation is the second pillar (Mackey & Sisodia, 2014).
This pillar contributes to the creation of a positive work environment and a transparent sequential chain of communication, which can improve employee performance by increasing the value of stakeholders through the establishment of a healthy ecosystem, which is critical for the achievement of the organization's goals (Mackey & Sisodia, 2014). The individual command adds to the notion of significance as a technique of doing things since it has a substantial impact on the work environment and employee performance, as well as on workers' incentive to invest in themselves to achieve a greater degree of personal interpretation (Mackey & Sisodia, 2014). Finally, conscious leadership requires a commitment to using one's talents, influence, position, and resources to impact positive change in society, which promotes accomplishments and better outcomes in the medium and long run, among other things (Mackey & Sisodia, 2014).
Two Historical Management Theories
A scientific theory, one of the two historical management theories, was developed in the early twentieth century by Frederick W. Taylor (Sobociski, 2017). Taylor was an engineer who experimented with many tactics to discover the most well-organized and efficient methods of completing the projects he was assigned to develop (Sobociski, 2017). He created ...
Appreciative Inquiry is a method for positive change that focuses on an organization's strengths rather than its problems. It involves (1) discovering what gives life to an organization when it is most effective, (2) envisioning what could be to inspire change, (3) designing what should be with whole-system participation, and (4) delivering on the vision through individual and organizational action. The method mobilizes strategic change by shaping the future based on an organization's core strengths and values.
3 Engaging StrengthsIntroductionThink of a time or circumstanc.docxBHANU281672
3 Engaging Strengths
Introduction
Think of a time or circumstance when you were at the top of your game. Now, step back and try to explain why you were so effective in that situation. What was it about you or the way you presented yourself that made you feel good? What did you do that worked so well? Why did others respond to you the way they did? The answers to each of these questions are related to your strengths—the central theme of this chapter.
What Do You Mean By Strengths?
Every one of us has identifiable leadership strengths, areas in which we excel or thrive. But we often fail to recognize these strengths. As a result, many times our strengths are used ineffectively or not at all. The same is true for the strengths of our coworkers and followers; sometimes their strengths are known, but often they go untapped. The challenge we face as leaders is to identify our own strengths as well as the strengths of others and then use these to make our organizations and followers more efficient, productive, and satisfied.
Identifying individual strengths is a unique challenge because people often feel hesitant and inhibited about acknowledging positive aspects of themselves. In the American culture, expressing positive self-attributes is often seen as boastful or self-serving. In fact, focusing on self is disdained in many cultures, while showing humility and being self-deprecating is seen as virtuous. In this chapter, you will be asked to set aside your inhibitions about identifying your own strengths in an effort to better understand the inextricable role these strengths play in leading and working with others.
Our goal in this chapter is to explore how understanding strengths can make one a better leader. First, we will explain the concept by defining strengths and describing the historical background of strengths-based leadership. We will examine how to identify strengths, followed by a description of different measures that can be used to assess your strengths. The final section of the chapter will look at the concept of strengths-based leadership in practice, including specific strategies that leaders can employ to use strengths to become more effective leaders.
Strengths-Based Leadership Explained
Before discussing the development and principles of strength leadership, we first need to clarify what is meant by strengths. A strength is an attribute or quality of an individual that accounts for successful performance. It is the characteristic, or series of characteristics, we demonstrate when our performance is at its best. Strength researchers (Buckingham & Clifton, 2001; Rath, 2007) suggest that strengths are the ability to consistently demonstrate exceptional work. Similarly, Linley (2008) defines strength as a preexisting capacity that is authentic and energizing and enables peak performance. Simply put, strengths are positive features of ourselves that make us effective and help us flourish. For example, Antonio was born with a talent .
3 Engaging StrengthsIntroductionThink of a time or circumstanc.docxlorainedeserre
3 Engaging Strengths
Introduction
Think of a time or circumstance when you were at the top of your game. Now, step back and try to explain why you were so effective in that situation. What was it about you or the way you presented yourself that made you feel good? What did you do that worked so well? Why did others respond to you the way they did? The answers to each of these questions are related to your strengths—the central theme of this chapter.
What Do You Mean By Strengths?
Every one of us has identifiable leadership strengths, areas in which we excel or thrive. But we often fail to recognize these strengths. As a result, many times our strengths are used ineffectively or not at all. The same is true for the strengths of our coworkers and followers; sometimes their strengths are known, but often they go untapped. The challenge we face as leaders is to identify our own strengths as well as the strengths of others and then use these to make our organizations and followers more efficient, productive, and satisfied.
Identifying individual strengths is a unique challenge because people often feel hesitant and inhibited about acknowledging positive aspects of themselves. In the American culture, expressing positive self-attributes is often seen as boastful or self-serving. In fact, focusing on self is disdained in many cultures, while showing humility and being self-deprecating is seen as virtuous. In this chapter, you will be asked to set aside your inhibitions about identifying your own strengths in an effort to better understand the inextricable role these strengths play in leading and working with others.
Our goal in this chapter is to explore how understanding strengths can make one a better leader. First, we will explain the concept by defining strengths and describing the historical background of strengths-based leadership. We will examine how to identify strengths, followed by a description of different measures that can be used to assess your strengths. The final section of the chapter will look at the concept of strengths-based leadership in practice, including specific strategies that leaders can employ to use strengths to become more effective leaders.
Strengths-Based Leadership Explained
Before discussing the development and principles of strength leadership, we first need to clarify what is meant by strengths. A strength is an attribute or quality of an individual that accounts for successful performance. It is the characteristic, or series of characteristics, we demonstrate when our performance is at its best. Strength researchers (Buckingham & Clifton, 2001; Rath, 2007) suggest that strengths are the ability to consistently demonstrate exceptional work. Similarly, Linley (2008) defines strength as a preexisting capacity that is authentic and energizing and enables peak performance. Simply put, strengths are positive features of ourselves that make us effective and help us flourish. For example, Antonio was born with a talent ...
Essay on Management and Leadership
Collaborative Leadership Essays
A Leadership Journey
Motivation and Leadership Essay
Essay on Leadership in Organizations
Essay on Effective Team Leadership
Management And Leadership Essay example
Leadership Development Plan Essay
What is Leadership? Essay
Definition Essay Leadership
Business Leadership Essay
Essay about Leadership in Early Childhood
Essay on Leadership
Essay on The Leadership Challenge
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
School Of Engineering And Digital ArtsLisa Kennedy
The document discusses a student's third year engineering project which aims to develop an autonomous quadcopter that can fly while avoiding obstacles using ultrasonic and infrared sensors. Key aspects of the project that are mentioned include using an Arduino flight controller integrated with an inertial measurement unit and sensor modules to control the quadcopter's four motors. The document provides an overview of the project brief and outlines some technical specifications and requirements.
1
Benchmark- Self Assessment and Reflection
Benchmark- Self Assessment and Reflection
Introduction
Self-assessment is the capacity to dive into one's nature to develop personal progress. Self-diagnosis is a talent that allows individuals to analyze their efforts and skills, limitations, and strengths and develop solutions to present problems. Mackey and Sisodia describe the capacity to lead with awareness, sensitivity, and emotional intelligence in their work. This essay explains the features of conscious leadership and the effect of two historical management theories, a summary of the findings of each assessment I performed, and the insights I obtained from my self-assignment.
Characteristics of Conscious Leadership
One of the characteristics of conscious leadership, according to Mackey and Sisodia, is the ability to understand business in terms of a larger purpose and the potential constructive effect it may have on the world around them (Mackey & Sisodia, 2014). Conscious leadership must be a command system that serves all stakeholders equally to achieve relevance. This is done through eliciting the best in others and focusing on collective rather than individual achievement (Mackey & Sisodia, 2014). A conscious leader is built on four pillars: a higher purpose, stakeholder change, personal command, and service to others. A higher purpose necessitates a reorientation of an organization's goals. Leaders must inspire and encourage all stakeholders while also changing staff via better training and serving as role models to bring out the best in every employee. Stakeholder transformation is the second pillar (Mackey & Sisodia, 2014).
This pillar contributes to the creation of a positive work environment and a transparent sequential chain of communication, which can improve employee performance by increasing the value of stakeholders through the establishment of a healthy ecosystem, which is critical for the achievement of the organization's goals (Mackey & Sisodia, 2014). The individual command adds to the notion of significance as a technique of doing things since it has a substantial impact on the work environment and employee performance, as well as on workers' incentive to invest in themselves to achieve a greater degree of personal interpretation (Mackey & Sisodia, 2014). Finally, conscious leadership requires a commitment to using one's talents, influence, position, and resources to impact positive change in society, which promotes accomplishments and better outcomes in the medium and long run, among other things (Mackey & Sisodia, 2014).
Two Historical Management Theories
A scientific theory, one of the two historical management theories, was developed in the early twentieth century by Frederick W. Taylor (Sobociski, 2017). Taylor was an engineer who experimented with many tactics to discover the most well-organized and efficient methods of completing the projects he was assigned to develop (Sobociski, 2017). He created ...
Appreciative Inquiry is a method for positive change that focuses on an organization's strengths rather than its problems. It involves (1) discovering what gives life to an organization when it is most effective, (2) envisioning what could be to inspire change, (3) designing what should be with whole-system participation, and (4) delivering on the vision through individual and organizational action. The method mobilizes strategic change by shaping the future based on an organization's core strengths and values.
Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine
This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.
Post #1Charismatic leaders are essentially very skilled commun.docxharrisonhoward80223
Post #1
Charismatic leaders are essentially very skilled communicators. They understand how to verbally express their thoughts and ideas to their followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers. Charisma is what helps leaders gain the love and support of their followers. They understand how to “work the room” while giving a speech. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. They then will hone their actions and words to suit the situation.
With communication being a prime trait for the charismatic leader, one way to develop this skill in through practice with public speaking. For example, charismatic leaders such as Obama or Martin Luther King Jr. were masters of public speaking. This is because leadership is a public act. Individuals have to be comfortable standing in front of large or small audiences and speaking with knowledge as well as conviction. This may take some time to practice and develop, especially for individuals who are introverted or have anxiety for public speaking. There are several communication training courses that can help sharpen the skill of public speaking but I believe that the most skill will come from getting comfortable with providing speeches. The more experience one gains from delivering speeches will help to build individual style.
References:
Leanne Atwater, Robert Penn, Linda Rucker. (1991). Personal qualities of charismatic leaders. Leadership & Organization Development Journal, Vol. 12 Issue: 2, pp.7-10
Conger, J. A., and R. N. Kanungo (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage Publications.
Post #2
Charisma “the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience” (Antonakis, Feneley, & Liechti 2012, p. 127). It is important to leadership because as a leader you should be able to persuade others, be able to use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers’ emotions and passions. “If a leader can do those three things well, he or she can then tap into the hopes and ideals of followers, give them a sense of purpose and inspire them to achieve great things” (Antonakis, et al, 2012, p. 127). I do agree that charisma can be learned, to some, charisma is something that comes easy to them due to their personality, they are extroverts, however to those who are introverts and being charismatic does not come naturally, the trait can be learned through the right training. This has been studied by Antonakis, et al, 2012, who trained leaders on charismatic leade.
Positive psychology And consulting psychology presentationToni-Jan Ifill
Positive psychology principles can enhance consulting psychology. Three key proposals are: 1) focusing on client strengths, 2) incorporating positive psychology elements like identifying strengths via assessments, and 3) integrating research into applications for individuals and teams. Support comes from studies finding high performing teams are unusually positive and connected. Presenters discuss positive psychology research and applications, including identifying strengths, appreciative inquiry to focus on what works, and cultivating positive emotions to build creativity. Measuring flow experiences and attention also optimizes quality of life.
This document discusses organizational behavior at the group level. It begins by defining groups and teams, and explaining that executive teams are like baseball teams where members work individually and collaboratively in different configurations. It then covers group dynamics theory, including roles that group members take on like task facilitation and relationship building. The document also discusses group process models, including Tuckman's stages of forming, storming, norming, and performing, and how effective management can employ strategies aligned with the developmental stages.
The document summarizes a workshop on building high-performing teams based on identifying and leveraging individual strengths. The workshop is presented by PROCEED, Inc. and funded by the CDC. The agenda covers defining leadership, reviewing the four leadership domains, defining strength-based teams, using a strengths assessment tool to identify the 34 talents, and team-building activities. The objectives are to discuss high-performing teams, identify strengths, and facilitate team-building. Research shows focusing on strengths boosts engagement and performance. Effective teams are built by understanding strengths within the executing, influencing, relationship-building, and strategic thinking domains.
The document discusses organizational structure and behavior concepts from chapter 13 of an organizational behavior textbook. It provides summaries of key points on politics and power in organizations, the benefits and drawbacks of conflict, and different approaches to negotiation and managing intergroup relations. It also previews the upcoming chapter on foundations of organizational structure and lists learning objectives around defining structural elements, comparing mechanistic and organic models, and explaining how structure impacts employee behavior.
Running head Discussion Week 32Organizati.docxjeanettehully
Running head: Discussion Week 3 2
Organizational Behavior
Melanie Fore
University of the Cumberlands
Introduction
At the very beginning of this course the authors stated the core topics of organizational behavior are motivation, leader behavior and power, interpersonal communication, group structure and processes, attitude development and perception, change processes, conflict and negotiation, and work design. This week’s reading goes into depth of a couple of those topics: perception and motivation.
Chapter Six
Chapter six defines for us what perception is, “a process by which we organize and interpret sensory impressions in order to give meaning to their environment.” There are a few factors that shape our perception, perceiver, target, and context. Our perception of people often come from our first impressions of them, we don’t get to know them. This is because of four shortcuts people take in judging someone. First, is selective perception, this means people judge based on their interest and background. Next, the halo effect, where people judge on a single characteristic. The contrast effects are where individuals compare someone who has a distinctive characteristic to others you know with the same characteristics. And lastly, is stereotyping. We know from previous chapters that stereotyping is based on the group to which someone belongs. When someone makes a decision, it is based on their perception. Generally, in organizational behavior there are three things that determine what kind of decision someone makes. One is the rational model. This is where someone decides, after they know all the information, on the option that has the highest utility. Bounded rationality is another. This means the person making the decision doesn’t know all of the information, but they can construct models that extract the essential features. Finally, there is intuition. This is where someone doesn’t know all the information, but they make their decision based on experience. There are several biases that can take place in decision making, these include overconfidence bias, anchoring bias, confirmation bias, availability bias, and hindsight bias. Along with biases, there are errors as well. These are escalation of commitment, randomness error, and risk aversion. Your decisions influence you as an individual and your organization. One of the most important things to know in any career and something that is taught in almost every class are ethics and that is also covered in the end of chapter six.
Chapter Seven
Chapter 7 and 8 cover the motivation topic of organizational behavior. Our authors define motivation as “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” Chapter seven is full of motivation theories. The early theories included, the hierarchy of needs, two-factor theory, and McClelland’s theory of needs. The hierarchy of needs include five needs: physiological, safety-sec ...
The document discusses several topics related to leadership and social influence processes including:
1. Status and power in groups, and the different types of each.
2. Theories of leadership including trait, contingency, and function theories.
3. Followership styles and the importance of followers in group success.
4. Group norms, conformity, and the stages of group development.
Douglas McGregor's Theory X and Theory Y describe two approaches to managing people. Theory X assumes workers dislike work and must be closely controlled, while Theory Y assumes workers can be self-motivated and exercise self-control. The document also discusses Maslow's hierarchy of needs, which identifies physiological, safety, love, esteem, and self-actualization needs that motivate human behavior. Additionally, transactional analysis identifies three ego states - parent, adult, and child - that influence how people interact and communicate.
The dynamics of people and organizationbasudebkumar
This presentation provides an overview of organizational behavior. It defines organizational behavior as the study of how people act within organizations both individually and in groups. The goals of organizational behavior are described as describing, understanding, predicting, and controlling human behavior in organizational settings. Key forces that affect organizational behavior are identified as people, structure, environment, and technology. Basic approaches taken in organizational behavior are identified as the human resources, contingency, results-oriented, and systems approaches. Fundamental concepts regarding the nature of people and organizations are also outlined.
Calpers (California Public Employees' Retirement System) aims to improve corporate governance by electing effective boards and educating the public. Their approach involves identifying underperforming companies with governance issues and proposing resolutions to address these issues. Calpers has been successful with this approach, achieving 10 of 12 proposed resolutions in 1991. As a large institutional investor, Calpers is able to implement real change through shareholder activism and resolutions. Their activities increase pressure on companies and visibility of governance issues.
The empowering element of leading - CICAM fall 2010Ruth Garrett
Two Harvard professors argue that leadership is often discussed only in terms of economic performance rather than purpose. This narrow focus misses leadership's ability to forge meaning and purpose for an organization. While economic results are important, leaders should also focus on intentionally creating an understanding of the organization's meaningful purpose beyond money. Doing so allows leaders to tap into employees' needs to feel valued and valuable through aligning their values with the organization's goals and ideals.
Personal Leadership Philosophies Discussion Paper.docx4934bk
This document discusses the author's personal leadership philosophy based on their results from a CliftonStrengths assessment. The key points are:
- The author's top strengths are responsibility, consistency, restorative, harmony, and futuristic.
- Their core values are excellence and balance.
- Their mission is to provide excellence in patient care while maintaining a good work-life balance.
- They want to strengthen their tenacity and integrity by developing consistency and using accountability to adhere to their values.
The document discusses various theories of motivation, including:
- Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs.
- Herzberg's two-factor theory, which separates motivators like achievement and hygiene factors like policies.
- Locus of control theory, which examines whether people feel internally or externally motivated.
- Cognitive and humanistic perspectives on motivation, which focus on understanding and personal growth.
The role of managers is to understand employee needs and align rewards accordingly using both financial and non-financial incentives to motivate performance. The four main needs people have are survival, social, recognition, and achievement
The document discusses different frameworks for leadership including situational leadership theory and approaches for team-oriented leadership. It also provides examples of how to apply the leadership frameworks in various healthcare contexts such as establishing a new teaching hospital. Effective leadership requires assessing the situation and matching the appropriate leadership style to the readiness of the followers.
Relevance Of Personality And PsychopathyCarmen Martin
This document discusses leadership styles and organizational culture. It begins by defining leadership and describing Blake and Mouton's managerial grid model, which identifies five leadership styles based on concern for production and people. It then analyzes the leadership styles of Coach Krzyzewski and Coach Knight, concluding that Krzyzewski exemplifies team management while Knight alternates between country club management and authority-compliance. The document also examines organizational culture and the impact of different leadership approaches.
23March 2010Vol. 22 No. 1Engineering Management Journal
HDM Modeling as a Tool to Assist Management With
Employee Motivation: The Case of Silicon Forest
Georgina Harell, Portland State University
Tugrul U. Daim, Portland State University
the various options more than once, and put a number to the
importance of one option over another.
This study shows a pathway to employee motivation more than
the traditional HDM approach which has the end result being one
choice. The group survey results provide a better understanding of
the differences and the specific values of the groups and smaller
sub-groups. For example, management can conclude from this
survey that women’s tangible motivators are pay and bonuses
followed by outside environment and working conditions.
Literature Review
The theory of human motivation started as an interest of
psychologists, but managers soon realized the importance of
knowing how to motivate their workforce. The work of human
motivation started as early as the Greeks (Skinner, 1965), and
is still intriguing many researchers today. Motivation through
conditioning responses has been explored in great detail since the
late 19th century. The most famous account of conditioned responses
has to be that of Pavlov’s dog—where a dog was conditioned to
salivate at the sound of a bell by repeatedly reinforcing that after a
certain sound food would be presented. This type of response has
been termed a conditioned reflex. In short, the subject has been
trained to produce a response normally associated with stimulus
A when stimulus B is presented. Pavlov’s work was just the tip
of the iceberg in terms of understanding human behavior in
response to a stimulus (Skinner, 1965). E.L. Thorndike expanded
the knowledge of human behavior by exploring the concept of
learning curves. Thorndike did considerable research examining
how long it took creatures to solve a simple problem, for example,
how to escape from a latched box. Thorndike noted that initially
the creature would take a considerable amount of time to solve the
problem, but after more and more attempts at the same situation
the solution came more and more quickly. Learning curves help
clarify how behavior in complex situations are sorted, emphasized,
and reordered. Thorndike’s work is a pivotal step toward the more
modern concept of operant conditioning (Skinner, 1965).
Operant conditioning is far more complicated than the
simple notion of reflex conditioning illustrated by Pavlov.
Operant conditioning looks at human behavior as a complicated
series of tendencies, and rather than looking at responses as either
happening or not happening, operant conditioning considers
a response as having a probability of occurring. By examining
human behavior as a probability of a response occurring, more
complicated interactions can be examined. There are two points
in operant conditioning—operant reinforcement, where a subject
is conditioned ...
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Process assumptions-values-n-beliefs-of-odaileenv21
Organizational development (OD) aims to increase organizational effectiveness through planned interventions. The typical OD process consists of 9 steps over a minimum of one year: initial diagnosis, data collection, data feedback, selecting interventions, implementing interventions, action planning, team building, inter-group development, and evaluation. Key values of OD include being humanistic by respecting individuals, optimistic by believing in progress through reason and cooperation, and democratic by respecting individual rights and fairness. These values imply treating individuals with support, challenge, and responsibility, and groups with investment in development, team leadership, and interactive solutions.
This document discusses human behavior in organizations and management of organizational change. It covers:
1. The importance of understanding how people behave individually and in groups within organizations. Key goals are to describe, understand, predict, and control human behavior.
2. Models of organizational change including Lewin's three step model of unfreezing, changing, and refreezing as well as the six stages of how individuals experience and respond to change.
3. Common reasons why employees may resist organizational change such as surprise, lack of skills, fear of failure, and threats to job security. Managing change effectively requires addressing sources of resistance.
Running head MARKETING ANALYSIS ASSIGNMENTS .docxwlynn1
Running head: MARKETING ANALYSIS ASSIGNMENTS 1
MARKETING ANALYSIS ASSIGNMENTS 6
Researching Marketing Questions
MKT/571
Melissa Simmons
Roberto Ancis
Part 1: Memorandum
TO: Senior Vice President (Marketing)
FROM: Jacob Glenns
DATE: August 19, 2018
SUBJECT: Marketing Analysis
Summary Analysis
This analysis of the market report that was presented the market analyst provides detailed insights from the data that may help in formulating an effective marketing strategy. The key information include: revenue performance for the first half between 2015 and 2016 and revenue trends over the same period. This information help in deciding whether to the organization should continue with its growth strategy or to reverse the decline.
Revenue Analysis
Analysis of the company’s semiannual performance- between January and June- indicates that there was an increase of 10.18 percent in the generated revenues per day from 96,000 dollars to 105,768 dollars in 2015 and 2016 respectively. The revenues per day, domestic market, were 93,683 dollars and 85,181 dollars in 2016 and 2015 respectively, over the same period. Overall, the semiannual revenue for the year 2016 was 13,644,073 dollars with the United States market contributing 12,085,137 dollars, which is approximately 88.6 percent of the semiannual revenue. The international market contributed 1,558,936 dollars, which is 11.4 percent of the total revenue. The average gross profit per day was 8.3 percent for the six months between January and June, 2016. For the three months of April, May and June, 2016 the total revenue was 7,024,096 dollars with the domestic market contributing 6,145,978 dollars and the international market contributing 878,119 dollars. The gross profit was 6.5 percent.
Revenue Trends
With regards to customer class, commercial customers contributed 7,195,592 dollars in the six months of January to June, 2016. The revenue per day was 55,780 dollars, an increase of 5,008 dollars compared to 50,772 dollars realized over the same period in 2015. At the second place was the municipal segment with 1,634,643 dollars. The revenue per day for the first six months was 12,672 in 2016 compared to 12,034 in 2015. The international market segment contributed 1,535,905 dollars and the revenue per day was 11,906 dollars and 11,700 dollars in 2016 and 2015 respectively. The other important segments- resellers, industrial labs, government, resell, education and others- also registered increments in the revenue per day for the first 6 months between 2015 and 2016. The revenue trend for the second quarter (between April and May) illustrate that commercial market contributed 1,130,973 dollars which is 50 percent of the total revenue from the customer class segment. The international market contributed 323,990 follo.
Running head MANAGING A DIVERSE WORKFORCE1MANAGING A DIVERSE.docxwlynn1
Running head: MANAGING A DIVERSE WORKFORCE 1
MANAGING A DIVERSE WORKFORCE 6
Managing a diverse workforce
Name
Institutional affiliation
What does it mean to be an effective manager in a diverse workforce?
According to Chip Conley, the workforce diversity is characterized of gender, ethnicity and age; which needs a much keener attention. He points out that an effective manager should realize that age diversity makes a company stronger and that different generations within a workplace should focus on mentoring one another at work. He emphasizes on the need to allow openness with one another so that wisdom; knowledge, experience and skills from the young to the old and vice versa. According to Chip Conley, the current 60s is the new 40s and that the current 30s is the new 50s; a key note to take on how effective relationship in a workplace could enrichen a company with greater shared wisdom and skills. Every manager need to relate such knowledge in ensuring effective making of modern elders from the millennials.
According to Chip, an effective manager should establish a learning environment for the boomers and the millennials. Each generation should see the other as assets from which they can derive wisdom. Moreover, Chip calls for both the millennials and the boomers to fix their ego, perhaps so that they can enhance their relationship and get to learn from one another. He calls for the need of the managers to enhance a growth mindset in a workplace and the need for the employees to be curious of getting to know what the other generation can offer, and trying to oneself. Chip states that “Curiosity is the elixir for life”
Working on the psychological empowerment of specifics groups and ensuring mental flexibility is very important for various generations to work coherently effectively. Additionally, a manager in charge of a diverse workforce should ensure that the differences existing between the BB and X generations, and the Y and Z generations should be harmonized so that they do not tamper with the achievement of the organizations set goals and objectives (Toro, Labrador-Fernández & De Nicolas, 2019).
Maintaining a positive working environment helps in enhancing the performance of a diverse workforce. Looking at the small business managers, workforce diversity can be well managed if the owner’s manager supports the existing generational interconnections and the variations as a result of the general difference defining these groups by valuing their differences and the similarities. An effective manager is therefore required to cause a diversity openness among the workforce. Such ensure the performance at all levels, i.e. both the organizational and individual. A manager should, therefore, have the ability to effectively enforce the eradication of the internal communication barriers existing as a result generational, racial, gender, ethnic, age, personality tenure, cognitive style, education among other dissimilarities .
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References:
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Conger, J. A., and R. N. Kanungo (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage Publications.
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Running head: Discussion Week 3 2
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HDM Modeling as a Tool to Assist Management With
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Georgina Harell, Portland State University
Tugrul U. Daim, Portland State University
the various options more than once, and put a number to the
importance of one option over another.
This study shows a pathway to employee motivation more than
the traditional HDM approach which has the end result being one
choice. The group survey results provide a better understanding of
the differences and the specific values of the groups and smaller
sub-groups. For example, management can conclude from this
survey that women’s tangible motivators are pay and bonuses
followed by outside environment and working conditions.
Literature Review
The theory of human motivation started as an interest of
psychologists, but managers soon realized the importance of
knowing how to motivate their workforce. The work of human
motivation started as early as the Greeks (Skinner, 1965), and
is still intriguing many researchers today. Motivation through
conditioning responses has been explored in great detail since the
late 19th century. The most famous account of conditioned responses
has to be that of Pavlov’s dog—where a dog was conditioned to
salivate at the sound of a bell by repeatedly reinforcing that after a
certain sound food would be presented. This type of response has
been termed a conditioned reflex. In short, the subject has been
trained to produce a response normally associated with stimulus
A when stimulus B is presented. Pavlov’s work was just the tip
of the iceberg in terms of understanding human behavior in
response to a stimulus (Skinner, 1965). E.L. Thorndike expanded
the knowledge of human behavior by exploring the concept of
learning curves. Thorndike did considerable research examining
how long it took creatures to solve a simple problem, for example,
how to escape from a latched box. Thorndike noted that initially
the creature would take a considerable amount of time to solve the
problem, but after more and more attempts at the same situation
the solution came more and more quickly. Learning curves help
clarify how behavior in complex situations are sorted, emphasized,
and reordered. Thorndike’s work is a pivotal step toward the more
modern concept of operant conditioning (Skinner, 1965).
Operant conditioning is far more complicated than the
simple notion of reflex conditioning illustrated by Pavlov.
Operant conditioning looks at human behavior as a complicated
series of tendencies, and rather than looking at responses as either
happening or not happening, operant conditioning considers
a response as having a probability of occurring. By examining
human behavior as a probability of a response occurring, more
complicated interactions can be examined. There are two points
in operant conditioning—operant reinforcement, where a subject
is conditioned ...
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Process assumptions-values-n-beliefs-of-odaileenv21
Organizational development (OD) aims to increase organizational effectiveness through planned interventions. The typical OD process consists of 9 steps over a minimum of one year: initial diagnosis, data collection, data feedback, selecting interventions, implementing interventions, action planning, team building, inter-group development, and evaluation. Key values of OD include being humanistic by respecting individuals, optimistic by believing in progress through reason and cooperation, and democratic by respecting individual rights and fairness. These values imply treating individuals with support, challenge, and responsibility, and groups with investment in development, team leadership, and interactive solutions.
This document discusses human behavior in organizations and management of organizational change. It covers:
1. The importance of understanding how people behave individually and in groups within organizations. Key goals are to describe, understand, predict, and control human behavior.
2. Models of organizational change including Lewin's three step model of unfreezing, changing, and refreezing as well as the six stages of how individuals experience and respond to change.
3. Common reasons why employees may resist organizational change such as surprise, lack of skills, fear of failure, and threats to job security. Managing change effectively requires addressing sources of resistance.
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Running head: MARKETING ANALYSIS ASSIGNMENTS 1
MARKETING ANALYSIS ASSIGNMENTS 6
Researching Marketing Questions
MKT/571
Melissa Simmons
Roberto Ancis
Part 1: Memorandum
TO: Senior Vice President (Marketing)
FROM: Jacob Glenns
DATE: August 19, 2018
SUBJECT: Marketing Analysis
Summary Analysis
This analysis of the market report that was presented the market analyst provides detailed insights from the data that may help in formulating an effective marketing strategy. The key information include: revenue performance for the first half between 2015 and 2016 and revenue trends over the same period. This information help in deciding whether to the organization should continue with its growth strategy or to reverse the decline.
Revenue Analysis
Analysis of the company’s semiannual performance- between January and June- indicates that there was an increase of 10.18 percent in the generated revenues per day from 96,000 dollars to 105,768 dollars in 2015 and 2016 respectively. The revenues per day, domestic market, were 93,683 dollars and 85,181 dollars in 2016 and 2015 respectively, over the same period. Overall, the semiannual revenue for the year 2016 was 13,644,073 dollars with the United States market contributing 12,085,137 dollars, which is approximately 88.6 percent of the semiannual revenue. The international market contributed 1,558,936 dollars, which is 11.4 percent of the total revenue. The average gross profit per day was 8.3 percent for the six months between January and June, 2016. For the three months of April, May and June, 2016 the total revenue was 7,024,096 dollars with the domestic market contributing 6,145,978 dollars and the international market contributing 878,119 dollars. The gross profit was 6.5 percent.
Revenue Trends
With regards to customer class, commercial customers contributed 7,195,592 dollars in the six months of January to June, 2016. The revenue per day was 55,780 dollars, an increase of 5,008 dollars compared to 50,772 dollars realized over the same period in 2015. At the second place was the municipal segment with 1,634,643 dollars. The revenue per day for the first six months was 12,672 in 2016 compared to 12,034 in 2015. The international market segment contributed 1,535,905 dollars and the revenue per day was 11,906 dollars and 11,700 dollars in 2016 and 2015 respectively. The other important segments- resellers, industrial labs, government, resell, education and others- also registered increments in the revenue per day for the first 6 months between 2015 and 2016. The revenue trend for the second quarter (between April and May) illustrate that commercial market contributed 1,130,973 dollars which is 50 percent of the total revenue from the customer class segment. The international market contributed 323,990 follo.
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Running head: MANAGING A DIVERSE WORKFORCE 1
MANAGING A DIVERSE WORKFORCE 6
Managing a diverse workforce
Name
Institutional affiliation
What does it mean to be an effective manager in a diverse workforce?
According to Chip Conley, the workforce diversity is characterized of gender, ethnicity and age; which needs a much keener attention. He points out that an effective manager should realize that age diversity makes a company stronger and that different generations within a workplace should focus on mentoring one another at work. He emphasizes on the need to allow openness with one another so that wisdom; knowledge, experience and skills from the young to the old and vice versa. According to Chip Conley, the current 60s is the new 40s and that the current 30s is the new 50s; a key note to take on how effective relationship in a workplace could enrichen a company with greater shared wisdom and skills. Every manager need to relate such knowledge in ensuring effective making of modern elders from the millennials.
According to Chip, an effective manager should establish a learning environment for the boomers and the millennials. Each generation should see the other as assets from which they can derive wisdom. Moreover, Chip calls for both the millennials and the boomers to fix their ego, perhaps so that they can enhance their relationship and get to learn from one another. He calls for the need of the managers to enhance a growth mindset in a workplace and the need for the employees to be curious of getting to know what the other generation can offer, and trying to oneself. Chip states that “Curiosity is the elixir for life”
Working on the psychological empowerment of specifics groups and ensuring mental flexibility is very important for various generations to work coherently effectively. Additionally, a manager in charge of a diverse workforce should ensure that the differences existing between the BB and X generations, and the Y and Z generations should be harmonized so that they do not tamper with the achievement of the organizations set goals and objectives (Toro, Labrador-Fernández & De Nicolas, 2019).
Maintaining a positive working environment helps in enhancing the performance of a diverse workforce. Looking at the small business managers, workforce diversity can be well managed if the owner’s manager supports the existing generational interconnections and the variations as a result of the general difference defining these groups by valuing their differences and the similarities. An effective manager is therefore required to cause a diversity openness among the workforce. Such ensure the performance at all levels, i.e. both the organizational and individual. A manager should, therefore, have the ability to effectively enforce the eradication of the internal communication barriers existing as a result generational, racial, gender, ethnic, age, personality tenure, cognitive style, education among other dissimilarities .
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Running head: MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
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ENGL 602 Field Project: Final Product
Liberty University
MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 2
Introduction
Background of the Research
Innovation plays a critical role in assisting businesses to sustain and grow their market
shares. It takes place in dissimilar functions and parts of the business and it is significant to
understand the best way to create and manage it effectively. Digital technologies have been
regularly used in business and this has led to digitized workplaces that demand the need to invent
to remain at the top in the market (Kay & Willman, 2018). Digitizing places of work has played
a key role in changing the way business is usually managed and this has similarly affected how
innovation must be managed and embraced in such a novel business atmosphere. Therefore, the
best way to understand technological innovation in the digital business atmosphere is the need to
understand how technology has been shaping the business world.
The reason for choosing technological innovation in digital business environments is that
business owners play a critical role in the identification and application of new technologies. By
investing in initiatives that permit them to deliver efficient and effective services and products,
they discover innovative solutions to complex challenges (Camisón & Villar-López, 2014).
Successful technological innovation needs collaboration, expert project management, planning,
and execution. Worldwide competition and rigorous demand to bring commodities to market
very fast affect decisions.
Research Purpose
1
2
Tess Stockslager @ 2020-03-06T10:07:25-08:00
This wording seems a bit circular: "the best way to understand...is the need to understand." Is there a clearer way you could state this?
Tess Stockslager @ 2020-03-06T10:09:33-08:00
Even without the word "I," you're indirectly referring to yourself here, which isn't necessary in this paper. You don't need to explain why you chose your topic; instead, you should explain why the topic is important in the field (which is exactly what you did in this sentence--you just need to frame it differently).
MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 3
The purpose of this research is to explore the role and importance of managing
technological innovation in the digital business environment. Technological innovation strategies
that a firm pursues can either break or make the company. The current business landscape is
increasingly multifaceted. For an organization to succeed in the modern business environment, it
is critical that it adopts digital innovation which can assist to attain its goals and remain at the top
in the competition (Camisón & Villar-Lóp.
Running head MANAGERIAL REPORT FOR SUPERVISING MANAGER 1MAN.docxwlynn1
Running head: MANAGERIAL REPORT FOR SUPERVISING MANAGER
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MANAGERIAL REPORT FOR SUPERVISING MANAGER
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Managerial Report
HMGT 300 6380 Introduction to the U.S Health Care Sector 2205
Taneshia Davis
UMGC
Professor: Todd Price
May 31, 2020
Manager's Name and Role:
Name: The patient experience-supervising manager is Mr. Aleo Brandford
Roles:
The supervising manager ensures that all patients are fully engaged in inpatient experience activities under the supervision of highly experienced healthcare professionals. The manager also ensures that all healthcare professionals are compliant with policies, rules, and regulations that govern patients, healthcare practice, healthcare organizations, government, and the corporate world. Moreover, the supervisor conducts monitoring and evaluation of the healthcare providers to ensure they are delivering high-quality services within the set time. The manager also monitors and evaluates the healthcare systems in the organization to ensure that they are affirmative to rules, policies, and standards set for healthcare service facilities and providers as a to deliver satisfactory high-quality services. The manager, together with respective departments and personnel, initiates, improves, and implements patient experience programs that equip personnel with relevant patient experience skills, knowledge, and competencies necessary for satisfactory healthcare service provision. One other key role of the manager is the contact point for all inquiries, explanations, experiences, and feedbacks associated with patients and the healthcare facility.
Healthcare Setting:
The Minnesota Healthcare Facility is a county facility that offers preventive and curative healthcare services for in- and out-patients. It serves the entire region with all healthcare needs. It has both children and adults wings with fully functional departments and equipment. It is the only healthcare facility in rural with a population capacity of 200 per day. It is well equipped with childbirth and immunization facilities and serves the general public healthcare needs.
Managerial Issue:
Determining MeaslesSpread Rate
The manager needs to task-relevant departments to collect patient and exposed children information from children's care centers, schools, attendance lists, and health facilities. The information will help determine the rate of immunization, the number of patients, and approximate exposed children and other adults. The number of children vaccinated against measles, 21 days before its eruption should be identified from the Immunization Information System of Minnesota, and facility children's care center information System. The challenge will be on the follow up of the exposed children and administering necessary interventions. This is necessary for checking further spread of the disease in the community (Hall et al., 2017).
Impact & Details: Restrict Public Gathering
To restrict the mingling of children in healthcare faciliti.
Running head MANAGING DYNAMIC ENVIRONMENTS FINAL .docxwlynn1
Running head: MANAGING DYNAMIC ENVIRONMENTS FINAL
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MANAGING DYNAMIC ENVIRONMENTS FINAL
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Managing Dynamic Environments Final
Managing Dynamic Environments Final
Introduction
The for-profit organization which will be analyzed in this report is a famous casual dining restaurant and bar called Buffalo Wild Wings Restaurant and Sports Bar. This is an international organization which has various outlets in different parts of the world such as in the United States, Mexico, Canada, Panama, India, and the Philippines among other countries. The reason why Buffalo Wild Wings is the target organization for this report is that it recently received a new president, Lyle Tick, who set an objective to improve the brand image of the restaurant so that it can attract more customers (Romeo, 2018). Due to this, the organization is undertaking some changes in its marketing which is an important component of the internal operations of the business. The change of focus is implementing a social media marketing campaign to increase the number of new customers for the restaurant. This report will evaluate different factors, positive and negative issues, and challenges, which can affect the change process as well as analyze different concepts which can be used to improve change management and change process so as to result to the desired outcomes.
Identify the role of strategic renewal in propelling change.
Strategic renewal is important in creating change interventions which will impact the team members and the organization positively. This is an important process which helps change managers to evaluate the existing progress of the change process and focus on how to improve the change process so that the desired outcome may be achieved. One of the roles of strategic renewal in propelling change is by revisiting and improving the change strategies. Strategic renewal ensures that the organization is able to develop a strategic game plan which will be used to promote different growth objectives during change management. This enhances change since the organization is able to focus on having a competitive advantage against other competitors and satisfying the customers’ needs to the best of its abilities. In the case of Buffalo Wild Wing Restaurant, it focused on adopting new growth objective which aimed at attracting more millennial customers to ensure it increases the size of the target market for the restaurant.
Strategic renewal helps in concentrating all the efforts in brainstorming and identification of solutions to challenges which may impact the change action plan. The organization and its employees are able to focus on finding different approaches which can be used to improve the experience resulting from the change process. This pushes change since the organization is able to avoid certain pitfalls which the organizations would have experienced. This aspect has been achieved by Buffalo Wild Wings Restaurant whereby the organization.
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docxwlynn1
Running head: MANAGING DONUT FRANCHISES 1
MANAGING DONUT FRANCHISES 2
Managing Donuts
Joyce Crow
Ashford University
MGT 330 Management for Organization
Jill Heaney
May 10, 2020
District Manager of Five Dunkin’ Donut Franchises
Introduction
As the new District Manager, I intend to build and structure the foundation of workers for all the five Dunkin' Donuts establishments. My goal is to increase the fiscal profits for every unit to establish extra legacies to the company's brand. The paper analyzes the following categories of Dunkin' Donuts: job design including job analysis, job description and job specification, and organizational design. Workers job designs will be assessed with the use of a divisional structure for Bakers, Crewmembers, and managers. Inside of Dunkin' Donuts will be analyzed to decide the needs for recruiting and selecting applicants. Also, the essay discusses the training and performance appraisals for the value of significance to the franchise.
Job Design
Job design refers to the process of organizing duties and roles into a productive unit of work. The job design will include job analysis, job description and job specification. Job design occurs when managers decide the duties to be completed, the people who will do them and the selection approach to be adopted in choosing workers (Reilly, Minnick, & Baack, 2011). Below, I have used job analysis, job description, and job specification to discuss the job design of the five new establishments.
Job Analysis
The process of assigning tasks will be undertaken by the HR department and the departmental managers. I will be adapting the extermination model of job analysis. Every branch will have 5 to 8 workers per shift, with one being a manager, one may be a shift leader and the rest will include crewmembers and bakers. They will be in charge of food handling, housekeeping and sales. Each worker's qualification will include preparing donuts, coffee, frozen meals, and working on the cash register.
Job Description
For job descriptions, the current Dunkin' Donuts models will be appropriate for the Crewmembers, Bakers, and Management (https://www.peopleanswers.com/pa/testSplashPageEntry.do?splashURL=portalDunkinDonuts1&src=825452). Most roles at the organization are entry-level positions, which need filling customer orders through preparing drinks and baked food. Applicants will need to show their readiness to take directions and interact with the clients regularly.
Job Specification
Bakers, Crewmembers, and Shift Leaders – These are the entry-level spots that will need minimal requirements. Basic requirements include at least a High School Diploma (GED or equivalent), inclination to take direction and intermingle with clients, and interpersonal working capabilities. These roles are trainable on the job. The position of shift leader will be achievable by an existing baker or crewmember .
Running head MANAGEMENT DILEMMAS1MANAGEMENT DILEMMAS6.docxwlynn1
Running head: MANAGEMENT DILEMMAS 1
MANAGEMENT DILEMMAS 6
Management Dilemmas
Name
Institutional Affiliation
Management Dilemmas
Part I: Research Questions
1. Should student athletes receive a stipend by the universities as reimbursement for participating in sports? Are there policies under the ISSF that guide on how best students should be compensated for their participation in different sports?
2. What challenges do coaches face in managing their respective teams? Is there an approved ISSF standard management structure that would allow coaches to participate and interact more with their players such that they are not only constrained to their managerial duties?
Part II: Research Topic
Problem Statement
Professional athletes earn large sums of money, though considered unethical; due to the fact that most of the times these athletes are students who are “exploited”. The estimated value rose through college athletics is considered to be roughly more than a billion dollars yearly, with this revenue being generated from an estimated 25 football schools and 64 basketball schools respectively (Brown & Williams, 2019). The concern raised is that the students do not get to see the money earned; but instead are offered athletic scholarships, allowing them to get free college education. The concerning factor is that most students use this opportunity as a chance to qualify for professional leagues, without considering the beneficial factors that their education offers. They are continuously to sacrifice their class and study hours such that they can practice and travel for their sports (Brown & Williams, 2019). Even though a scholarship seems like a good deal for some of these college athletes, what criteria is used to reward those athletes who are often viewed as celebrities and exploited for their affiliation with different institution to earn money for them?
Quite often, managers are faced with the dilemma of relating with their athletes mainly because they are absorbed in managerial duties that limit their interactions with their players. As a result, the element of teamwork is ignored and disregarded, leading to lack of communication, lack of trust, and continued conflict, which may affect the effectiveness of the team (Rollnick, Fader, Breckon, & Moyers, 2019). Sometimes the coaches aspect of caring is viewed as interference because there is no connection between the players and their coach, with coaches feeling left out of most decisions made by the players. This in mind, the study focuses on finding new strategies that can be applied by all coaches in every sport, such that the aspect of unity and communication is achieved, with coaches participating more in their respective projects.
Importance of the Study
Given the dynamic scope of this industry, it is important to do more research to understand the depth of the dilemma within the industry, with the use of previous and current research to provide insight on different pers.
Running head MANAGERIAL ACCOUNTING 1MANAGERIAL ACCOUNTING.docxwlynn1
Running head: MANAGERIAL ACCOUNTING
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MANAGERIAL ACCOUNTING
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Managerial Accounting
Accounting can be defined as the procedure of keeping monetary financial records. Accounting can be group as financial and managerial accounting. For businesses to be successful, they need to be having both managerial and financial accounting experts. Impeccable managerial and financial bookkeeping are important to the progress and constant survival of any corporate. Structurally, economically, and lawfully, bookkeeping is an essential section in any institute, and the necessity for an extremely skilled accounting squad is unconditionally crucial. Despite the similarities between financial and managerial accounting, there are also differences between them.
The managerial accounting works through measuring, analyzing and reporting monetary and non-monetary information that aids directors to make judgements to accomplish the objectives of an organization. Managerial accounting emphasizes on the internal broadcasting and is not regulated by generally accepted accounting principles (GAAP). Management accounting is known for its much efforts to focus on the future rather than paying much attention to what happened in the past (Kinicki & Fugate, 2016). This type of accounting is so influential to the performance of directors and other workers as opposed to principally reporting financial events. There are no principles which guide the operations of management accounting.
Management accounting permits executives to charge attention on owners’ principal to aid judge a division’s presentation, although this may not be allowed by generally accepted accounting principles. Managerial accounting comprises assets or liabilities which may not be recognized by generally accepted accounting principles and it makes use of asset or liability quantifying rules like present values or resale prices which is not acceptable under GAAP.
Financial accounting on the other hand emphasizes on commentary to exterior events like shareholders, government interventions, and banks. It evaluates and registers business dealings and provides fiscal reports that are grounded on generally accepted accounting principles (GAAP). Financial bookkeeping is controlled by commonly accepted accounting principles (Weygandt, Kimmel & Kieso, 2015). Financial accounting comprises of sending monetary reports like income reports or balance sheets, to outside bodies like creditors, tax specialists, shareholders, and the Interior Revenue Service.
The managerial accounting positions out profit and loss accounts, job costing accounts, and operating resources, financial accounting conveys facts only for those on the external who want to decide the company's marketplace assessment. Managerial accounting emphases on issues and answers within an institute while financial accounting is worried with productivity from without. Managerial accountants make internal working reports, while financial accountants generat.
Running head: LOGISTIC REGRESSION 1
LOGISTIC REGRESSION 2
Logistic Regression
Student Name
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Question (a)
Categorical variables are useful in classifying data that usually takes only one form. An example where categorical variables can be used is when classifying the ages of different individual based on the gender of the participants. The use of n-1 variable in categorical variables makes the classification easier since variables take either of the quantitative provided. In these situations, the variables are limited to take either one or zero as the quantitative value to ease the classification process (Bühlmann & Dezeure, 2016). Classification based on n-1 variable tends to be faster and also saves time and does not have many problems. When a particular variable takes 1 is assumed to be quantitative but when it takes zero the assumption made is that the variable is absent. Categorical variables involving n variables, the n-1 variables are the only important variables since they classify the data given accordingly to the required quantitative values which I either 1 or 0.
Classification of information based on categorical valuables, the n variables tend to have problems. The n value can sometimes lead to problems that may end up prolonging the classification process and also make it difficult. The n variable has problem in resulting to multi-co linearity in classifying (Guo & Berkhahn, 2016). The problem results when there is similar interconnections between the variables this create a problem in interpreting the information. The interconnection of the n variables can result in the prediction of the other variable from the other. Another problem resulting in from categorical variables is that n variable is intuitively meaning that variables can be classified based on the interests or feelings of the research. Lastly, the n variables are redundant that is do not have updated information.
Question (b)
In statistics, logistic regressions are used in classification of variable that tend to have different forms either positive or negative values. Logistic regressions classify data consisting of dependent variables with and more than two or more independent variables. The classifications are based on pacing several variables at their different level of existence (van Smeden et al., 2016). Logistic regression predict the relationship of variables that can either take 1or 0 in the classification. Logistic regressions is concerned in giving descriptions to the data and give detailed information relationship between one independent variable and more nominal independent variables. For instance, logistic regression can be used in financial institutions to clarify financial defaulters. In classification of the data, logistic re.
Running head MANAGEMENT OF CONGESTIVE HEART FAILURE THROUGH MO .docxwlynn1
Running head: MANAGEMENT OF CONGESTIVE HEART FAILURE THROUGH MO 2
MANAGEMENT OF CONGESTIVE HEART FAILURE THROUGH MO 8
Managing Congestive Heart Failure through Motivational Education
Rosaline Hicks
Chamberlain University
Dr. Sheryl Cator
March 26, 2020
The purpose of this paper is to discuss how motivation can improve outcomes in congestive heart failure (CHF). CHF is a chronic progressive condition that affects the pumping ability of the heart muscles. This paper will cover CHF as a practice problem, the role of evidence to in regard to CHF, and the role of the DNP practice scholar in the translation of evidence.
Addressing issues related to CHF management through education program is important in the improvement of self-management. Most of the reported readmission cases, morbidity, and mortality are associated with poor self-care and self-management of the diseases. The focus of most healthcare facilities when it comes to the management of the CHF is focused on an identified medication regimen, and little to no attention is given to the importance of patient education to improve self-management of CHF.
A study by Bader et al (2018) revealed that an advanced heart failure program helped in the improvement of disease awareness and self-care behaviors when the patients were led by well-trained heart failure nurses. Another study by Howie-Esquivel et al (2015) used the approach of TEACH-HF intervention to manage CHF patients. The study outcome revealed a significantly lower hospital re-admission rate and decrease in the length of stay.
DNP practice scholar play a key role in the translation of evidence. The DNP practice scholar is instrumental in the initiation of projects that focus on the standardized educational process for CHF patients. The initiation is done through the development of new education tools and clinician documentation of evidence-based heart failure care (Myslenski, 2018). Practice Problem and Question
Patient education is becoming an effective process of managing CHF at home. Patient education aids in the improvement of knowledge and self-care behaviors, thereby, reducing the incidence of readmissions cases (Bader, et al., 2018).
Heart failure is a common, high-risk condition that is characterized with high reports hospitalization and sometimes death. This disease affects more than 6.5 million Americans and in 2012 the CDC reported that it cost approximately 30.7 billion dollars to care for CHF patients and wages lost due to hospitalization. Unlike other cardiovascular illnesses, CHF appears to be the most common one and nearly 1 million new cases are being reported annually internationally. This, therefore, makes it the fastest growing cardiovascular disorder (Savarese & Lund, 2017).
This study is guided by the following Picot question: Does the multidisciplinary educational approach work effectively towards the prevention of hospital re-admission for patients diagnosed with congestive heart .
Running head: MALWARE 1
MALWARE 2
Student’s name:
Professor' name:
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Malware-Trojan horse virus
Malware can be defined as any file or program that is introduced to a computer with the intention of harming the user. The harm to the user can be through interfering with his use of the compute, unauthorized access to his data, locking the user out of his computer and also spying on the user’s activity. There are several types of malware and they include ransom ware, Trojan horses, computer viruses, worms and spyware (White, Fisch & Pooch, 2017). For this particular assignment, I will focus on Trojan horse virus. The name Trojan horse comes from the famous Greek story, where Greek soldiers were able to take down the city of Troy after they sneaked into the city inside a wooden horse that was guised as a gift to the people of Troy. Just like the story the Trojan horse virus disguises itself as a legitimate program however the program provides unauthorized access into the system most of the time to hackers.
Most of the time, Trojan horses gain access to a secured system through social engineering. Most of the time, Trojan horse viruses are introduced into a system by duping a user into executing an attachment on an email guised to be unsuspicious. They can also be introduced via social media where users are tricked into clicking on fake advertisements or advertisements that offer fake rewards. Once the links or attachments are clicked on, a Trojan horse virus is introduced. Trojan horse viruses can allow an attacker to have access to a user’s personal information and other forms of data. Trojan horse viruses can affect other devices on the network through infection caused by the introduction of the first Trojan horse; most ransom ware is introduced through Trojan horse viruses (Wang, Lorch & Parno, 2016). In addition, through the use of Trojan horse viruses, attackers can modify data, copy data, block data, delete data and generally disrupt or distort the performance and operations of targeted computers or devices in a network.
Steps of mitigating a Trojan horse virus attack
The first step in mitigating a Trojan horse virus attack is the installation of effective anti-malware software or what is commonly referred to as an anti-virus. The anti-malware will detect as well as prevent any Trojan horse virus attack on a computer or a network. The second step in mitigating Trojan horse virus attacks is the installation of the latest available patches of the operating system in use. The third step is proper scanning of all external devices that are introduced to a computer or a network (Rader & Rahman, 2015). The fourth step is through the cautioning on the execution of any program th.
Running head LOS ANGELES AND NEW YORK BUDGETARY COMPARISON .docxwlynn1
Running head: LOS ANGELES AND NEW YORK BUDGETARY COMPARISON 1
LOS ANGELES AND NEW YORK BUDGETARY COMPARISON
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Los Angeles and New York budgetary comparison
Vibert Jacob
South University
Los Angeles and New York budgetary comparison
The cities for comparison in this assignment are the city of New York and the city of Los Angeles. These two are major cities in the United States that have large population and play a crucial role both locally and internationally. The cities have major infrastructural, social, and economic burdens to bear. They also have huge finances to budget for the management of their cities. In the financial year 2017, the city of New York budgeted for an expenditure of $84 billion (The City of New York, 2017). Los Angeles has a budget of $9.2 billion (City of Los Angeles, 2017). The New York City budget is larger than some of the states in the USA. Both cities are required to ensure they have a balanced budget each year with clear information about the sources of the funds, use of the fund and ensure that the budgetary deficits are clearly financed in each year.
The city of Los Angeles budgets is prepared with several underlying principles that must adhered. The city has a reserve fund, which equals to 5% of the city’s general fund revenues. The capital improvements fund for the city is equal to 1% of the city’s general fund revenue. The city holds that all the funds from one-time sources must be used to finance the one-time expenditures. The city of New York has also established several reserves to take care of uncertainties in the city (City of Los Angeles, 2017). These reserves include the Retiree health benefit trust funds, a general reserve as well as a capital stabilization reserve fund for the city.
Sources of funds
The two cities have almost similar sources of funds for their budgets. These sources of funds, however, have differing contributions to the city’s finances. The table below presents the proportional sources of incomes to the cities.
Los Angeles
New York
Source
%
%
property taxes
21.9
29
allocation from other government agencies
6.5
27
utility user tax
7.1
7
business occupation
8.6
4
licenses and other fees
24.5
8
sales tax
5.7
8
proprietary
5.3
13
miscellaneous
20.4
4
100
100
In the two cities, the property taxes account for the largest source of incomes. In New York, the allocation and distribution from other government and government agencies is the second largest source of income. This is due to the international nature of the city, which hosts major national and international offices. The city of Los Angeles has large commercial enterprises within its jurisdiction that contributed large amount of incomes in form of licenses, fees, and permits compared to New York’s city income from license and fees amounting to only 8% of the overall incomes. The miscellaneous sources of finance include the transfers from the reserve transfers, the special funds .
Running head MAJOR PROJECT1MAJOR PROJECT9Initial Ou.docxwlynn1
Running head: MAJOR PROJECT
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MAJOR PROJECT
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Initial Outline
Chicago
University
(The Working Title of this Major Paper Should Go Here Exactly as on the Title Page)
Foreclosure is a scary word for homeowners, but it is
not all that common today (citation needed). Bortz (2017) reported that the foreclosure rate (meaning the percentage of loans in foreclosure) currently hovers just under 1%. During economic downturns, like the housing crisis of 2011, foreclosure rates rose as high as 3.6% in United State (Bortz, 2017).
Research question
The phenomenon as mentioned above and literature background lead to the overriding research question, “what are the lived experiences of management executives whose companies face foreclosure?” The subareas of exploration for this question are:
i. The manager’s self-care practices
ii. The manager’s relationship with immediate relatives
iii. The manager’s business practices
iv. The manager’s relationships with subordinates
Methodology
In order to investigate the lived experiences of management executives, a phenomenological qualitative method will be employed. The relationships and practices of managers facing company foreclosure are the core of this research. Creswell (2013) discussed that the purpose of a phenomenological qualitative method is to …….
Proposed population
1. The homogenous group for the study is former management executives strictly from the operations department. The selected executives will have a background of having undergone company foreclosure at least once in the past 20 years.
2. Participants will be solicited through enticing advertisements online for filling surveys to participate in a study interview.
3. The number of participants will be restricted to 16 executives aged 35 years or more. Their former positions will be limited to operations management.
Data collection
1. The type of data to be accrued will be unstructured and semi-structured interviews.
2. Participants will be asked to participate in at least two rounds of one-on-one interviews spanning anywhere from 50 to 60 minutes each. Interviews will be conducted in person, by phone, or through an internet source such as Zoom.
3.
Bracketing
I am especially interested in this research question because my research showed scarce primary literature about the impact of company foreclosure on the personal and professional lives of executives’ manager and their families. With many companies facing foreclosure around the globe every year, it is surprising that very little research has been conducted on how they affected the lives of the involved executives. I suspect I may find it useful to know the real potential consequences of organizational shutdown in case I become a manager in the future. Even though one works hoping for the best, preparing for the worst is also a very rational route for any organizational management model.
(Do you have any first or third-party experience and/or knowledge of a.
Running Head MAJOR CONCERNS OF CLIMATE CHANGE IN CHINA 1MAJO.docxwlynn1
Running Head: MAJOR CONCERNS OF CLIMATE CHANGE IN CHINA 1
MAJOR CONCERNS OF CLIMATE CHANGE IN CHINA 10
Major Concerns of Climate Change in China
Student’s Name:
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Course Number:
Professor’s Name:
Date:
Major Concerns of Climate Change in China
Introduction
China is one of the critical countries in the world, which are considered to significantly contribute to the issue of climate change. Research indicates that China produces over 6.000 megatons of carbon dioxide every year. The increased concentration of carbon dioxide in the atmosphere is associated with increase in global warming, which perpetrates the climate change. To this end, China is regarded as the largest emitter of greenhouse gases across the globe based on absolute terms, contributing to about 22 percent of the total amount of emissions (Held, Nag & Roger, 2011). At the moment, the emissions of the greenhouse gases by China have exceeded the global per capita average, following the growth in the emissions by over 200 percent from 1990 to 2008. The concern of increased greenhouse gases emissions in China is largely associated with the countries appetite for economic growth. The historical growth of the Chinese economy has been tremendously effected through the use of fossil fuels as a major source of energy in industries. Despite the increased desire from the global community to mitigate the impacts of climate change, there is fear that the emission of greenhouse gases in the country may rise by between 55 and 75 by 2025 (Held, Nag & Roger, 2011). Therefore, it is important to discuss the different concerns presented by China regarding the issue of climate change that is tremendously perpetrated by increase in emission of carbon dioxide and other greenhouse gases.
Overview of the Issue of Climate Change in China
The Chinese government has established policies that are aimed at adopting effective governance of climate change, improved domestic capacity of effectively governing the energy use and emissions, as well as supporting the commitments that positively impact decline in future international emissions. China acknowledges the need to lower the emission of greenhouse gases as well as mitigating the impacts of climate change, which is a critical solution towards obtaining a healthier international environment (Lipin, 2016). As a matter of fact, numerous multinational negotiations have been advanced so as to develop a global climate regime that governs the efforts of reducing the emission of carbon dioxide and other greenhouse gases. Being among the world’s largest polluters, China has received increase attention from the global community. The country, which has the highest population of over 1.3 billion, has been steadfastly reluctant to comply to the suggestions by international organizations such as the United Nations Framework Convention on Climate Change (UNFCCC) (Held, Nag & Roger, 2011). These organizations have been engaged in pushing for .
Running Head LOGISTICS1Running Head LOGISTICS7.docxwlynn1
Running Head: LOGISTICS 1
Running Head: LOGISTICS 7
Logistics and Supply Chain Operations
Stanley Thompson Jr.
DB 8035
24 May 2020
INTRODUCTION
Amazon is one of the fastest growing online retailer company in the United States of America that has been able to overhaul its business structure by using innovative strategies in supply chain management. Amazon has left most of its competitors have a hard time trying to catch up. The firm has made huge investments in the management of its inventory to include recent forms of technology to beat its competition. The firm has optimized every link in its supply chain to ensure its customers are satisfied and well attended to (Leblanc, 2019). This paper hence seeks to discuss Amazons supply chain operation factors such as; transport and security, procurement and inventory management, technology and information management, and articulate some of the global risk factors affecting the firm. Comment by TJS: Paragraphs need to be left justified Comment by TJS: Great point here. Amazon is dominating the industry Comment by TJS: Anthropomorphisms should not be utilized. An anthropomorphism is the attribution of human characteristics or behavior to a good, animal, or object.
TRANSPORTATION AND SECURITY
Transportation cost structures, modes, and distribution centers, inventory control systems, and inventory costs reduction strategies
Amazon initially launched a two-day delivery program for its customers to ensure that its customers had fast delivery of products but soon other competitors started catching on. Amazon hence had to make another adjustment in its freight services and now offers a two-hour delivery service to Amazon Prime customers. For product freight, Amazon has equally sub-contracted firms such as the United Parcel Service to transport its products to its customers. Amazon has been relying on third-party couriers to make their deliveries as they have a better-established delivery route and path that they can leverage for efficient delivery services (Leblanc, 2019). Comment by TJS: Yes. They set a new industry standard
However, due to the consideration of numerous factors involved in using third-party carriers for deliveries, Amazon has developed its privately-owned freight service. Amazon hence uses its privately-owned vehicles to carry products to its clients specifically for same-day deliveries. In recent times, Amazon has been developing cargo freight service in certain specific areas where the firm uses drones to carry items straight to their clients who are within a 10-mile radius from their warehouses. This has cut product deliveries to half an hour or less. Amazon is progressively incorporating newer technologies in its supply chain that systems can hence run without human supervision. This strategy has been articulated to be efficient so far as there are has been reduced inventory management costs over the last few years since the acquisition of Kiva Systems (Leblanc, 2.
Running head LOGIC MODELLOGIC MODEL 2Logic modelStu.docxwlynn1
Running head: LOGIC MODEL
LOGIC MODEL
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Logic model
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References
Blue-Howells, J., McGuire, J., & Nakashima, J. (2008). Co-location of health care services for homeless veterans: a case study of innovation in program implementation. Social work in health care, 47(3), 219-231.
Output
Integrating patient care
Communication and collaboration between workers hence resulting to communities of practicing clinicians
Attracting new patients to GLA
Funding a two-year pilot grant
Effective process for psychiatric screening for homeless patients
Outcomes
Homeless project were integrated
The issues of homeless veterans were addressed due to institutional barriers
There was creation of coalition and linking the project to legitimate VA-wide goals
Good sustained program maintenance, process evaluation and encouraging development of communities.
Activities
Building a coalition of decision makers
Introduction of a new integrated program
Inputs
The decision to implement
Initial implementation
Sustained maintenance
Termination or transformation
Running head: PROGRAM EVALUATION 1
PROGRAM EVALUATION 2
Program Evaluation
Institutional Affiliation
Insert the student’s name
Instructor’s name
Course
Date
Introduction
Evaluation of the program is usually done to in order to determine the quality of the program, how effective the program is and how the program is performing. This can help to know if the program is making a significant difference among the targeted people. It can also assist to know if the program is functioning or not. This paper therefore seeks to evaluate the program which is assisting the homeless people within the community.
The two program evaluation questions are: what is the reach of the program? And what has been the impact of the program on the homeless people? The answers to these questions would elicit both qualitative and quantitative results. Therefore, the program evaluation will require both quantitative and qualitative data collection plan. This is because the use of mixed-method approach is convenient since the results and findings would be reliable (Creswell, 2017). After identifying the evaluation program questions, the next step will be to come up with plan of evaluating a program. The plan should consist of methods of collecting data, evidences, the person responsible and the duration.
Program Evaluation Question
Evidence
Methods and sources of collecting data
Person in charge
Duration
1. What is the reach of the program?
Number of building materials distributed
Records of the program
Robert
One month
2. What has been the impact of the program on the homeless people?
Number of people resettled
Number of people not yet re.
Running head LITERATURE REVIEW1MINORITY BOYS SCHOOL DROPOUT A.docxwlynn1
Running head: LITERATURE REVIEW 1
MINORITY BOYS SCHOOL DROPOUT AND CONTINUATION SCHOOL 2
Literature Review
Literature Review
It is expected that every student enrolled in high school works hard towards the completion of their high school diploma. However, research indicates there was a 5.4% drop out among the minority groups, in which 6.4% of the overall status dropout rate is that of the male youth. Among the Africans, Hispanics, and American Indian Natives, the dropout rates among the boys are 8%, 10%, and 11.6%, respectively (Musu-Gillette, De Brey, McFarland, Hussar, Sonnenberg, & Wilkinson-Flicker, 2017). These dropouts often join continuation schools later in life with the hope that they will get an equivalent of their high school diploma. The theoretical framework of this research is based on the phenomenological approach, in which the aim is to examine the occurrence of school dropout among minority boys and their performance after joining continuation school.
One of the theories that explain why minority boys drop out of school is the Critical Race Theory. The model argues that education opportunities are often affected by an individual’s race and racism (Colbert, 2017). Based on this theory, minority groups are often faced with issues such as poverty and racial discrimination in schools, which causes some of the male students to drop out of school. Racism victims in school feel inferior to the whites and sometimes feel like they do not deserve a quality education, and they end up falling behind in school.
Cultural production theory, on the other hand, explains why the dropouts choose to go back to school. The theory holds that the education system helps to level out the playing field so that people get equal opportunities to make their lives. The approach provides an essential perspective as to why minority boys dropouts join continuation schools and complete their learning process.
According to Bania, Lydersen, and Kvernmo (2016), non-completion of high school mostly results from different problems, most of which are health-related. In research in which the authors carried out among the youths in the Arctic, they found out that dropout rates were higher among males. Additionally, minority males often drop out due to mental issues. Based on the article, education affects an individual’s employment opportunities and income, as well as the quality of life, which explains why the dropouts choose to join continuation schools later in life.
Hernandez and Ortez (2019) undertake research in which they analyze the experiences of some Latinas who are enrolled in continuation school. Based on the writers’ claims, continuation schools have put in place strategies that enable the students to cope and realize that they have an opportunity to succeed just like any other individual. Additionally, due to the improvement in the prospects for quality education presented to the marginalized groups, the article indicates that there are .
Running head LIVING WITH CHRONIC ILLNESS1Living with Chroni.docxwlynn1
Running head: LIVING WITH CHRONIC ILLNESS 1
Living with Chronic Illnesses 2
Living with chronic illnesses: How are those with a chronic illness treated by their families since their diagnosis?
Maura K. Little
University of West Florida
Abstract
This study aims to figure out what the relationship and meaning of the ways that a family treats a family member with a chronic mental or physical illness. The exploration of the way those with a chronic illness are treated since their diagnosis is important to understand the perceptions, behaviors, and communication that surrounds illness. Chronic mental illness will be analyzed against chronic physical illness to assess similarities and differences in family behaviors. Participants included individuals selected from local support groups based on their illness as well as family structure. An ethnographic study would be used to compare both the verbal and nonverbal relationship between the ill family member and the rest of the family.
Introduction
This study aimed to focus on both physical chronic illnesses and mental chronic illnesses and their effects on family communication, particularly surrounding the diagnosis of the illnesses.
Family has a large impact on the perceptions of illness. In recent times, the publicity around individuals with chronic illnesses, both mental and physical, has increased dramatically in the media. From the production of films about those with physical chronic illnesses to celebrity diagnosis of a mental illness, illness is something our society is beginning to talk about more frequently. However there are certain stigmas attached to these illnesses that make it harder for patients and their families to cope with their situation. Most often because of the portrayals of chronic illness that romanticize illnesses and do not necessarily show all of the effects of these illnesses on the patient or their family.
Both mental and physical chronic illnesses are much more complex than how they are portrayed in the media. These illnesses often produce copious amounts of side effects that bring a whole new level of challenges to the patient's struggle through their daily life and readjustment after diagnosis. One effect that is often not publicized as much as others is the relationships that exist between the patient and their family. These family relationships may change drastically with the diagnosis of and grappling with a chronic illness, changing how family members perceive one another, how they act, and even how they communicate. All of these things depend upon the nature of the family, and the illness and produce different changes. However, through all different types of families and illnesses, communication in situations like these is essential to understanding one another. According to Rosland (2009), several interviews and focus groups showed that family members lowered stress, and are central to patient success. In most instances, the family i.
Running Head LITERATURE REVIEW2LITERATURE REVIEW 2.docxwlynn1
This document discusses the effects of tobacco use. It notes that tobacco consumption peaks between ages 20-40 for both males and females, though males consume more. Smoking rates are higher for some minority groups than the national average. Tobacco use leads to diseases like cancer, heart disease, and addiction. While educating people on the harms of tobacco and making it less affordable can reduce use, tobacco has caused many deaths regardless of socioeconomic background. Lung cancer is a major cause of cancer deaths and is linked to tobacco consumption. Tobacco use also increases risks of other cancers and can damage blood vessels.
Running head LOGIC MODELLOGIC MODEL 4Situ.docxwlynn1
Running head: LOGIC MODEL
LOGIC MODEL
4
Situation: due to language barrier, patients are unable to receive adequate healthcare
Inputs
Outputs
Outcomes – Impact
Activities
Participation
ShortMediumLong
-Funding
-Staff
-Technology
-Trainers
-Software
-Facilitators
-Computer devices
In order to measure the effectiveness of these inputs, a comprehensive program evaluation may be done through interviews, questionnaires etc
-Training of staff
-Use of technology
-Use of professional interpreter
-Use of multiple languages
-Use of visuals like graphs and pictures
-Interview patients and healthcare
- Assessing the language barrier
-Improving staff ability to communicate using different languages
-Developing ways that can be used in eradicating the issue of language barrier
-50% of healthcare providers trained within three months.
75% of patients reporting greater satisfaction in healthcare services
-70% increase in number of patient comeback.
-Training completed
-100% effective communication between healthcare providers and patients
-Improved patient satisfaction
-Increase number of community patients
-Improved quality of patient quality.
Project assumptions
There will be enough funding for the training and equipments.
Healthcare providers/staff will be open to participation
References
Chou, C. & Cooley, L. (2018). Communication Rx : transforming healthcare through relationship-centered communication. New York: McGraw-Hill Education.
Jacobs, E. & Diamond, L. (2017). Providing health care in the context of language barriers : international perspectives. Bristol, U.K. Blue Ridge Summit, PA: Multilingual Matters.
.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
1. Running head: LEADING CHANGE 1
LEADING CHANGE 3
Leading Change: An Analysis of the necessary leadership
strengths to implement Kotter’s Eight-Step Heart of Change
Introduction
When someone is asked to think of a great leader and the
strengths that individual posses, there are many different
descriptions that may come to mind. The research conducted by
Gallup Scientists which was reported in Strengths Based
Leadership by Tom Rath and Barry Conchie, suggests four main
areas to describe leadership strengths: executing, influencing,
relationship building, and strategic thinking which have thirty-
four total combined sub-descriptors (24). As change is
becoming a common practice among all businesses around the
world, we must find and utilize these strengths in all leadership
teams. So we know we need leaders and that we need change,
the question is, what types of strengths do we need in a
leadership team and how must they go about implementing
2. change?
Thesis: The four main strengths of leadership, according to the
SBL StrengthsFinder research, are all necessary to implement
Kotter’s eight-step change process in an organization.
Historical Background
Change
The world we live in today is evolving faster than ever
among people, places, products, markets, etc. You name it, it’s
changing. In order to keep pace with competition and new
technology in the evolving world, organizational change is
inevitable if an organization wishes to survive. Organizational
change is defined as the modification of leadership structures
and business processes (Basu). Both external and internal
factors together contribute to the need for various types of
changes. Common changes in an organization range from a
change of employee job roles, changing locations, and even
entire reconstructions in an organization (Mavromatis and
Oloffson 1).
Based on previous research, we can break down the various
rational and importance of change into three general categories.
The first is the population ecology theory, which suggests that
change stems from the development of new organizations and
those that replace existing structures. The second theory,
rational adaptation theory, focuses on strategic changes along
with individual organization changes developing from changes
in the environment, threats, and opportunities. The final general
theory, random transformation theory, proposes that
organizations change in response to internal processes (Hannan
and Freeman 150). Because change has become so prevalent
around the world, having effective leadership teams in place is
crucial to having a successful change process if an organization
wishes to survive.
Strength Based Leadership
Strength Based Leadership was created and based on a 30-
year research project conducted by Gallup scientist about 10
years ago. The research consisted of “20,000 in-depth
3. interviews with leaders, 50 years of Gallup Polls about the
worlds most admired leaders, and interviews with more than
10,000 followers around the world.” (Gallup). After the
research was conducted, Authors Tom Rath and Barry Conchie
put together the book, Strengths Based Leadership to share the
results. Broadly speaking, there are three main findings from
the research. First is that effective leaders always invest in their
strengths. The second suggests that surrounding yourself with
the right people leads to effective leaders. And the third,
understanding followers’ needs is critical to being an effective
leader (Gallup).
The research lead to the development of the
StrengthsFinder assessment, of which the goal is to find the
areas an individual thrives and has the ability to strengthen.
Since creating the StrengthsFinder assessment, more than 7
million people have used the tool to find out more about their
strengths (Gallup).The assessment consists of nearly 200 self-
descriptors of which participants must respond to by deciding
which item best describe themselves. For example, the
descriptor may say, “I like to help people” on one side and
“When things get tough and I need things done perfectly, I tend
to rely on the strengths of the people on my team and don’t try
to do it all myself”. Then, the participant would select which
item best describes them. In addition, they must select the
degree they believe it represents them on a scale from “Strongly
describes me” to “neutral” (Asplund, Lopez, Hodges, and Harter
3). After completion of the assessment, participants receive a
ranking of their strongest “Themes”. The researchers define a
theme as, “a category of talents, which are defined as recurring
and consistent patterns of thought, feeling, or behavior”
(Asplund, Lopez, Hodges, and Harter 4). Total they have
identified 34 themes of which each fall under four broader
domains of leadership: executing, influencing, relationship
building, and strategic thinking.
The research does not stop there. There is still one big
question to be answered: Why do people follow? To answer
4. this, Gallup conducted a study to find out what people need in a
leader in order for them to want to follow that individual. They
sampled more than 10,000 followers and asked them to list three
words that described a leader in their lives. As a result of this
study, they found there are four basic needs of followers: Trust,
Compassion, Stability, and Hope (Rath and Conchie).
The executing domain describes leaders who know how to
get things done/make things happen. Nine themes fall under the
executing domain including achiever, arranger, belief,
consistency, deliberative, discipline, focus, responsibility, and
restorative (Rath and Conchie). As described by the Strength
Based Leadership resources, the achiever is someone who has
stamina and likes to work hard. An individual who scores high
on the achiever strength enjoys being busy and productive. The
arranger is typically very organized. They will search for a way
to arrange resources to maximize time and efficiency. A score
high in the belief theme indicates an individual that has strong
core values and a purpose in life. A believer is deeply
connected to their values and beliefs. Consistency represents
individuals who understand the importance of treating everyone
the same. These individuals are generally rule followers and
predictable. If an individual is very careful in their decision-
making, they may be defined as deliberative. Deliberative
individuals are careful decision makers. They look for and
prepare for obstacles they anticipate will occur. The discipline
theme describes people who are very structured and often tend
to create order. These individuals like and prefer routine daily
schedules. Many of these individuals will follow a strict
schedule. The focus area describes those who take direction and
follow through. These individuals are great at prioritizing and
then completing the tasks as necessary. Responsibility typically
applies to anyone who takes ownership for his or her actions
and values honesty and loyalty. The last theme under the
executing domain is restorative. The restorative theme is one in
which people are problem solvers. Specifically, they succeed at
uncovering a problem and fixing it (Rath and Conchie). An
5. individual does not need to possess all of these traits in order to
fall under the executing domain. However, the more you
exhibit, the more likely you are to be an executer.
The next domain stemming from the StrengthsFinder
results is Influencing. Rath and Conchie describe the
influencing domain by stating, “People with strength in this
domain are always selling the team’s ideas inside and outside
the organization” (Rath and Conchie 25). Someone who ranks
high in the influencing domain is a good person to look toward
to take charge and assure that the group’s vision is heard. Eight
themes fall under the influencing domain: Activator, Command,
Communication, Competition, Maximizer, Self-Assurance,
Significance, and Woo (Rath and Conchie).
The activator is someone who has the ability to get things
done and make things happen. They are able to do this by
turning thoughts into action. Often times, activators are
described as impatient. An individual who is said to have
command is likely to have control of the situation. These
individuals are usually the ones to make decisions for a group
or team. As for the communication theme, these individuals in
simplistic terms are good at communicating. It is easy for these
individuals to express their thoughts in words. Competition,
another theme under influencing, is the idea that individuals
compare themselves to others in hopes of being the best. The
maximizer is one who looks for the strengths of the group and
utilizes them to help the team grow. They find something the
group is good at and strive to make them the best at it. Self-
assurance is the theme that discusses confidence in ones own
life decisions. Significance is the concept in which an
individual desires to be important to others. These individuals
want others to recognize them. Finally, the Woo theme in this
domain represents those who enjoy meeting new people, making
a connection with them by breaking the ice, and ‘winning them
over’. Someone who is good a “wooing” can be characterized as
a “charmer” (Rath and Conchie).
The third domain proposed from the Gallup poll findings is
6. Relationship Building. Relationship building is defined as,
those individuals who “have the ability to create groups and
organizations that are much greater than the sum of their parts”
(Rath and Conchie 25). Adaptability, Developer,
Connectedness, Empathy, Harmony, Includer, Individualization,
Positivity, and Relator are the nine themes that make up the
Relationship Building domain. To begin, adaptability is a theme
that is similar to flexibility. Those who are adaptable tend to
“go with the flow” and handle things as they come at them. The
developer is able to see the potential of those around them.
These individuals genuinely are happy for other people’s
success and growth. Most of us know someone who believes
that “everything happens for a reason” and that there is no such
thing as a coincidence. Based on the strength based leadership
approach, these individuals fit into the connectedness theme.
Empathy is a characteristic that many people strive to develop
in order to grow a relationship. Empathy is having the ability to
put yourself in someone else’s shoes and imagine feeling the
way they do. Conflict is something that can be both helpful and
harmful to relationships. From the research conducted by the
Gallup poll, they have defined the harmony theme as if conflict
is not good for relationships. The harmony theme describes
those who avoid conflict and look for areas in which they can
agree on with others. The includer is another theme that
describes individuals that are strong in building relationships.
An includer does not like to see people left out and will go out
of their way to include them. Although relationship builders
want to include everyone, they also accept the differences
among the group. This concept is defined as individualization.
This is when someone enjoys the unique differences among
people and wants to use them to their advantage. Most people
enjoy being around optimistic rather than pessimistic people.
Someone who is optimistic is likely to have great positivity.
Positivity is the idea of contagious enthusiasm and ability to
excite others around them. In turn, this positivity encourages
others to work. A relator, the final theme under the relationship
7. building domain, is one who likes working with friends and
desires close relationships (Rath and Conchie).
The importance of building relationships is not surprising.
In fact, it has been suggested that “humans are wired for social
connection” (Umberson, Crosnoe, & Reczek 15). We, as a
human species, both desire and actually need healthy
relationships with others.
The forth and final domain established from the Gallup
Poll is Strategic Thinking. Strategic thinkers are those who,
“keep us all focused on what could be… they are constantly
absorbing and analyzing information and helping the team make
better decisions” (Rath and Conchie 26). The last eight themes
all fall into the strategic thinking domain. They are Analytical,
Context, Futuristic, Ideation, Input, Intellection, Learner, and
Strategic. Analytical people are those who are able to identify
all factors that affect a situation. Cause and affect is the way of
thinking for analytical minds. The context theme portrays
individuals that are fascinated by the history and background
and using it to understand the current situation. Another theme
of strategic thinking, futuristic, are those who have the ability
to look into the future and create a vision. These people are also
able to use their own vision of what is ahead to motivate others
to look into the future. Not all strategic thinking is analytical
with simple cause and affect. Another theme of strategic
thinkers is ideation. Ideation individuals are able to come up
with creative ideas with their imagination. They are able to
think outside the box and develop ideas when others cannot.
Critical thinking is assumed to be very important to successful
leaders. Along with critical thinking comes the desire to know
more and want to know all the information possible or in other
words, input. Intellection is another feature of those who engage
in critical thinking. Intellectual individuals are often the
‘thinkers’ of the group and like to have highly intellectual
conversations with others. Many times when we use the term
learner, we associate it with the word follower. However, these
terms are not exactly the same. A follower is someone who
8. takes after a leader. While on the other hand, a learner is
someone who constantly seeks out ways to improve and learn
new skills or methods. The most unsurprising theme of them all,
strategic, also falls under the strategic thinking domain.
Strategic describes individuals who find new solutions or
alternative methods to move forward with a task when an
obstacle arises. In addition, those who score high in the
strategic theme notice patterns and issues and use them to find
new ways to proceed with a task (Rath and Conchie).
Strategic thinking is another crucial element for a
successful organization. According to the Harvard Business
Review, “a strategic approach to leadership was, on average, 10
times more important to the perception of effectiveness”
(Kabacoff). With that being said, it is not by any means an easy
skill to master. Therefore, having this skill in your organization
is something to look for, hold on to, and utilize to your
advantage in order to grow a successful organization.
Kotter’s Eight Step Change Process
John Kotter originally wrote a book in 1996, Leading
Change, that discusses why people often failed in their effort to
implement change (Cohen). In the original book, Kotter
presented an eight-step model for successful change in an
organization. Although the book was a success, many people
wanted more research and more advice. Because of a suggestion
by Deloitte Consulting, Kotter collaborated with Dan Cohen to
uncover stories from large-scale organizational changes by
interviewing about 100 organizations. The results of their
finding were published in their book, The Heart of Change, in
2002 (Cohen). Below is the visual representation of the Eight-
step process for leading successful change: The Heart of Change
model.
Source: Cohen, 2009, The Heart of Change Field Guide
Kotter and Cohen have broken the eight steps into three
phases: creating a climate for change, engaging and enabling
the whole organization, and implementing and sustaining the
9. change. Within those phases are eight steps of change: Increase
urgency, build guiding teams, get the vision right, communicate
for buy-in, enable action, create short-term wins, don’t let up,
and make it stick.
The first phase of the process, creating a climate for
change, focuses on creating the necessary energy to foster
change (Cohen). The first step, which falls into this phase, is
creating a sense of urgency. In this step, the leaders must
energize their followers with a “lets-go” attitude. There are
several ways to create urgency among followers. One, show
them why there is a need for change by displaying something
they can see and feel. Two, provide outside evidence that
change is necessary. Three, be cautious and look for alternatives
to complacency and fear (Kotter and Cohen). The second step is
to build a guiding team. A CEO simply cannot successfully
implement change on their own. Rather, a team of the ‘right
people’ and teamwork are required to create a successful
guiding team. The right people are those who have the
necessary skills, leadership, and credibility. A guiding team is
composed of the appropriate knowledge, credibility, internal
understanding of the organization, and formal authority coupled
with managerial skills such as planning, organizing, and
control. In addition, a guiding team will have visionary,
community, and motivational leadership skills (Kotter and
Cohen). An example provided by Kotter and Cohen of a
successful guiding team was made up of representatives from
each area of the organization including finance, human
resources, corporate affairs, IT, regional leaders, and asset
managers. The third step is to get the vision right. This step in
the heart of change process is where a “clear, inspiring, and
achievable picture of the future” is created (Cohen).
Engaging and enabling the whole organization is the
second phase of the heart of change model. This second phase,
centers around involving stakeholders through a demonstration
of leadership (Cohen) and includes steps four, five, and six of
the model. Step four is to communicate the vision for buy in. In
10. this step, the vision and change strategies are communicated to
as many people as possible in order to gain buy in and followers
to act in ways that move toward the vision. The most successful
messages of change are simple and heart-felt rather than
complex. The fifth step is to empower or enable action. In order
to obtain the required action, the barriers must be removed from
the process. Barriers often times can include a boss who is stuck
in their ways, poor evaluation and reward systems, and lack of
information (Kotter and Cohen). By removing each of these
obstacles, we are able to empower and enable action. The sixth
step, creating short-term wins, is critical to gaining the
involvement of stakeholders. Creating short-term wins, helps
maintain, “faith in the change effort, emotionally rewards hard
workers, keeps the critics at bay, and builds momentum” (Kotter
and Cohen). Short-term wins, such as providing feedback to
leaders to validate their vision, giving hard workers a ‘pat on
the back’, and taking power away from critics, will help keep
the change efforts strong (Kotter and Cohen).
The third and final phase, implementing and sustaining the
change, suggests, “Insuring that the change is lasting by leaders
being tenacious” (Cohen). The final two steps, seven and eight,
are in this phase. The seventh step is to not give up and
maintain momentum. The key in this step is not to celebrate a
successful win too early. Many organizations simply reduce
urgency when they see the first sign of a completed change
process. A simple rational for this is that change is exhausting
and an organization is likely to move on to the next task as soon
as possible. In order to insure the continued success of a
change, the urgency, energy level, vision, leaders, and its
followers all must remain strong (Kotter and Cohen). The eighth
and final step in the heart of change is to make the change stick.
Although it is the last step, it can arguably be the most
important because of the difficulty that comes along with it. In
order to make the change stick, an organization must change
their deeply rooted culture and shared values. In order to do so,
“leaders must recognize, reward, and model the new behavior in
11. order to embed it in the fabric of the organization and make the
change ‘the way we do business here’” (Cohen). In addition to
rewarding the new culture among followers, people in power
should be those who have embraced the new culture.
By following the Heart of Change model, an organization
can implement a change effectively. However, in today’s fast
pace and evolving world, change is inevitable and sooner or
later organizations will have to go through change again
whether it be because of external or internal forces. Therefore,
we know that in today’s world, change is happening and it
happens more often than many would like. We also know that
there are certain leadership domains and themes that describe
successful leaders. In addition, we have the tool necessary to
effectively implement change, Kotter and Cohen’s Heart of
Change model. To have the most effective implementation of
the Heart of Change model, each domain of the Strength Based
Leadership must play a role in the process.
Analysis
Each step in Kotter’s Heart of Change Model requires at
least one domain of leadership identified in the Strengths Based
Leadership. The first step, urgency, focuses on creating a “lets
go” attitude. The Influencing domain of Strengths Based
Leadership is demonstrated in this step. Specifically, the
activator theme, which describes those who are able to get
things done by turning thoughts into action (Rath and Conchie).
An example of this can be demonstrated from a company that
motivated their employees to change. The company videotaped
their customers complaining about the craftsman’s work and the
manager played the video in front of the craftsman (Kotter and
Cohen). Because the craftsman were able to physically see and
hear the customers complaints first hand instead of by word of
mouth from the manager, the sense of urgency and desire to
change was elevated. The manager engaged in the activator
theme by using a physical tool to turn words into action.
The second step, building guiding teams, relates heavily to
the relationship building domain in the Strengths Based
12. Leadership. Both of these concepts focus on the importance of
developing strong relationships between leaders, followers, and
peers. Developer, includer, and individualization are three
themes required to complete the second step of the Heart of
Change model. One CEO was able to put together a successful
team to focus on organic growth. His tactic was to choose a
member from each major section of the organization such as
“finance, HR, corporate affairs, IT, regional leaders, and asset
managers” by doing this, he was able to ensure that each area of
the company was represented (Kotter and Cohen). In this
example, the CEO utilized all three themes. He was a developer
because he was able to identify the potential of bringing these
individuals together. The CEO was also an includer by making
sure to include a representative from each area of the
organization. In addition, he utilized individualization because
he realized that each member was unique with different
perspectives and by bringing them all in, demonstrated how he
valued each one of their opinions.
During the third step of the change process, getting the
vision right, both executing and strategic thinking domains are
necessary for proper implementation. Kotter and Cohen used an
example of a real estate agent and a buyer to demonstrate
getting the vision right. The real estate agent suggested the
buyer make a list of everything they wanted to fix and to get it
done in the first six months. However, the buyer wanted to take
five years and slowly get everything done. The real estate agent
said they recommended completing everything in the first six
months or it wont get done because buyers simply get used to
how things are and don’t end up fixing it. In the end, five years
later, the buyer admitted that anything that wasn’t completed in
the first six months never got finished (Kotter and Cohen). The
executing themes played a crucial role in order to getting the
vision right by inspiring an ‘achievable picture of the future’.
The achiever role is someone who has stamina and works hard
to get things done. In the agent-buyer example, stamina and
hard work are required in order to complete the changes. The
13. arranger and discipline themes are required because one must
organize their time and priorities to make the fixes in six
months. Also, the focus theme is crucial in this example
because the buyer needs to prioritize, complete the tasks, and
follow through with the plan. The domain of strategic thinking
is also necessary to create a vision. Specifically, an individual
needs to be futuristic if they wish to look into the future and
create a vision of the finished project. In the example provided
by Kotter and Cohen, the buyer needed to be able to imagine
what the finished project will look like.
Communicating for buy-in is the forth step in the Heart of
Change model and also requires an element from Strengths
Based Leadership. With the influencing domain, leaders should
utilize the communication theme to gain buy-in. Kotter and
Cohen suggest that in order for effective communication the
“the message communicated to employees must be simple and
heartfelt, not complex and technocratic”. Those who are strong
in the Strength Based Leadership Communication theme are
therefore good people to communicate the change efforts
because they are able to express their complex thoughts in
simplified words that are easy for followers to understand.
Enabling action, the fifth step in the Heart of Change
model, requires elements of both the relationship building and
strategic thinking domain. Within the relationship building
domain, positivity should be utilized to help enable action.
There was a company whose managers only received direction
when something was wrong and needed fixing. Because of all
the negative feedback, the employees agreed to have meetings
in which they discuss areas of improvement. However, these
meetings turned into a time for employees to complain about
different aspects of the job. Because of all the negativity,
employee moral is down and nothing is improving. The
company decided to record a couple of employees going about
their jobs. The employers were able to watch the tape back,
identify areas that could be improved, and implement ways to
make work better (Kotter and Cohen). From this example, we
14. can see that without positivity it is difficult to identify realistic
solutions and foster improvement as a team. With contagious
positivity, employees are motivated to improve. This example
also demonstrates the benefits of strategic thinking. The
company utilized the strategic theme by coming up with
alternative methods to approach team meetings and searching
for new solutions.
The sixth step, creating short-term wins, involves the
arranger and achiever themes from the executing domain as well
as the woo theme from the influencing domain. In the example
from Kotter and Cohen, a transportation department was looking
to make several changes in order to create better service for
their clients. They knew the senator, who also happened to own
a tucking company, could be of potential help. So, they
approached him and asked for recommendations as to what can
be improved. They were not thrilled with his answer but knew
that if they resolved his issue, he would be satisfied and, in
turn, be of assistance to them on bigger projects later on.
Therefore, winning over the senator was a short- term win. The
trucking company utilized the arranger and achieve themes by
staying organized and looking for ways to be efficient. They
realized that helping the senator now, will make things more
efficient long term and maximize their resources to get things
done. The company utilized the Woo theme from the influencing
domain by winning over the senator in hopes of him returning
the favor later.
The seventh step, don’t let up, centers around the strategic
domain of Strengths Based Leadership. The most common
example of giving up starts when an organization prematurely
declares a successfully completed change. As a result, urgency
declines. In order to avoid this, the company should activate the
learner and futuristic themes. A learner is someone who
constantly searches for area of improvement and ways to do
better. They are always finding new skills and methods to
implement. This theme is crucial because during the seventh
step it is important to continuously look for areas that need
15. improvement. Since today’s world is continuously changing,
companies need to always look for ways to learn more. The
futuristic approach also ties in here. It is important to always
keep focused on the vision and to not let up when parts of the
vision start to take shape.
The eighth and final step in the Heart of Change model is
to make it stick. This step requires command, maximizer, and
woo themes from the influencing domain. A company that is
able to make the change stick, puts people in power that have
absorbed and embraced the new culture. The people in power
during and after a change process need to command the
situation with their control. If those in power do not take
control of the situation, the followers are going to resist the
change and revert to their old ways. Also, the leaders need to
utilize the maximizer theme. Kotter and Cohen suggest that
those in power should value the new culture. Therefore, the
maximizer theme is exhibited because those in power are
selected as the individuals who have strong shared cultural
values that mirror the organizations values. They then use this
to help the followers grow and accept the new culture. And
finally, if leaders are able to win over their followers by getting
them to embrace the new culture, they are one step closer to
making the change stick.
Conclusion
After reviewing each of the four domains of Strengths
Based Leadership, the 34 supporting themes, and Kotters Eight-
Step Heart of Change Model it is evident that all four domains
of leadership are necessary to implement the change process in
an organization. Change is becoming inevitable in todays world.
It is almost as if we must stay in a continuous change effort in
order to survive among the competition. It is not necessary or
even feasible for an individual to possess and thrive in all four
domains of leadership, however developing a team of
individuals who, as a whole, represent each domain can help
lead an organization through change. Rath and Conchie said it
best, “Although individuals need not be well-rounded, teams
16. should be” (23). Teams that identify their members’ strengths
and follow the Heart of Change Model are on their way to
successful change.
References
Asplund, J., Lopez, S., Hodges, T., & Harter, J., (2007). The
Clifton StrengthsFinder 2.0 Technical Report: Development and
Validation. The Gallup Organization. Princeton, NJ. Retrieved
from
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ort031005.pdf
Basu, C. (n.d.). What is the Meaning of Organizational Change?
Retrieved February 01, 2017 from
http://smallbusiness.chron.com/meaning-organizational-change-
35121.html
Cohen, D. (2009). The heart of change field guide: tools and
tactics for leading change in your organization. Boston, MA:
Harvard Business School Press.
Gallup Organization (n.d.). Strengths Dashboard. Retrieved
February 02, 2017, from
httpa://strengths.gallup.com/110251/Gallups-Leadership-
Research.aspx
Hannan, M., & Freeman, J. (1984). Structural Inertia and
Organizational Change. American Sociological Review,49(2),
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Throughout Your Organization. Harvard Business Review.
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Kotter, J., & Cohen, D. (2002). Real-Life Stories of How People
Change Their Organizations: The Heart of Change. Executive
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Heart_of_Change.pdf
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great leaders, teams, and why people follow. New York: Gallup
Press.
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Relationships and Health Behavior Across the Life
Course. Annual Review of Sociology,36, 139-157. Retrieved
from http://www.jstor.org/stable/25735072
Influence of Digital Technology on Roadmap
Development for Digital Business Transformation
Iryna Strutynska
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Galina Kozbur
Department of Computer Science
Ternopil Ivan Puluj National Technical
18. University
Ternopil, UKRAINE
[email protected]
Lesia Dmytrotsa
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Olena Sorokivska
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Liliya Melnyk
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Abstract—In a highly competitive information economy,
business structures require continuous introduction of
innovation, effective information technology to ensure
sustainable long-term market benefits, as well as their rational
functioning. The implementation of the digital business model
is
one of the promising areas, which makes it possible to realize
the
activity of enterprises even more productively. The digital
business model allows businesses to react more responsibly to
19. the needs of potential buyers and customers, and also helps
adapt and optimize business processes over a certain period of
time to certain market conditions. That is why, the purpose of
the article is to identify the peculiarities of the influence of
digital technology on the transformation of existing business
models of organizations. In view of this, an in-depth analysis of
the main stages of the development of a roadmap for the digital
transformation of business has been carried out; business
process management software products and the most suitable
ones have been examined. The article studies digital
technologies
in the context of enterprise business groups and reflects how
relevant technologies affect the transformation of the existing
linear business model into the digital business model and
reflects
the most significant effects for business.
Keywords—information technology, digital economy, digital
technologies, information management system, digital business
model, business processes, BPM, business process management,
CRM, ERP.
I. INTRODUCTION
In this digital era, the pace of change is extremely
frustrating and each organization encounters existential
threats from new and existing competitors. In the era of the
Industrial Revolution 4.0, technology is the right of any
company to change its own business model so as to
differentiate itself from the entire world market.
The competitiveness of business structures is shaped by
the use of digital technologies, the application of the
information management system, reengineering and the
transformation of existing business processes into new digital
business models.
20. Digitalization is the use of digital technologies to change
the business model and provide new revenue and value-
producing opportunities; it is the process of moving to a
digital business [1-7].
The problem of the development of the digital economy
and the transformational processes taking place in society
under the influence of digitization has received a lot of
attention among both foreign authors [1-2, 10-12] and
Ukrainian researchers [3, 5-6], etc.
Fig. 1. The evolution Digital Business Development Path
(Source: Author’s interpretation based on: Gartner)
Despite numerous scientific studies on the development
of information and communication technologies and the
digital economy, we consider that the issues of the impact of
digital technology on the transformation of existing business
models of the organization are insufficiently examined.
II. PROBLEM ANALYSIS AND MARKET TRENDS
On the one hand, in the market of information
technologies and services, there are already a lot of software
products (world and domestic) that are largely able to fill the
gaps in information technology companies. Domestic
business is in search of suitable technologies for business
automation, is familiar with the best European and world
practices of digital transformation.
The development of information technology (systems) of
management for a particular business is a project for the
development of a roadmap for the digital transformation of
business. This is a very important project that requires
significant financial support, highly trained specialists and
22. The fulfilment of all these tasks is impossible without the
integration of information systems and technologies into the
business sphere.
We offer to consider achievement of these three tasks
through the prism of business processes of the organization
using certain information technologies (digital instruments)
(Table 1).
TABLE I. GROUPS OF BUSINESS-PROCESSES OF
ORGANIZATION AND DIGITAL TECHNOLOGIES OF THEIR
TRANSFORMATION
# Groups of business-
processes of organization
Digital instruments
(systems, products, digital
decisions)
Task 1. Establishing closer relations with suppliers and
customers
1 Interaction with suppliers
Management)
2 Interaction with customers
(consumers)
Systems CRM (Customer
Relationships Management)
Task 2. Increase the level of own operational efficiency
3 Resources management ERP (Enterprise Resources
23. Planning)
4 Management of Business
Process
BPM-system (Business process
management)
5 Analytical component
management (data analysis)
Technologies Big Data, Data
mining, OLAP-cube, cloud
computing,
6 Providing modern
technologies to employees
of the company to
effectively carry out daily
work
Office 365, Google doc, use of
CRM system, dashboards for
evaluation of key indicators
Task 3. Increase the competitiveness of products
7 Product management
(control, storage and
provision of necessary
information)
Systems PLM (Product Lifecycle
Management) and PDM (Product
Data Management), digital
sensors, GIS technology and
24. others.
8 Marketing activity,
including:
New ways to attract
customers;
Search for effective sales
channels for a particular
consumer;
Changing products or
services using technology.
Digital Internet Marketing Tools
Google Analytics, Google
AdWords; SEO and SMM
Using chat bots to communicate
with customers;
Forming funnel sales;
Connecting a virtual or
complementary reality to a
shopping mall, collecting
customer data.
One of the possible options for an effective and efficient
organizational information support system for the enterprise
is a system that is integrated with the technology of
operational management of business processes.
334
III. SOFTWARE TOOLS FOR MODELING BUSINESS
PROCESS
It is necessary to use informational products that enable
25. us to simulate business business processes, the so-called "As
Is" model (the “How It Is” Business Processes Model), which
will allow you to see “weak areas” in business, build a new
business model of business-processes, that is, model “To Be”.
These information products will allow you to structure and
automate business processes (reengineering business
processes) of the enterprise.
In the IT market there is a differentiated set of BPM
systems. That is why as the basis for the study «Gartner magic
quadrant bpm tools, 2018» [13] was considered and other
researches [11, 14]. All the information is systematized in
table 2 where TOP 10 BPM-systems are listed and their
characteristics are provided.
TABLE II. 10 BPM-SYSTEMS AND THEIR
CHARACTERISTICS
BPM
Systems Vendor Details
Easy to use Standards support License and cost
Integration with
other corporate
applications
Ability to
dynamically
change the
business
process
26. ELMA BPM
Founded 2007
Luxembourg
Cloud, SaaS, Web Installed
- Mac
Installed - Windows
Mobile - Android Native,
Mobile - iOS Native
BPMN
Paid,
Free Demo and
free version for five
jobs
Ability to integrate
with "1 C: Enterprise" Yes
Bizagi BPM
Founded 1989
United
Kingdom
Cloud, SaaS, Web
Installed - Windows
Mobile - Android Native,
Mobile - iOS Native
27. BPMN,
XPDL
Paid,
Free Demo and
free version
Wide possibilities of
integration with CRM
and ERP systems Yes
Bitrix24 Founded 1998 United States
Cloud, SaaS, Web
Installed - Mac
Installed - Windows
Mobile - Android Native
Mobile - iOS Native
IDEF, BPMN
Paid (Starting Price
$39.00/month),
Over 10,000
intranets created
already! Up to 12
users free!
Wide possibilities of
integration with CRM
28. and ERP systems Yes
Oracle BPM
Founded 1977
United States Convenient and simple, realization of violin tasks
BPMN,
BPEL
Paid,
Free Demo
Wide integration
possibilities Yes
erwin
Business
Process
Founded 1988
United States
Deployment Cloud, SaaS,
Web
Installed - Windows
IDEF0,
IDEF3, DFD
Paid,
Free Demo, free
version
29. Wide integration
possibilities Yes
Appian Founded 2004 United States
Convenient and simple,
realization of violin tasks BPMN
Paid (Starting Price
$75.00/month), Free
Demo
To store ARIS models,
an object database is
used
No
IBM
Blueworks
Live
IBM Cloud-based BPM
platform. Simple and
straightforward
BPMN Paid,
Free Demo
Wide integration
possibilities
Yes
30. Bpm’online Founded 2011
Ukraine, United
States
Is ideal for middle-sized
companies and enterprises BPMN Paid, Free Demo
Wide integration
possibilities
Yes
Bonita BPM Founded 2001
France
Convenient and simple,
realization of violin tasks BPMN Bonita open solution
Wide integration
possibilities
Yes
Pegasystems Founded 1983
United States
Convenient and simple,
developed on Java and
OOP concepts
BPMN
Paid,
Free Demo and
31. free version
Wide integration
possibilities
Yes
Each of the above systems deserves attention. However,
we offer in practical examples a more detailed analysis of the
most suitable software products. The following perspectives
are taken into account: the features of the system, prices and
simplicity of its use (Erwin Business Process, Bitrix24,
Bizagi BPM, ELMA BPM, Pegasystems, Bonita BPM).
(Erwin Business Process, Bitrix24, Bizagi BPM, ELMA
BPM, Pegasystems, Bonita BPM).
IV. PRACTICAL RESULTS
After the practical use of these six BPM systems, we have
chosen two systems that are cost-effective, the most simple
and easy to use.
The advantages of BPM system Erwin Business
Process:
1. Clear, standard, and concise representation of the
elements. To ensure the unity of representing elements of data
models in ERwin, standardized representations of object
names, standardized data types, and standard model samples
(reference models) are used. Visual representation of large
data arrays. Due to the powerful graphic system and
navigation system (IDEF0, IDEF3, DFD);
2. The ability to interact with users. ERwin provides
various opportunities for sharing information among all
members within an organization. Collaborative work with
32. Depositary Users. ERwin provides automatic version control,
access control, conflict management, and model modification
to work together effectively. At the expense of the web portal,
business analysts, technical specialists and others can access
data models in understandable configurations for them;
335
3. Application of open architecture. ERwin provides
extensive integration opportunities with other process
modeling and information system development tools (more
than 120 different tools).
Fig. 4. BPM for Agroholding Mriya (IDEF0, IDEF3)
BPM ELMA system has a sophisticated yet clear
interface. It is distributed in three versions intended for
organizations with different needs and staff numbers. In
addition, there is a free version for five jobs, which makes it
possible to use it fully in the activities of small businesses
(Fig. 5).
When an enterprise establishes the necessary
configuration of all business processes and coordinates it with
the organizational system, it is at this stage that makes it
possible to decide on the application of certain digital
technologies in the context of different groups of business
processes.
Fig. 5. BPM «Receiving an order from a client» (Agroholding
Mriya»
(system BPM ELMA, BPMN)
It is precisely the implementation of certain information
33. management systems in the existing business model that will
lead to data transformation and the emergence of a new
digital business model (Fig. 6).
Fig. 6. Digital focus areas are drivers for transforming existing
business models
(Source: structured by the authors on the basis of the conducted
in-depth analysis)
336
With the use of modern information technology business
transforms into a new business model and receives significant
benefits:
- access to new markets;
- added value of the product through technology
- intensification and automation of existing business
processes;
- consolidation of key resources (6), key activities (5),
customer relationships (4) and sales channels (3) in integrated
digital business processes based on certain digital systems
(platforms);
- change of business culture;
- formation of a single ecosystem;
- intelligent analytics and forecasting;
- effective cooperation with clients, customers and
partners;
- optimization of system management (including
34. reduction of funds);
- acceleration of economic cycles;
- efficient use and release of production and warehouse
capacities as a result of reduction.
V. CONCLUSIONS
It is determined that the emergence of the digital economy
has opened new opportunities for the development of
business structures.
New digital technologies have affected the transformation
of existing business models of organizations. Digital business
models have begun to penetrate large and small companies in
different sectors.
That is why in the article the features of application of
modern information technologies in the context of groups of
business. That is why in the article the features of application
of modern information technologies in the context of groups
of business processes and components of business models of
the organization are explored. In view of this, an in-depth
analysis of the main stages of the development of a roadmap
for the digital transformation of business has been carried out;
business process management software products and the most
suitable ones have been examined. The research reflects how
relevant technologies affect the transformation of the existing
linear business model into the digital business model and
discovers the most significant effects for business.
In a future version of this article, we intend to propose to
consider current models and methodologies for calculating
the digital transformation index of EU countries and the
world. We will analyze the general structure of the indicators,
35. we will pay special attention to the analysis of indicators of
the index of digital transformation of business structures and,
based on this, we will work towards adapting and developing
our own methods and methodologies for digital
transformation for the domestic economy and business
structures.
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337
MGMT 56056 – Leadership Theory
Introduction
In 2003, Head Coach Roy Williams, after leading the Kansas
Jayhawks to the finals of the NCAA tournament, left the
University of Kansas to return to his alma mater, the University
of North Carolina at Chapel Hill. In the subsequent search for
new head coach, one candidate was quickly identified as the
target of the University: University of Illinois Head Coach Bill
Self. At the time of his selection, Self was still a relative
newcomer to head coaching, having only 10 years’ experience
as a head coach, with just three years at a power conference
school. Despite this concern by some of the alumni, Coach Self
has performed in an exemplary manner winning 13 straight Big
38. 12 conference titles, making two Final Fours, and winning the
National Championship in 2008.
Thesis Statement
Bill Self, head coach of Kansas Jayhawks men’s basketball team
and 2017 inductee into the Naismith basketball Hall of Fame,
has achieved much of his success through use of many of the
practices presented in The Leadership Challenge and
embodiment of the theories presented in Fiedler’s Contingency
Theory.Background on Coach Self
Collegiate Playing Career
Assistant Coaching
Head Coaching Prior to KansasBackground and Explanation of
Leadership Theories Examined
TLCModel the WayInspire a Shared VisionChallenge the
ProcessEnable Others to ActEncourage the Heart
Fiedler’s Contingency TheoryRelationship-Oriented
LeadershipTask-Oriented LeadershipExamples of Coach Self
Use of Leadership Theories
0. TLCModel the WayInspire a Shared VisionChallenge the
ProcessEnable Others to ActEncourage the Heart
Fiedler’s Contingency TheoryRelationship-Oriented
LeadershipTask-Oriented LeadershipConclusions
Running head: LEADING CHANGE 1
LEADING CHANGE 3
39. Leading Change: An Analysis of the necessary leadership
strengths to implement Kotter’s Eight-Step Heart of Change
Introduction
When someone is asked to think of a great leader and the
strengths that individual posses, there are many different
descriptions that may come to mind. The research conducted by
Gallup Scientists which was reported in Strengths Based
Leadership by Tom Rath and Barry Conchie, suggests four main
areas to describe leadership strengths: executing, influencing,
relationship building, and strategic thinking which have thirty-
four total combined sub-descriptors (24). As change is
becoming a common practice among all businesses around the
world, we must find and utilize these strengths in all leadership
teams. So we know we need leaders and that we need change,
the question is, what types of strengths do we need in a
leadership team and how must they go about implementing
change?
Thesis: The four main strengths of leadership, according to the
SBL StrengthsFinder research, are all necessary to implement
Kotter’s eight-step change process in an organization.
Historical Background
Change
40. The world we live in today is evolving faster than ever
among people, places, products, markets, etc. You name it, it’s
changing. In order to keep pace with competition and new
technology in the evolving world, organizational change is
inevitable if an organization wishes to survive. Organizational
change is defined as the modification of leadership structures
and business processes (Basu). Both external and internal
factors together contribute to the need for various types of
changes. Common changes in an organization range from a
change of employee job roles, changing locations, and even
entire reconstructions in an organization (Mavromatis and
Oloffson 1).
Based on previous research, we can break down the various
rational and importance of change into three general categories.
The first is the population ecology theory, which suggests that
change stems from the development of new organizations and
those that replace existing structures. The second theory,
rational adaptation theory, focuses on strategic changes along
with individual organization changes developing from changes
in the environment, threats, and opportunities. The final general
theory, random transformation theory, proposes that
organizations change in response to internal processes (Hannan
and Freeman 150). Because change has become so prevalent
around the world, having effective leadership teams in place is
crucial to having a successful change process if an organization
wishes to survive.
Strength Based Leadership
Strength Based Leadership was created and based on a 30-
year research project conducted by Gallup scientist about 10
years ago. The research consisted of “20,000 in-depth
interviews with leaders, 50 years of Gallup Polls about the
worlds most admired leaders, and interviews with more than
10,000 followers around the world.” (Gallup). After the
research was conducted, Authors Tom Rath and Barry Conchie
put together the book, Strengths Based Leadership to share the
results. Broadly speaking, there are three main findings from
41. the research. First is that effective leaders always invest in their
strengths. The second suggests that surrounding yourself with
the right people leads to effective leaders. And the third,
understanding followers’ needs is critical to being an effective
leader (Gallup).
The research lead to the development of the
StrengthsFinder assessment, of which the goal is to find the
areas an individual thrives and has the ability to strengthen.
Since creating the StrengthsFinder assessment, more than 7
million people have used the tool to find out more about their
strengths (Gallup).The assessment consists of nearly 200 self-
descriptors of which participants must respond to by deciding
which item best describe themselves. For example, the
descriptor may say, “I like to help people” on one side and
“When things get tough and I need things done perfectly, I tend
to rely on the strengths of the people on my team and don’t try
to do it all myself”. Then, the participant would select which
item best describes them. In addition, they must select the
degree they believe it represents them on a scale from “Strongly
describes me” to “neutral” (Asplund, Lopez, Hodges, and Harter
3). After completion of the assessment, participants receive a
ranking of their strongest “Themes”. The researchers define a
theme as, “a category of talents, which are defined as recurring
and consistent patterns of thought, feeling, or behavior”
(Asplund, Lopez, Hodges, and Harter 4). Total they have
identified 34 themes of which each fall under four broader
domains of leadership: executing, influencing, relationship
building, and strategic thinking.
The research does not stop there. There is still one big
question to be answered: Why do people follow? To answer
this, Gallup conducted a study to find out what people need in a
leader in order for them to want to follow that individual. They
sampled more than 10,000 followers and asked them to list three
words that described a leader in their lives. As a result of this
study, they found there are four basic needs of followers: Trust,
Compassion, Stability, and Hope (Rath and Conchie).
42. The executing domain describes leaders who know how to
get things done/make things happen. Nine themes fall under the
executing domain including achiever, arranger, belief,
consistency, deliberative, discipline, focus, responsibility, and
restorative (Rath and Conchie). As described by the Strength
Based Leadership resources, the achiever is someone who has
stamina and likes to work hard. An individual who scores high
on the achiever strength enjoys being busy and productive. The
arranger is typically very organized. They will search for a way
to arrange resources to maximize time and efficiency. A score
high in the belief theme indicates an individual that has strong
core values and a purpose in life. A believer is deeply
connected to their values and beliefs. Consistency represents
individuals who understand the importance of treating everyone
the same. These individuals are generally rule followers and
predictable. If an individual is very careful in their decision-
making, they may be defined as deliberative. Deliberative
individuals are careful decision makers. They look for and
prepare for obstacles they anticipate will occur. The discipline
theme describes people who are very structured and often tend
to create order. These individuals like and prefer routine daily
schedules. Many of these individuals will follow a strict
schedule. The focus area describes those who take direction and
follow through. These individuals are great at prioritizing and
then completing the tasks as necessary. Responsibility typically
applies to anyone who takes ownership for his or her actions
and values honesty and loyalty. The last theme under the
executing domain is restorative. The restorative theme is one in
which people are problem solvers. Specifically, they succeed at
uncovering a problem and fixing it (Rath and Conchie). An
individual does not need to possess all of these traits in order to
fall under the executing domain. However, the more you
exhibit, the more likely you are to be an executer.
The next domain stemming from the StrengthsFinder
results is Influencing. Rath and Conchie describe the
influencing domain by stating, “People with strength in this
43. domain are always selling the team’s ideas inside and outside
the organization” (Rath and Conchie 25). Someone who ranks
high in the influencing domain is a good person to look toward
to take charge and assure that the group’s vision is heard. Eight
themes fall under the influencing domain: Activator, Command,
Communication, Competition, Maximizer, Self-Assurance,
Significance, and Woo (Rath and Conchie).
The activator is someone who has the ability to get things
done and make things happen. They are able to do this by
turning thoughts into action. Often times, activators are
described as impatient. An individual who is said to have
command is likely to have control of the situation. These
individuals are usually the ones to make decisions for a group
or team. As for the communication theme, these individuals in
simplistic terms are good at communicating. It is easy for these
individuals to express their thoughts in words. Competition,
another theme under influencing, is the idea that individuals
compare themselves to others in hopes of being the best. The
maximizer is one who looks for the strengths of the group and
utilizes them to help the team grow. They find something the
group is good at and strive to make them the best at it. Self-
assurance is the theme that discusses confidence in ones own
life decisions. Significance is the concept in which an
individual desires to be important to others. These individuals
want others to recognize them. Finally, the Woo theme in this
domain represents those who enjoy meeting new people, making
a connection with them by breaking the ice, and ‘winning them
over’. Someone who is good a “wooing” can be characterized as
a “charmer” (Rath and Conchie).
The third domain proposed from the Gallup poll findings is
Relationship Building. Relationship building is defined as,
those individuals who “have the ability to create groups and
organizations that are much greater than the sum of their parts”
(Rath and Conchie 25). Adaptability, Developer,
Connectedness, Empathy, Harmony, Includer, Individualization,
Positivity, and Relator are the nine themes that make up the
44. Relationship Building domain. To begin, adaptability is a theme
that is similar to flexibility. Those who are adaptable tend to
“go with the flow” and handle things as they come at them. The
developer is able to see the potential of those around them.
These individuals genuinely are happy for other people’s
success and growth. Most of us know someone who believes
that “everything happens for a reason” and that there is no such
thing as a coincidence. Based on the strength based leadership
approach, these individuals fit into the connectedness theme.
Empathy is a characteristic that many people strive to develop
in order to grow a relationship. Empathy is having the ability to
put yourself in someone else’s shoes and imagine feeling the
way they do. Conflict is something that can be both helpful and
harmful to relationships. From the research conducted by the
Gallup poll, they have defined the harmony theme as if conflict
is not good for relationships. The harmony theme describes
those who avoid conflict and look for areas in which they can
agree on with others. The includer is another theme that
describes individuals that are strong in building relationships.
An includer does not like to see people left out and will go out
of their way to include them. Although relationship builders
want to include everyone, they also accept the differences
among the group. This concept is defined as individualization.
This is when someone enjoys the unique differences among
people and wants to use them to their advantage. Most people
enjoy being around optimistic rather than pessimistic people.
Someone who is optimistic is likely to have great positivity.
Positivity is the idea of contagious enthusiasm and ability to
excite others around them. In turn, this positivity encourages
others to work. A relator, the final theme under the relationship
building domain, is one who likes working with friends and
desires close relationships (Rath and Conchie).
The importance of building relationships is not surprising.
In fact, it has been suggested that “humans are wired for social
connection” (Umberson, Crosnoe, & Reczek 15). We, as a
human species, both desire and actually need healthy
45. relationships with others.
The forth and final domain established from the Gallup
Poll is Strategic Thinking. Strategic thinkers are those who,
“keep us all focused on what could be… they are constantly
absorbing and analyzing information and helping the team make
better decisions” (Rath and Conchie 26). The last eight themes
all fall into the strategic thinking domain. They are Analytical,
Context, Futuristic, Ideation, Input, Intellection, Learner, and
Strategic. Analytical people are those who are able to identify
all factors that affect a situation. Cause and affect is the way of
thinking for analytical minds. The context theme portrays
individuals that are fascinated by the history and background
and using it to understand the current situation. Another theme
of strategic thinking, futuristic, are those who have the ability
to look into the future and create a vision. These people are also
able to use their own vision of what is ahead to motivate others
to look into the future. Not all strategic thinking is analytical
with simple cause and affect. Another theme of strategic
thinkers is ideation. Ideation individuals are able to come up
with creative ideas with their imagination. They are able to
think outside the box and develop ideas when others cannot.
Critical thinking is assumed to be very important to successful
leaders. Along with critical thinking comes the desire to know
more and want to know all the information possible or in other
words, input. Intellection is another feature of those who engage
in critical thinking. Intellectual individuals are often the
‘thinkers’ of the group and like to have highly intellectual
conversations with others. Many times when we use the term
learner, we associate it with the word follower. However, these
terms are not exactly the same. A follower is someone who
takes after a leader. While on the other hand, a learner is
someone who constantly seeks out ways to improve and learn
new skills or methods. The most unsurprising theme of them all,
strategic, also falls under the strategic thinking domain.
Strategic describes individuals who find new solutions or
alternative methods to move forward with a task when an
46. obstacle arises. In addition, those who score high in the
strategic theme notice patterns and issues and use them to find
new ways to proceed with a task (Rath and Conchie).
Strategic thinking is another crucial element for a
successful organization. According to the Harvard Business
Review, “a strategic approach to leadership was, on average, 10
times more important to the perception of effectiveness”
(Kabacoff). With that being said, it is not by any means an easy
skill to master. Therefore, having this skill in your organization
is something to look for, hold on to, and utilize to your
advantage in order to grow a successful organization.
Kotter’s Eight Step Change Process
John Kotter originally wrote a book in 1996, Leading
Change, that discusses why people often failed in their effort to
implement change (Cohen). In the original book, Kotter
presented an eight-step model for successful change in an
organization. Although the book was a success, many people
wanted more research and more advice. Because of a suggestion
by Deloitte Consulting, Kotter collaborated with Dan Cohen to
uncover stories from large-scale organizational changes by
interviewing about 100 organizations. The results of their
finding were published in their book, The Heart of Change, in
2002 (Cohen). Below is the visual representation of the Eight-
step process for leading successful change: The Heart of Change
model.
Source: Cohen, 2009, The Heart of Change Field Guide
Kotter and Cohen have broken the eight steps into three
phases: creating a climate for change, engaging and enabling
the whole organization, and implementing and sustaining the
change. Within those phases are eight steps of change: Increase
urgency, build guiding teams, get the vision right, communicate
for buy-in, enable action, create short-term wins, don’t let up,
and make it stick.
The first phase of the process, creating a climate for
change, focuses on creating the necessary energy to foster
47. change (Cohen). The first step, which falls into this phase, is
creating a sense of urgency. In this step, the leaders must
energize their followers with a “lets-go” attitude. There are
several ways to create urgency among followers. One, show
them why there is a need for change by displaying something
they can see and feel. Two, provide outside evidence that
change is necessary. Three, be cautious and look for alternatives
to complacency and fear (Kotter and Cohen). The second step is
to build a guiding team. A CEO simply cannot successfully
implement change on their own. Rather, a team of the ‘right
people’ and teamwork are required to create a successful
guiding team. The right people are those who have the
necessary skills, leadership, and credibility. A guiding team is
composed of the appropriate knowledge, credibility, internal
understanding of the organization, and formal authority coupled
with managerial skills such as planning, organizing, and
control. In addition, a guiding team will have visionary,
community, and motivational leadership skills (Kotter and
Cohen). An example provided by Kotter and Cohen of a
successful guiding team was made up of representatives from
each area of the organization including finance, human
resources, corporate affairs, IT, regional leaders, and asset
managers. The third step is to get the vision right. This step in
the heart of change process is where a “clear, inspiring, and
achievable picture of the future” is created (Cohen).
Engaging and enabling the whole organization is the
second phase of the heart of change model. This second phase,
centers around involving stakeholders through a demonstration
of leadership (Cohen) and includes steps four, five, and six of
the model. Step four is to communicate the vision for buy in. In
this step, the vision and change strategies are communicated to
as many people as possible in order to gain buy in and followers
to act in ways that move toward the vision. The most successful
messages of change are simple and heart-felt rather than
complex. The fifth step is to empower or enable action. In order
to obtain the required action, the barriers must be removed from
48. the process. Barriers often times can include a boss who is stuck
in their ways, poor evaluation and reward systems, and lack of
information (Kotter and Cohen). By removing each of these
obstacles, we are able to empower and enable action. The sixth
step, creating short-term wins, is critical to gaining the
involvement of stakeholders. Creating short-term wins, helps
maintain, “faith in the change effort, emotionally rewards hard
workers, keeps the critics at bay, and builds momentum” (Kotter
and Cohen). Short-term wins, such as providing feedback to
leaders to validate their vision, giving hard workers a ‘pat on
the back’, and taking power away from critics, will help keep
the change efforts strong (Kotter and Cohen).
The third and final phase, implementing and sustaining the
change, suggests, “Insuring that the change is lasting by leaders
being tenacious” (Cohen). The final two steps, seven and eight,
are in this phase. The seventh step is to not give up and
maintain momentum. The key in this step is not to celebrate a
successful win too early. Many organizations simply reduce
urgency when they see the first sign of a completed change
process. A simple rational for this is that change is exhausting
and an organization is likely to move on to the next task as soon
as possible. In order to insure the continued success of a
change, the urgency, energy level, vision, leaders, and its
followers all must remain strong (Kotter and Cohen). The eighth
and final step in the heart of change is to make the change stick.
Although it is the last step, it can arguably be the most
important because of the difficulty that comes along with it. In
order to make the change stick, an organization must change
their deeply rooted culture and shared values. In order to do so,
“leaders must recognize, reward, and model the new behavior in
order to embed it in the fabric of the organization and make the
change ‘the way we do business here’” (Cohen). In addition to
rewarding the new culture among followers, people in power
should be those who have embraced the new culture.
By following the Heart of Change model, an organization
can implement a change effectively. However, in today’s fast
49. pace and evolving world, change is inevitable and sooner or
later organizations will have to go through change again
whether it be because of external or internal forces. Therefore,
we know that in today’s world, change is happening and it
happens more often than many would like. We also know that
there are certain leadership domains and themes that describe
successful leaders. In addition, we have the tool necessary to
effectively implement change, Kotter and Cohen’s Heart of
Change model. To have the most effective implementation of
the Heart of Change model, each domain of the Strength Based
Leadership must play a role in the process.
Analysis
Each step in Kotter’s Heart of Change Model requires at
least one domain of leadership identified in the Strengths Based
Leadership. The first step, urgency, focuses on creating a “lets
go” attitude. The Influencing domain of Strengths Based
Leadership is demonstrated in this step. Specifically, the
activator theme, which describes those who are able to get
things done by turning thoughts into action (Rath and Conchie).
An example of this can be demonstrated from a company that
motivated their employees to change. The company videotaped
their customers complaining about the craftsman’s work and the
manager played the video in front of the craftsman (Kotter and
Cohen). Because the craftsman were able to physically see and
hear the customers complaints first hand instead of by word of
mouth from the manager, the sense of urgency and desire to
change was elevated. The manager engaged in the activator
theme by using a physical tool to turn words into action.
The second step, building guiding teams, relates heavily to
the relationship building domain in the Strengths Based
Leadership. Both of these concepts focus on the importance of
developing strong relationships between leaders, followers, and
peers. Developer, includer, and individualization are three
themes required to complete the second step of the Heart of
Change model. One CEO was able to put together a successful
team to focus on organic growth. His tactic was to choose a
50. member from each major section of the organization such as
“finance, HR, corporate affairs, IT, regional leaders, and asset
managers” by doing this, he was able to ensure that each area of
the company was represented (Kotter and Cohen). In this
example, the CEO utilized all three themes. He was a developer
because he was able to identify the potential of bringing these
individuals together. The CEO was also an includer by making
sure to include a representative from each area of the
organization. In addition, he utilized individualization because
he realized that each member was unique with different
perspectives and by bringing them all in, demonstrated how he
valued each one of their opinions.
During the third step of the change process, getting the
vision right, both executing and strategic thinking domains are
necessary for proper implementation. Kotter and Cohen used an
example of a real estate agent and a buyer to demonstrate
getting the vision right. The real estate agent suggested the
buyer make a list of everything they wanted to fix and to get it
done in the first six months. However, the buyer wanted to take
five years and slowly get everything done. The real estate agent
said they recommended completing everything in the first six
months or it wont get done because buyers simply get used to
how things are and don’t end up fixing it. In the end, five years
later, the buyer admitted that anything that wasn’t completed in
the first six months never got finished (Kotter and Cohen). The
executing themes played a crucial role in order to getting the
vision right by inspiring an ‘achievable picture of the future’.
The achiever role is someone who has stamina and works hard
to get things done. In the agent-buyer example, stamina and
hard work are required in order to complete the changes. The
arranger and discipline themes are required because one must
organize their time and priorities to make the fixes in six
months. Also, the focus theme is crucial in this example
because the buyer needs to prioritize, complete the tasks, and
follow through with the plan. The domain of strategic thinking
is also necessary to create a vision. Specifically, an individual
51. needs to be futuristic if they wish to look into the future and
create a vision of the finished project. In the example provided
by Kotter and Cohen, the buyer needed to be able to imagine
what the finished project will look like.
Communicating for buy-in is the forth step in the Heart of
Change model and also requires an element from Strengths
Based Leadership. With the influencing domain, leaders should
utilize the communication theme to gain buy-in. Kotter and
Cohen suggest that in order for effective communication the
“the message communicated to employees must be simple and
heartfelt, not complex and technocratic”. Those who are strong
in the Strength Based Leadership Communication theme are
therefore good people to communicate the change efforts
because they are able to express their complex thoughts in
simplified words that are easy for followers to understand.
Enabling action, the fifth step in the Heart of Change
model, requires elements of both the relationship building and
strategic thinking domain. Within the relationship building
domain, positivity should be utilized to help enable action.
There was a company whose managers only received direction
when something was wrong and needed fixing. Because of all
the negative feedback, the employees agreed to have meetings
in which they discuss areas of improvement. However, these
meetings turned into a time for employees to complain about
different aspects of the job. Because of all the negativity,
employee moral is down and nothing is improving. The
company decided to record a couple of employees going about
their jobs. The employers were able to watch the tape back,
identify areas that could be improved, and implement ways to
make work better (Kotter and Cohen). From this example, we
can see that without positivity it is difficult to identify realistic
solutions and foster improvement as a team. With contagious
positivity, employees are motivated to improve. This example
also demonstrates the benefits of strategic thinking. The
company utilized the strategic theme by coming up with
alternative methods to approach team meetings and searching
52. for new solutions.
The sixth step, creating short-term wins, involves the
arranger and achiever themes from the executing domain as well
as the woo theme from the influencing domain. In the example
from Kotter and Cohen, a transportation department was looking
to make several changes in order to create better service for
their clients. They knew the senator, who also happened to own
a tucking company, could be of potential help. So, they
approached him and asked for recommendations as to what can
be improved. They were not thrilled with his answer but knew
that if they resolved his issue, he would be satisfied and, in
turn, be of assistance to them on bigger projects later on.
Therefore, winning over the senator was a short- term win. The
trucking company utilized the arranger and achieve themes by
staying organized and looking for ways to be efficient. They
realized that helping the senator now, will make things more
efficient long term and maximize their resources to get things
done. The company utilized the Woo theme from the influencing
domain by winning over the senator in hopes of him returning
the favor later.
The seventh step, don’t let up, centers around the strategic
domain of Strengths Based Leadership. The most common
example of giving up starts when an organization prematurely
declares a successfully completed change. As a result, urgency
declines. In order to avoid this, the company should activate the
learner and futuristic themes. A learner is someone who
constantly searches for area of improvement and ways to do
better. They are always finding new skills and methods to
implement. This theme is crucial because during the seventh
step it is important to continuously look for areas that need
improvement. Since today’s world is continuously changing,
companies need to always look for ways to learn more. The
futuristic approach also ties in here. It is important to always
keep focused on the vision and to not let up when parts of the
vision start to take shape.
The eighth and final step in the Heart of Change model is
53. to make it stick. This step requires command, maximizer, and
woo themes from the influencing domain. A company that is
able to make the change stick, puts people in power that have
absorbed and embraced the new culture. The people in power
during and after a change process need to command the
situation with their control. If those in power do not take
control of the situation, the followers are going to resist the
change and revert to their old ways. Also, the leaders need to
utilize the maximizer theme. Kotter and Cohen suggest that
those in power should value the new culture. Therefore, the
maximizer theme is exhibited because those in power are
selected as the individuals who have strong shared cultural
values that mirror the organizations values. They then use this
to help the followers grow and accept the new culture. And
finally, if leaders are able to win over their followers by getting
them to embrace the new culture, they are one step closer to
making the change stick.
Conclusion
After reviewing each of the four domains of Strengths
Based Leadership, the 34 supporting themes, and Kotters Eight-
Step Heart of Change Model it is evident that all four domains
of leadership are necessary to implement the change process in
an organization. Change is becoming inevitable in todays world.
It is almost as if we must stay in a continuous change effort in
order to survive among the competition. It is not necessary or
even feasible for an individual to possess and thrive in all four
domains of leadership, however developing a team of
individuals who, as a whole, represent each domain can help
lead an organization through change. Rath and Conchie said it
best, “Although individuals need not be well-rounded, teams
should be” (23). Teams that identify their members’ strengths
and follow the Heart of Change Model are on their way to
successful change.
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MGMT 56056
Leadership Research Paper
Introduction:
Ginni Rometty became the first female CEO of IBM in 2011.
During these six years as the leader of one of the largest
technology companies in the world, Rometty has faced
significant challenges as she shifted the company’s focus away
from hardware and into cloud computing and artificial
intelligence. This paper will discuss “The Leadership
Challenge” principles she practices including examples of how
she applies these principles into the culture of IBM and how
these practices have contributed to the innovation of the
company. The specific “TCL” practices she displays include:
“inspire a shared vision”, “challenge the process”, and
“enabling others to act”. Rometty is quoted as saying, “Never
protect your past, never define yourself by a single product, and
always continue to steward for the long-term. Keep moving
towards the future”. This paper will demonstrate how Rometty
puts these words into action at IBM and how under her
leadership, IBM is paving the way for future technology.
Thesis: Ginni Rometty, IBM CEO, demonstrates “The
56. Leadership Challenge” practices of “inspire a shared vision”,
“challenge the process”, and “enabling others to act” and these
behaviors have impacted the innovation at IBM.
Historical Background
The Shaping of a Leader
Ginni was born on July 29, 1957 and grew up in what she
describes as “a very middle class, average” family in the
Chicago area (Bort, 2015). The eldest of four, her parents
divorced when she was 15 and this greatly impacted her family
dynamic. Up until the divorce her mother stayed home with the
children. After the divorce, her mother had no choice and was
forced to work multiple jobs in order to support her family.
Even though these were challenging times, her mother
persevered and went to college, attending classes during the day
and working during the night. Ginni spent a lot of time
babysitting her siblings during these years. Ginni speaks fondly
about her mother and the role model she was saying, “she
sacrificed everything, she got her degree, and never complained.
She set out and made it all OK for us.” Ginni describes how her
mother’s example impacted her in a profound way saying, “from
that I saw that there’s no problem that can’t be solved” (Bort,
2015). Ginni says from this situation her mother also taught her
that, “you do not let someone else redefine you” (Gurdus,
2017).
Ginni attended Northwestern University on a scholarship
from General Motors and graduated in 1979 with honors and
dual degrees in Computer Science and Electrical Engineering
(Bloomberg, 2017). While attending college and completing an
internship at the age of 19, Ginni met Mark Anthony Rometty.
Three years later they would be married. Ginni gives credit to
her husband Mark for his support in her rising career. An
investor for an oil company, Mark avoids the spotlight even
though he’s married to a high-profile female executive who has
been named on both Fortune and Forbes lists of “most powerful
women in the world” for numerous consecutive years.
Ginni began her career after graduation at General Motors
57. in 1979. She didn’t stay long, however, and accepted a position
at IBM as a systems’ engineer in 1981 and has been there ever
since. During her tenure at IBM her role has evolved and
grown in her rise to Chairman and CEO. While there is not
much written about her early years with IBM, there is evidence
that even then, Ginni realized that just improving your technical
skills wasn’t enough to move forward in business; that it’s
important to look outward beyond technical issues in order to
truly understand the client and their challenges. It was this
client centered focus that was the foundation of Ginni’s
reputation as a leader who looks outward for innovation. Ginni
believes in the importance of one word, “inclusion”. She
describes inclusion as reaching out beyond your usual scope to
find diversity of thought which leads to bolder and more
creative ideas. And it is through this “inclusion” that
innovation happens.
Ginni transitioned from systems’ engineer to manage and
lead in various other areas of the company. These include
General Manager of Insurance Industry Group, General Manager
of Americas for Global Services, supervisor of operations for
IBM’s Insurance Research Centers in locations around the globe
and “was in charge of IBM’s insurance solutions development
worldwide” (Bloomberg, 2017).
In 2002, IBM looked to Rometty to head the integration of
PriceWaterHouseCoopers Consulting into IBM’s giant services
business unit. The leadership team believed that Ginni’s ability
to lead a diverse group effectively would be a huge asset as they
faced a potential culture clash that often happens in an
acquisition. It was during these years that Ginni successfully
built and blended these teams using their differences and talents
as fuel for high performance. Rometty didn’t want the central
question to be “my way” or “your way” (Forte Foundation,
2015). Rather, guiding the team toward a new possibility to
develop and provide a new level of value for clients that hadn’t
existed before. This transition required management and
leadership focused on individual respect in order to grow and
58. transform. Today, this sector of IBM’s business known as IBM
Global Business Services, is an industry leading consultancy
unit that employs more than 100,000 consultants and experts
worldwide. During her time in this sector of IBM, Ginni served
as General Manager of Strategy, Marketing and Sales
Operations, Managing Partner and was named Senior Vice
President in 2005 and held this position until 2009 (Bloomberg,
2017).
From 2009 – 2010, Ginni served as Senior Vice President
of Global Sales & Distribution and as Senior Vice President of
Group Executive Sales and Marketing and Strategy from 2010 –
2012. Ginni became IBM’s first female CEO on January 1st,
2012 and has also held the position of Chairman since October
1st, 2012 (Bloomberg, 2017). Ginni also serves on many other
boards and councils. These include the Council of Foreign
Relations, the Board of Trustees of Northwestern University,
and the Board of Overseers and Board of Managers for of
Memorial Sloan-Kettering Cancer Center. She leads IBM’s
diversity initiatives which include the Women in Technology
Council and the Women’s Leadership Council. Ginni was the
recipient of the Carl Sloane award in 2006 and frequently
speaks at industry business conferences around the world
(Bloomberg, 2017).
The State of IBM
On June 11, 1916 in the state of New York, IBM became a
corporation named the Computing-Tabulating-Recording
Company (C-T-R). This corporation formed as a result of the
combination of three separate companies merging. This original
company sold commercial scales, tabulators and punch cards,
meat and cheese slicers, and time recording machines.
Additionally, C-T-R employed around 1300 and had offices and
plants located in various locations in the Eastern US and
Canada. In 1914, Thomas Watson, Sr. joined C-T-R as the
general manager at the age of 40. Watson, with a successful
background in sales, implemented strategies and business
tactics that would increase sales, improve employee morale and
59. become known for his favorite slogan, “think”. Under Watson’s
leadership, the company’s focus shifted to large scale, custom-
built tabulating machines for businesses and away from other
small office products. He was promoted to president within his
first year and more than doubled the company’s revenues in 4
years. Additionally, he opened business locations in Europe,
Asia, Australia, and South America.
In the 1920s the company broadened their products through
engineering advancements and the leaders decided their
company name was too limited and no longer fit their portfolio.
On February 14, 1924, the company formally changed its name
to International Business Machines Company (IBM for short).
In the 1930s the company flourished through the Great
Depression while other industries suffered. It was during these
years that Watson opened one of the first research and
development labs as well as the IBM Schoolhouse which was a
training and educational facility for employees. In the 1940s
the company moved into computing developing what it called
the “Selective Sequence Electronic Calculator” (IBM.com,
2017).
The 1950s saw numerous technological advancements and
changes for the company. In 1952, Watson Sr. passed the torch
of president to his son, Thomas Watson, Jr. Additionally,
during this year, the company introduced the IBM 701, a large
vacuum tube computer that could execute 17,000 instructions
per second. In the mid-50s, the IBM 7090 came to market as
“one of the first fully transistorized mainframes” performing
229,000 instructions per second (IBM.com, 2017) and making
the vacuum tube model obsolete. It was also around this time
(1957) that IBM introduced the first computer disk storage
system called the “Random Access Method of Accounting and
Control” or RAMAC for short. The company also introduced
the FORTRAN which “is a computer language based on algebra,
grammar and syntax rules” and became one of the most widely
used language for computer technical work.
Watson, Jr., also a visionary, saw the future role that computers
60. would play in business. It was under his direction in the 1960s
that the company moved away from tabulating machines and
typewriters to a leader in the computer industry. It was also
during this time that the marketing of the company shifted and
IBM began offering its hardware, software, and services in an
“unbundled” fashion allowing consumers to purchase items
individually. This was the dawn of IBM’s software and services
industries, of which they are still a world leader today.
The 1970’s marked the end of the Watson leadership era with
Watson Jr. stepping down in 1971. After an interim leadership
period, in 1973, Frank T. Cary assumed the role. During this
decade, the floppy disk took over as the standard of computer
storage and IBM’s computers were installed in grocery store
checkout stations across the country utilizing glass prisms and
lasers to read product prices.
John R. Opel accepted the role of CEO in 1981 and it was
during this decade that the IBM personal computer or PC was
introduced to the market. The IBM brand began entering
homes, businesses and schools as IBM partnered with Intel for
the processor and Microsoft for the operating system. This was
also a period marked with research achievements when a
heavier focus was placed on this area in 1985 when John F.
Akers became CEO. These investment breakthroughs would
lead to 4 Nobel prize winners in physics for expanded
computing capabilities. Additionally, IBM laid the foundation
of networking by allowing computers to share information,
printers, and files.
During the late 1980’s and 1990’s IBM went through a period of
turmoil as the computer revolution changed the way consumers
bought and utilized the technology. During this time IBM
wasn’t well integrated and the company lost focus on its
customers as purchasing decisions weren’t left to the proper
management channels. Reporting a record $8 billion in losses
in 1993, the company considered splitting off its different
business units into separate companies.
Recognizing the need for a significant shift in focus, the board
61. looked outward and hired Louis V. Gerstner, Jr. as the CEO.
With previous experience as the CEO for Nabisco and a top
executive at American Express, Gerstner brought with him a
“customer-oriented sensibility and strategic-thinking expertise”
(IBM.com, 2017). And, he had to act quickly with dramatic
changes to save the company. Gerstner’s desire to keep the
company together and place a focus on its integrated solutions’
capabilities would prove a smart move but also came at a price.
In order to achieve stabilization, Gerstner had to reduce costs,
decrease the company’s workforce, and rebuild the product line.
When the rise of the internet shifted the entire industry, IBM
was better prepared. With their emphasis now on networking
and the client/server field, IBM was able to deliver solutions
and technology that met their customers’ needs. Gerstner
shared IBM’s networking vision in an address at an industry
trade show in Las Vegas in 1995. He accurately predicted the
importance network computing would play in the growth of the
industry and aligned IBM’s strategy to meet the need.
In 1997, IBM introduced its Deep Blue to the market. A super
computer, Deep Blue became well known when it beat the
World Chess Champion, Garry Kasparov, in a chess match
raising public debate on computer versus human intelligence.
As the 90’s close, IBM has once again established itself as an
industry leader and information technology innovator under the
superb leadership of Gerstner.
The 2000’s began with the dotcom bust, but IBM persevered
and introduced the e-Server providing infrastructure support for
e-business. During this decade, Sam Palmisano becomes
President and CEO succeeding Gerstner. It was also during the
early part of this decade that Rometty was moving up in the
ranks of IBM and showing her leadership capabilities. She
would assume the role of CEO after Palmisano stepped aside in
2011.
“The Leadership Challenge” Practices Defined
The Leadership Challenge is a framework of leadership
development based on over 30 years of data gathered from more