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This document contains a list of team members for Team C in Phl 323 including Eugene Hughley, Fred Gray, Ulysses Sheppard, and Paul West. It also contains questions about recommending strategies to create alliances, explaining how leadership and management affect networking, proposing an environment supportive of team functioning and learning, and includes sections for a conclusion and references.
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Organisational silos
Organizational silos occur when departments within an organization do not share information. This can be caused by a lack of cooperation and communication. Consequences of silos include reduced efficiency and morale. To address silos, an organization must create a unified vision, direct efforts towards common goals, measure progress, and encourage collaboration between departments. Breaking down silos improves outcomes like reducing production cycle times.
Teamwork in the Workplace
Teamwork is essential for effectiveness and efficiency in the workplace. It starts with assembling a team with a range of skills focused on common goals aligned with organizational objectives. When a team collaborates well, the whole becomes greater than the sum of its parts due to diverse perspectives and cooperation. While teams can fail due to lack of cooperation or leadership, the pros generally outweigh the cons, including a more creative and strategic problem-solving approach. Real-life examples where teamwork thrives include brainstorming meetings, group presentations, mentoring, and event planning.
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The era of the individual achiever is over. Today’s industry’s success is based on the power of highly synergistic teams.
Many tools exist to understand and influence the dynamics of teams in order to improve efficiency and output. The answer in fact is simple. In analogy with the saying “happy cows produce more and better milk”, team members who feel safe and happy in their team will look for a good balance between personal goals and team objectives, thus contributing to a better synergy in their team.
Join the Team and Group Coaching Community of Practice with presenter Johan Van de Put as he shares a toolset that helps in identifying the current team’s synergy and maps the degree of collaboration and interaction in 12 orientations and three clusters, helping in creating awareness of the team members’ contribution to synergy. A case study will illustrate the theory, and participants will learn how awareness can be created for team members about their personal contribution to an improved team synergy.
*This live webinar session will take place on Tuesday May 3, 2016 at 11:00am ET.[Whitepaper] Organizational Silos 101: Breaking Barriers to Performance Excel...
[Whitepaper] Organizational Silos 101: Breaking Barriers to Performance Excel...Flevy.com Best Practices
More information:https://flevy.com/browse/flevypro/organizational-silos-primer-3842
Despite the emergence of new devices and software products designed to unite employees in more ways than ever before, the threat of Organizational Silos is still very real. While Silos deter Customer Experiences and producing correctly functioning products – the root of the problem is that many managers fail to spot those Silos as they formulate in front of their very eyes.
What are "Silos?" Organization Silos describe the isolation that occurs when employees or entire departments within an organization do not want to, or do not have the adequate means to share information or knowledge with each other. Siloed teams often end up working in isolation from the rest of the company. This leads to a plethora of internal and external problems for employees, executives, partners, and customers.
Having Organizational Silos can lead to duplicate work, inefficiency, bugs and generalized employee disenfranchisement at a granular level. Work are being done without regard to how the work impacts other departments. Departments start having tunnel vision, solely focused on their own functional area. In the end, there is a breakdown in communication and transparency leading to organizational dysfunction on multiple levels. This can greatly affect the company's ability to deliver excellent Customer Experience.
This frameworks provides a good understanding of Organizational Silos, its common causes and types. Every company must also know the 5 key symptoms of Silos to be able to minimize its negative impact on the organization.
1. Broken Customer Experiences
2. Internal Unfamiliarity
3. Us vs. Them Mentality
4. Disenfranchised Employees
5. Task Duplication
Having a good grasp of the 5 key symptoms of Silos will enable companies to come up with more effective strategies to address Silos and minimize its impact.
This deck also includes slide templates for you to use in your own business presentations.
JWI 522 Strategic Partnering with the C-Suite Assignment
JWI 522: Strategic Partnering with the C-Suite
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
document is subject to change based on the needs of the class.
JWI 522 – Assignment 3 (1212) Page 1 of 3
Assignment 3: Video Presentation:
Making Your Organization THE Place to Be
Due: Sunday, Midnight of Week 8 (25% of total grade)
Background
The Netflix Freedom & Responsibility Culture Deck has been hailed as one of the most important
documents to come out of Silicon Valley. Its origins, however, were much less aspirational. For Reed
Hastings and Patty McCord, it was an iterative tool. It was not designed to be pretty or to have a place on
the world stage. It was an attempt to define what Netflix was as a company – not in terms of a business
plan or strategy, but from a “people perspective.” It was an effort to articulate all they had learned about
what it takes to create a high performing culture. It also sent a message to both current and potential
employees: “If you want to work for Netflix, here’s what you’re in for. If this doesn’t look like something
you want to be a part of, then Netflix is not for you.”
Instructions
The work you have been doing in the HR concentration of your MBA program has been getting a lot of
attention around the office lately. You’ve been having some great conversations with colleagues and
challenging the perceptions of what HR can do as a strategic growth driver in the organization. In fact, all
this buzz has caught the attention of your CEO.
Your first meeting with the Executive Team in which you discussed your HR Snapshot and presented a
candid view of the needs and opportunities (Assignment #1) was well received. You have been asked to
meet again with the Executive Team and share your ideas of what else HR can do to make your
organization the place to be. The CEO has heard you talking about the Netflix Freedom & Responsibility
Culture Deck, and has asked you to lead a meeting to discuss whether something like that would be an
effective tool in defining and communicating the cultural and talent management principles in your own
organization.
You have decided to organize your PowerPoint presentation into two parts:
1. In the first part of your presentation, you will present an analysis of the Netflix Freedom &
Responsibility Culture Deck to share with the CEO and Executive Team. In drafting your
analysis, your objective is not to just re-state its contents, but to present your professional
assessment of the practices you feel are most worth discussing.
a. Identify the three most exciting or unusual practices in the deck (using one slide for
each). Explain why you selected th ...
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GiANT Overview
GiANT Worldwide is a global company that provides leadership development and transformation through apprenticeship and skills multiplication. Their methodology uses tools and language to help leaders understand themselves and connect with others, have difficult conversations, and multiply leadership throughout organizations. Their proven 100X system includes discovery, team performance analysis, leadership intensives, and establishing organizational clarity through developing mission, vision, values, strategy and structure. They aim to grow humble, secure leaders who can lead themselves and others effectively.
Dynamic Teaming and Leading — The New Normal
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
Recommended
Organisational silos
Organizational silos occur when departments within an organization do not share information. This can be caused by a lack of cooperation and communication. Consequences of silos include reduced efficiency and morale. To address silos, an organization must create a unified vision, direct efforts towards common goals, measure progress, and encourage collaboration between departments. Breaking down silos improves outcomes like reducing production cycle times.
Teamwork in the Workplace
Teamwork is essential for effectiveness and efficiency in the workplace. It starts with assembling a team with a range of skills focused on common goals aligned with organizational objectives. When a team collaborates well, the whole becomes greater than the sum of its parts due to diverse perspectives and cooperation. While teams can fail due to lack of cooperation or leadership, the pros generally outweigh the cons, including a more creative and strategic problem-solving approach. Real-life examples where teamwork thrives include brainstorming meetings, group presentations, mentoring, and event planning.
Measuring and Managing Team Synergy resulting in improved Collaboration and I...
Measuring and Managing Team Synergy resulting in improved Collaboration and I...ICF Team and Group Coaching Community of Practice
The era of the individual achiever is over. Today’s industry’s success is based on the power of highly synergistic teams.
Many tools exist to understand and influence the dynamics of teams in order to improve efficiency and output. The answer in fact is simple. In analogy with the saying “happy cows produce more and better milk”, team members who feel safe and happy in their team will look for a good balance between personal goals and team objectives, thus contributing to a better synergy in their team.
Join the Team and Group Coaching Community of Practice with presenter Johan Van de Put as he shares a toolset that helps in identifying the current team’s synergy and maps the degree of collaboration and interaction in 12 orientations and three clusters, helping in creating awareness of the team members’ contribution to synergy. A case study will illustrate the theory, and participants will learn how awareness can be created for team members about their personal contribution to an improved team synergy.
*This live webinar session will take place on Tuesday May 3, 2016 at 11:00am ET.[Whitepaper] Organizational Silos 101: Breaking Barriers to Performance Excel...
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Despite the emergence of new devices and software products designed to unite employees in more ways than ever before, the threat of Organizational Silos is still very real. While Silos deter Customer Experiences and producing correctly functioning products – the root of the problem is that many managers fail to spot those Silos as they formulate in front of their very eyes.
What are "Silos?" Organization Silos describe the isolation that occurs when employees or entire departments within an organization do not want to, or do not have the adequate means to share information or knowledge with each other. Siloed teams often end up working in isolation from the rest of the company. This leads to a plethora of internal and external problems for employees, executives, partners, and customers.
Having Organizational Silos can lead to duplicate work, inefficiency, bugs and generalized employee disenfranchisement at a granular level. Work are being done without regard to how the work impacts other departments. Departments start having tunnel vision, solely focused on their own functional area. In the end, there is a breakdown in communication and transparency leading to organizational dysfunction on multiple levels. This can greatly affect the company's ability to deliver excellent Customer Experience.
This frameworks provides a good understanding of Organizational Silos, its common causes and types. Every company must also know the 5 key symptoms of Silos to be able to minimize its negative impact on the organization.
1. Broken Customer Experiences
2. Internal Unfamiliarity
3. Us vs. Them Mentality
4. Disenfranchised Employees
5. Task Duplication
Having a good grasp of the 5 key symptoms of Silos will enable companies to come up with more effective strategies to address Silos and minimize its impact.
This deck also includes slide templates for you to use in your own business presentations.
JWI 522 Strategic Partnering with the C-Suite Assignment
JWI 522: Strategic Partnering with the C-Suite
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
document is subject to change based on the needs of the class.
JWI 522 – Assignment 3 (1212) Page 1 of 3
Assignment 3: Video Presentation:
Making Your Organization THE Place to Be
Due: Sunday, Midnight of Week 8 (25% of total grade)
Background
The Netflix Freedom & Responsibility Culture Deck has been hailed as one of the most important
documents to come out of Silicon Valley. Its origins, however, were much less aspirational. For Reed
Hastings and Patty McCord, it was an iterative tool. It was not designed to be pretty or to have a place on
the world stage. It was an attempt to define what Netflix was as a company – not in terms of a business
plan or strategy, but from a “people perspective.” It was an effort to articulate all they had learned about
what it takes to create a high performing culture. It also sent a message to both current and potential
employees: “If you want to work for Netflix, here’s what you’re in for. If this doesn’t look like something
you want to be a part of, then Netflix is not for you.”
Instructions
The work you have been doing in the HR concentration of your MBA program has been getting a lot of
attention around the office lately. You’ve been having some great conversations with colleagues and
challenging the perceptions of what HR can do as a strategic growth driver in the organization. In fact, all
this buzz has caught the attention of your CEO.
Your first meeting with the Executive Team in which you discussed your HR Snapshot and presented a
candid view of the needs and opportunities (Assignment #1) was well received. You have been asked to
meet again with the Executive Team and share your ideas of what else HR can do to make your
organization the place to be. The CEO has heard you talking about the Netflix Freedom & Responsibility
Culture Deck, and has asked you to lead a meeting to discuss whether something like that would be an
effective tool in defining and communicating the cultural and talent management principles in your own
organization.
You have decided to organize your PowerPoint presentation into two parts:
1. In the first part of your presentation, you will present an analysis of the Netflix Freedom &
Responsibility Culture Deck to share with the CEO and Executive Team. In drafting your
analysis, your objective is not to just re-state its contents, but to present your professional
assessment of the practices you feel are most worth discussing.
a. Identify the three most exciting or unusual practices in the deck (using one slide for
each). Explain why you selected th ...
Work is not a Dare: Tips for Building Inclusive Teams
This document discusses building inclusive teams and moving away from dare-based, competitive work environments. It advocates for focusing on how teams work rather than just who is on them. Key aspects of effective teams include psychological safety through open communication, mutual respect, empathy and avoiding cults of personality. Teams should establish clear expectations, normalize documentation and support, and recognize that all team members will occasionally need a second chance. The overall message is that supportive behaviors can improve team performance more than a focus on individuals or competition.
GiANT Overview
GiANT Worldwide is a global company that provides leadership development and transformation through apprenticeship and skills multiplication. Their methodology uses tools and language to help leaders understand themselves and connect with others, have difficult conversations, and multiply leadership throughout organizations. Their proven 100X system includes discovery, team performance analysis, leadership intensives, and establishing organizational clarity through developing mission, vision, values, strategy and structure. They aim to grow humble, secure leaders who can lead themselves and others effectively.
Dynamic Teaming and Leading — The New Normal
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
Explain the relationship between academic and workplace engagement.docx
Explain the relationship between academic and workplace engagement. Identify three engagement strategies members of (academic) virtual teams can develop in terms of preparing for (workplace) virtual teams.
Note: This is just an idea of how we can start the assignment, obviously its up to y’all to make it more professionally. Throughout my notes y’all will find links to some sources. You guys can add to it. I just wanted to make something simple for guidance. We need to have at least 5 sources.
http://web.a.ebscohost.com.ezproxy.uhd.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=07770149-2e70-467f-9e74-5d789931894d%40sessionmgr4006 THIS IS MTY FAVORITE JOURNAL SO FAR, THERE’S A LOT OF GOOD QUOTES AND REFERENCES
https://www-emeraldinsight-com.ezproxy.uhd.edu/doi/pdfplus/10.1108/03090590610688843 SECOND FAVORITE JOURNAL
References
Horwitz, F. M., Bravington, D., & Silvis, U. (2006). The promise of virtual teams: identifying key factors in effectiveness and failure. Journal Of European Industrial Training, 30(6), 472-494.
https://pdfs.semanticscholar.org/25ce/457074d14e376ef8ebaf8113fabe27adeb05.pdf
INTRO
Virtual teams are “groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks” (Powell, Piccoli & Blake, 2004, p.7). It’s important for students to be engaged in activities that would help them be successful in virtual teams, since we are in a place where virtual teams are becoming more common in organiztions. Three engagement strategies members of academic virtual teams can develop in terms of preparing for workplace virtual teams are: interaction that develops, open dialogue, and shared accountability.
FIRST STRATEGY
The key, therefore for successful virtual team working, Henttonen and Blomqvist suggest, is interaction that develops “trust through actions and communicating individual roles and shared goals” (Henttonen & Blomqvist, 2005, p.117). https://hbr.org/2014/12/getting-virtual-teams-right
“Trust is a crucial factor in forming and maintaining social relationships and is key for cooperative relationships and effective teamwork:”
research shows that trust has many benefits such as increasing team productivity, facilitating resolution of conflicts and disagreements, and improving effectiveness”
https://www-sciencedirect-com.ezproxy.uhd.edu/science/article/pii/S0378720616302749?via%3Dihub
This is also a good journal in regards with trust.
References
Alsharo, M., Gregg, D., & Ramirez, R. (2017). Virtual team effectiveness: The role of knowledge sharing and trust. Information & Management, 54(4), 479-490. doi:10.1016/j.im.2016.10.005
SECOND STRATEGY
An important engagement strategy virtual member can develop is open dialogue. With trust established, it opens the opportunity for open dialogue. Communication is fundamental to the success of any team. When you have an open dialogue, you will be able to clarify go ...
Ldr 535 entire course
This document provides an overview of the course requirements for LDR 535 Entire Course from Phoenix University. It outlines the individual and team assignments due each week, including analyzing leadership theories, describing leadership styles observed during an organizational change, recommending leadership approaches for implementing a new software system, assessing attitudes towards the change, and developing a client interaction strategy. Students must complete discussion questions each week and reviews of the Kudler Fine Foods case study organization. The course focuses on applying leadership and change management concepts.
Ldr 535 entire course
This document outlines the course requirements for an LDR 535 leadership course. It includes individual assignments on leadership theories, a recommendation for implementing change at Kudler Fine Foods, assessing employee attitudes, and developing a client interaction strategy. It also includes learning team assignments on reflecting on course topics and creating a change management plan. Discussion questions address topics like leadership styles, organizational culture, power and influence strategies, and barriers to change.
Final eng
This document discusses employee network groups at several large companies like Microsoft, Morgan Stanley, and Freddie Mac. It provides examples of how these groups foster diversity and inclusion through initiatives like mentorship, professional development, and cultural events. It also outlines benefits these groups provide to both employees and organizations, such as talent recruitment and retention, market outreach, and engagement. However, it notes some potential disadvantages like tension with non-group employees or overdependence on the employer for needs.
Leadership Presentation ACN
The document discusses a study on the effects of vertical versus shared leadership on team success. The study found that while shared leadership teams performed slightly better than vertical leadership teams in terms of time, errors and leadership behaviors, the differences were not statistically significant. However, the results suggest shared leadership may be better for complex, creative tasks where expertise is valued over hierarchy. Assigning a vertical leader can cause them to be seen as an outsider, reducing their effectiveness. Further research is still needed with larger, more diverse samples.
Chapter FourWhat Differentiates Great VirtualTeams — How.docx
Chapter Four
What Differentiates Great Virtual
Teams — How to RAMP Up Your
Team’s Performance
‘‘Globally linked virtual teams will transform every
government and company in the world. Any of our
peers who don’t do it won’t survive.’’
— John Chambers, CEO, Cisco1
What Differentiates Top Virtual Teams?
If you’ve spent any time looking for information about virtual
teams, it’s likely you haven’t come up empty-handed. Still, while
there are numerous articles presenting tips and best practices
for virtual teams, there’s little information out there on what
makes top-performing virtual teams so successful. For example,
you probably won’t find much information on what practices
differentiate high-performing virtual teams from those that are
less effective.
The dearth of information on this topic led OnPoint to
conduct a global research study. As part of our research, which
included forty-eight virtual teams of varying levels of effec-
tiveness, we identified five practices and characteristics that
differentiate the highest and lowest performing virtual teams.
These differentiators — commitment and engagement, shared
processes for decision making, information flow, trust, and
collaboration — are the most important components of optimal
virtual team performance.
51Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
Created from apus on 2017-02-27 21:16:30.
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52 VIRTUAL TEAM SUCCESS
Differentiator 1: Commitment and Engagement
In our study, we found that members of high-performing virtual
teams are more proactive and engaged and also demonstrate
higher levels of initiative. When assessed on the item, ‘‘This
team demonstrates a high level of initiative,’’ high-performing
teams in our study received an average score of 3.60 (on a 4-point
scale where 1 = strongly disagree and 4 = strongly agree) versus
an average of 3.06 received by low-performing teams.
The low-performing teams’ poor score isn’t necessarily sur-
prising. People are often on numerous teams in addition to their
day-to-day work, and it can be challenging to manage all the
competing demands. However, it seems those on top-performing
virtual teams are more motivated to go ‘‘above and beyond’’ — to
do more that what’s required to achieve team success.
Team leaders also play a role in commitment and engagement.
Effective leaders inspire their teams and have processes in place
that help them regularly monitor members’ motivation levels.
This leadership practice is especially important when teams work
together over a long period of time, as members can become
disengaged and may lose interest.
Even though the majority of virtual teams had someone
assigned as the team leader, members on the high-performing
teams proactively t ...
Building Real Teams: A Leadership Perspective
Implementing truly effective teams is more difficult than often considered. In this webinar, we will take a realistic and practical look at how an organization's leaders can foster successful teams. The challenges of team-building are central to leadership in general, including: clarifying vision and purpose, taking a whole-systems view, facilitating constructive interaction, motivating performance, assessing progress, and skillful problem-solving. I will share real-life case studies; tips and tools; and resources for further learning.
LDR 531 GUIDE Education Planning--ldr531guide.com
FOR MORE CLASSES VISIT
www.ldr531guide.com
This Tutorial contains 2 Set of Papers for each Assignment
LDR 531 Week 1 Personal Leadership Evaluation
Please respond to the below discussion questionsDo the foll.docx
Please respond to the below discussion questions:
Do the following when responding to discussion questions:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Discussion #1
Discuss the varied challenges faced by leaders or managers concerning teams made of a diverse workforce. Include considerations such as how some team members might be from different countries or how the teams might meet virtually.
Undoubtedly, globalization has made the diversification of the workforce unavoidable. People with specialties across the world are employed to perform specific functions for organizations. And all these people come together to work as team members. Thus, a team might be composed of employees from within and virtual, and they all perform their functions with different temperaments and attitudes. Gross (2002) described a virtual team as a group who performs its work mostly through electronic technology. Matthews-Joy & Gladstone (2000) added that because the virtual members may be detached both geographically and organizationally, they rely on technology for task-related communication.
One of the challenges is lack of face-to-face interaction. Frequently, leaders and team members cannot depend on voice levels, smiles, and raised eyebrows to ascertain understanding because they rely on technology. There is the need for reliable technological communication strategies to control the situation (Wilson, 2003). It is imperative for leaders to encourage members to be sensitized to the importance of this barrier and how to address it. Another issue is virtual members forming trusting working relationships via technological alone. The challenge is technology not viable in the underdeveloped and developing countries. Therefore, such virtual meetings are mostly chaotic.
For instance, in Ghana, sometimes in the course of working on your assignment, the power goes off. I had it very tough when I started the program. In fact, I had to acquire an inverter to store energy for use when the power went off. Other times it may not be a power problem but the inability to access the Internet. According to Duarte & Snyder (2001), leaders must endeavor to watch members keenly in support of creating positive interpersonal relationships. One other challenge is to be precise about the specialties of members to attain the goal of the organization (Anderson & Shane, 2002). The World Report on Disa ...
A. What is the leadership paradox Give some reasons why a l.docx
A. What is the
leadership paradox
? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system. Support your discussion with at least two (2) external sources.
B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (2) external sources.
C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? Support your discussion with at least two (2) external sources.
Specific Instructions:
See class discussion/posting requirements.
Be sure to support your work with specific citations from this week's Learning Resources and any additional sources.
Read a selection of your colleagues' postings.
Respond to at least 3 of your colleagues' postings in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues' postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Campbellsville University Library
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on your colleagues' postings by providing additional insights or contrasting perspectives based on readings and evidence.
Return to this Discussion several times to read the responses to your initial posting. Note what you have learned and/or any insights you have gained as a result of the comments your colleagues made.
Response-1(Karthik)
The leadership paradox entails the point at which a group needs a pioneer however the nearness of a pioneer debilitates the self-sufficiency of the group. Leadership paradox is important since it frequently challenges the part of a pioneer bringing about negative responses to directing, protecting from change, part struggle, refusal of surrender control, the worry of seeming to need capacity and uneasiness of professional stability. To this effect, the group leader can face the existing circumstances with the recently framed group when the term coordinated and understand leadership hypothesis.
Many organizational and structural changes are common with new leadership. Newly formed team leadership also brings many advantages and disadvantages to it. Participatory (participative) management is a phenomenon where employee’s opinion is also considered and taken into account for decision making. It is based on the notion that when the employees invest their time and work hard at the workplace, he/she should be given an opportunit.
Organizational Characteristics and Design ppt
Organizational Characteristics, Organizational Design, Characteristics of Organizational Behavior, Organizational Behaviour originated from different Subjects e.g. Psychology, sociology, economics, industrial management
LDR 531 Final Exam Latest Online HomeWork Help
This document contains questions and answers for the LDR 531 Final Exam. It discusses key topics in leadership studies, including theories of leadership, organizational culture, motivation, and managing change. The questions cover subjects like contingency theory, transformational leadership, groupthink, and learning organizations. The document is a comprehensive review of the concepts and frameworks addressed in the course.
Required ResourcesTextBlanchard, P. N., & Thacker, J. W. (2013.docx
Required Resources
Text
Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed). Upper Saddle River, NJ: Pearson Education, Inc.
· Chapter 5: Training Design
· Chapter 6: Traditional Training Methods
· Chapter 7: Computer-Based Training Methods
Articles
Cherry, K. (2014). What is emotional intelligence? Definitions, history, and measures (Links to an external site.). About.com Psychology. Retrieved from http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm
Clark, D. (2014). Why instructional system design and ADDIE? (Links to an external site.) Retrieved from http://www.nwlink.com/~donclark/hrd/sat1.html
Learning styles (Links to an external site.). (n.d.). Retrieved from http://www.mindtools.com/mnemlsty.html
DISCUSSION 1 WEEK 3 Replies Needed
Training Design
For this discussion, imagine that you are designing a 4-hour leadership development training session. Identify specific learning objectives for your training session. Conduct an Internet search to identify the types of games and business simulations that are available. Select one game or business simulation appropriate for your audience and learning objectives. Provide a brief description, detailed rationale, and thorough analysis of the game or business simulation as it pertains to your specific audience and learning objectives. Do not simply cut and paste from the Internet source.
Your initial post should be 250 to 300 words. Use this week’s lecture as a foundation for your initial post. In addition to the Blanchard and Thacker (2013) text, use at least one additional scholarly source to support your discussion.
Respond to two other posts regarding items you found to be compelling and enlightening. To help you with your reply, please consider the following questions:
· What did you learn from the posting?
· What additional questions do you have after reading the posting?
· What clarification do you need regarding the posting?
· What differences or similarities do you see between your initial discussion thread and your classmates' postings?
· Ask each other questions about why the specific game or simulation was selected.
· How does the chosen game or simulation apply to other situations?
· What are the differences or similarities in the specific game or simulation you selected compared to those identified by others?
· Analyze your classmates' chosen game or simulation. Do you agree or disagree with the choice? Why or why not? Provide examples where possible.
· What are the differences or similarities in the learning content objectives for your training session compared to those identified by others?
Your reply posts should be a minimum of 150-250 words each.
Reply to Paul Strange post
When design a leadership program there needs to be a competitive strategy, as this relates to the training of that organization you need to know what the organization needs first then you may be able to develop. The training proc.
After reading the case study prepare Assignment One - Collecting I.docx
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
1BUILDING THE RIGHT CULTURE FOR THE REMOTE TEAM IN AMAZON
This document discusses building the right culture for remote teams. It examines organizational adaptation theory and transactional theory, which suggest that companies should either mimic their entire organization's culture, create a hybrid approach, or use an entirely remote team. It also notes that clear goals, effective leadership, a positive culture, and ensuring employees feel valued are important factors for remote team success. However, the document does not provide evidence or references to support its claims and lacks details about methodology.
De vry hrm 592 ( training and development ) entire course
This document provides information and instructions for completing the entire training and development course at DeVry University. It includes discussion questions and assignments for each of the 7 weeks in the course. The course focuses on topics like needs assessment, learning theories, transfer of training, program design, evaluation, and career management. A major project involves selecting an organization, conducting a needs assessment, and developing a training strategy. Guidelines are provided for each step of the project, which results in a 10-15 page paper outlining the processes, results, and recommendations. Sample documents, surveys, and analysis are suggested to aid in the needs assessment portion of the project.
New Ways of Learning: What the Professionals Say
The document discusses new ways of learning that are emerging due to changing organizational structures and the extended enterprise. Key points discussed include:
- Organizational boundaries are softening and extending beyond traditional boundaries as learning occurs across suppliers, customers and partners.
- This brings challenges for learning professionals around integrating access to multiple platforms and identifying training needs across a wide range of external entities.
- New ways of learning discussed include just-in-time learning, social and collaborative learning both within and outside organizations, and expectations around free online resources.
StrayerBUS 475 – Business and SocietyCOURSE DESCRIPTIO.docx
StrayerBUS 475 – Business and Society
COURSE DESCRIPTION
This course explores the role of primary and secondary stakeholders, both within and outside organizations. Ethics and social responsibility will be investigated and where organizational activities fall within different continuums will be reviewed. The broad forces in business, society, and globalization will be examined and how stakeholders can influence the destiny of both business and society will be discussed.
INSTRUCTIONAL MATERIALS
Required Resources
Lawrence, A. T., & Weber, J. (2014). Business & society: Stakeholders, ethics, public policy (14th ed.). New York, NY: McGraw-Hill Irwin.
Supplemental Resources
Boţa-Avram, C. (2013). Is ethical behavior of companies influenced by governance? International Advances in Economic Research, 19(3), 325-326.
Bundy, J., Shropshire, C., & Buchholtz, A. K. (2013). Strategic cognition and issue salience: toward an explanation of firm responsiveness to stakeholder concerns. Academy of Management Review, 38(3), 352-376.
Cunningham, M. (2012). Privacy in the age of the hacker: Balancing global privacy and data security law. George Washington International Law Review, 44(4), 643-695.
Govil, S. K., & Jain, R. (2013). Globalization of markets. Advances in Management, 6(6), 65-65.
Khan, A., Muttakin, M., & Siddiqui, J. (2013). Corporate governance and corporate social responsibility disclosures: Evidence from an emerging economy. Journal of Business Ethics, 114(2), 207-223.
Lin, C. P., Tsai, Y. H., Joe, S. W., & Chiu, C. K. (2012). Modeling the relationship among perceived corporate citizenship, firms' attractiveness, and career success expectation. Journal of Business Ethics, 105(1), 83-93.
Mohan, V. R. M, & Paila, A. R. (2013). Stakeholder management in infrastructure / construction projects: The role of stakeholder mapping and social network analysis (SNA). Aweshkar Research Journal, 15(1), 48-61.
Mujtaba, B. G., & Cavico, F. J. (2013). Corporate social responsibility and sustainability model for global firms. Journal of Leadership, Accountability & Ethics, 10(1), 58-75.
Strayer Database. Retrieved from http://research.strayer.edu
Note: The following resources, accessible through the Strayer Database, offer helpful business-related information: Business Source Complete, Credo Reference, Data-Planet Statistical Datasets, Mergent Online, ProQuest National Newspapers Premier, Regional Business News, and Research Starters – Business.
Valentine, S., & Hollingworth, D. (2012). Moral intensity, issue importance, and ethical reasoning in operations situations. Journal of Business Ethics, 108(4), 509-523.
Wachsman, Y., & Jie, Z. (2013). A model of cournot competition with lobbying. Journal of Business &
Assignment 1: Social Performance of Organizations
Due Week 4 and worth 240 points
According to the textbook, the current world economy is increasingly becoming integrated and interdependent; as a result, the relationship between business and society is beco.
Groups and TeamsCase AssignmentA rapidly growing trend in the bu.docx
Groups and Teams
Case Assignment
A rapidly growing trend in the business world is the growth of virtual teams. Some companies are allowing teleworking, which means that more and more workers have to coordinate their activities with other team members through the phone or internet. Even among workers who are working from their office, more and more companies are having employees work in teams with employees who work at other locations who they may or may not have ever met in person. New technologies have been developed to help facilitate virtual teamwork, but challenges still remain.
Review the background materials and also do some research on virtual teams. Here are a few articles on virtual teams to get you started:
Garfoot, A. (2003, 05). The reality of virtual teams.
IT Training,
, 32-34. [ProQuest]
Sadri, G., & Condia, J. (2012). Managing the virtual world.
Industrial Management, 54
(1), 21-25. [ProQuest]
Rigby, R. (2013). How best to manage a virtual team.
The Financial Times
[ProQuest]
When you are finished with your research, integrate what you learned in general about group dynamics in the background materials with more specific information you learned about virtual teams. Write a four to five page paper addressing the following issues:
How do you think the five stages of group development (forming, storming, norming, performing, adjourning) will be different for virtual teams as compared to traditional teams? Discuss in regard to all five stages of group development.
Do you think virtual teams will be more or less cohesive than traditional teams? Include a discussion of the issue of groupthink in your discussion.
Overall, do you think virtual teams will perform better or worse than traditional teams? Explain your answer with references to the background readings.
Case Assignment Expectations
Answer the assignment questions directly. Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to general background materials.
Make use of both the required Case Assignment articles as well as the required general background materials in your paper. Apply concepts that you learned in the background materials in your answers to the assignment questions.
Review our “Writing Style Guide” for more detail on referencing and writing expectations. This guide is found under “My Resources” in the TLC portal.
.
Module 4 - BackgroundOrganizational Structure and CultureNote A.docx
This document provides background information on organizational structure and culture. It discusses key elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Mechanistic and organic structures are described as well as divisional, functional, team-based, and flexible structures. The reading also covers organizational culture, how it is formed and taught to new members. It emphasizes that organizational culture and structure should align for effective functioning and to avoid tension between how people work and imposed structures.
“I’m still / I’m still / Chaining from the Block”
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Video Streaming: Then, Now, and in the Future
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
More Related Content
Similar to Week 5 pp
Explain the relationship between academic and workplace engagement.docx
Explain the relationship between academic and workplace engagement. Identify three engagement strategies members of (academic) virtual teams can develop in terms of preparing for (workplace) virtual teams.
Note: This is just an idea of how we can start the assignment, obviously its up to y’all to make it more professionally. Throughout my notes y’all will find links to some sources. You guys can add to it. I just wanted to make something simple for guidance. We need to have at least 5 sources.
http://web.a.ebscohost.com.ezproxy.uhd.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=07770149-2e70-467f-9e74-5d789931894d%40sessionmgr4006 THIS IS MTY FAVORITE JOURNAL SO FAR, THERE’S A LOT OF GOOD QUOTES AND REFERENCES
https://www-emeraldinsight-com.ezproxy.uhd.edu/doi/pdfplus/10.1108/03090590610688843 SECOND FAVORITE JOURNAL
References
Horwitz, F. M., Bravington, D., & Silvis, U. (2006). The promise of virtual teams: identifying key factors in effectiveness and failure. Journal Of European Industrial Training, 30(6), 472-494.
https://pdfs.semanticscholar.org/25ce/457074d14e376ef8ebaf8113fabe27adeb05.pdf
INTRO
Virtual teams are “groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks” (Powell, Piccoli & Blake, 2004, p.7). It’s important for students to be engaged in activities that would help them be successful in virtual teams, since we are in a place where virtual teams are becoming more common in organiztions. Three engagement strategies members of academic virtual teams can develop in terms of preparing for workplace virtual teams are: interaction that develops, open dialogue, and shared accountability.
FIRST STRATEGY
The key, therefore for successful virtual team working, Henttonen and Blomqvist suggest, is interaction that develops “trust through actions and communicating individual roles and shared goals” (Henttonen & Blomqvist, 2005, p.117). https://hbr.org/2014/12/getting-virtual-teams-right
“Trust is a crucial factor in forming and maintaining social relationships and is key for cooperative relationships and effective teamwork:”
research shows that trust has many benefits such as increasing team productivity, facilitating resolution of conflicts and disagreements, and improving effectiveness”
https://www-sciencedirect-com.ezproxy.uhd.edu/science/article/pii/S0378720616302749?via%3Dihub
This is also a good journal in regards with trust.
References
Alsharo, M., Gregg, D., & Ramirez, R. (2017). Virtual team effectiveness: The role of knowledge sharing and trust. Information & Management, 54(4), 479-490. doi:10.1016/j.im.2016.10.005
SECOND STRATEGY
An important engagement strategy virtual member can develop is open dialogue. With trust established, it opens the opportunity for open dialogue. Communication is fundamental to the success of any team. When you have an open dialogue, you will be able to clarify go ...
Ldr 535 entire course
This document provides an overview of the course requirements for LDR 535 Entire Course from Phoenix University. It outlines the individual and team assignments due each week, including analyzing leadership theories, describing leadership styles observed during an organizational change, recommending leadership approaches for implementing a new software system, assessing attitudes towards the change, and developing a client interaction strategy. Students must complete discussion questions each week and reviews of the Kudler Fine Foods case study organization. The course focuses on applying leadership and change management concepts.
Ldr 535 entire course
This document outlines the course requirements for an LDR 535 leadership course. It includes individual assignments on leadership theories, a recommendation for implementing change at Kudler Fine Foods, assessing employee attitudes, and developing a client interaction strategy. It also includes learning team assignments on reflecting on course topics and creating a change management plan. Discussion questions address topics like leadership styles, organizational culture, power and influence strategies, and barriers to change.
Final eng
This document discusses employee network groups at several large companies like Microsoft, Morgan Stanley, and Freddie Mac. It provides examples of how these groups foster diversity and inclusion through initiatives like mentorship, professional development, and cultural events. It also outlines benefits these groups provide to both employees and organizations, such as talent recruitment and retention, market outreach, and engagement. However, it notes some potential disadvantages like tension with non-group employees or overdependence on the employer for needs.
Leadership Presentation ACN
The document discusses a study on the effects of vertical versus shared leadership on team success. The study found that while shared leadership teams performed slightly better than vertical leadership teams in terms of time, errors and leadership behaviors, the differences were not statistically significant. However, the results suggest shared leadership may be better for complex, creative tasks where expertise is valued over hierarchy. Assigning a vertical leader can cause them to be seen as an outsider, reducing their effectiveness. Further research is still needed with larger, more diverse samples.
Chapter FourWhat Differentiates Great VirtualTeams — How.docx
Chapter Four
What Differentiates Great Virtual
Teams — How to RAMP Up Your
Team’s Performance
‘‘Globally linked virtual teams will transform every
government and company in the world. Any of our
peers who don’t do it won’t survive.’’
— John Chambers, CEO, Cisco1
What Differentiates Top Virtual Teams?
If you’ve spent any time looking for information about virtual
teams, it’s likely you haven’t come up empty-handed. Still, while
there are numerous articles presenting tips and best practices
for virtual teams, there’s little information out there on what
makes top-performing virtual teams so successful. For example,
you probably won’t find much information on what practices
differentiate high-performing virtual teams from those that are
less effective.
The dearth of information on this topic led OnPoint to
conduct a global research study. As part of our research, which
included forty-eight virtual teams of varying levels of effec-
tiveness, we identified five practices and characteristics that
differentiate the highest and lowest performing virtual teams.
These differentiators — commitment and engagement, shared
processes for decision making, information flow, trust, and
collaboration — are the most important components of optimal
virtual team performance.
51Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
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52 VIRTUAL TEAM SUCCESS
Differentiator 1: Commitment and Engagement
In our study, we found that members of high-performing virtual
teams are more proactive and engaged and also demonstrate
higher levels of initiative. When assessed on the item, ‘‘This
team demonstrates a high level of initiative,’’ high-performing
teams in our study received an average score of 3.60 (on a 4-point
scale where 1 = strongly disagree and 4 = strongly agree) versus
an average of 3.06 received by low-performing teams.
The low-performing teams’ poor score isn’t necessarily sur-
prising. People are often on numerous teams in addition to their
day-to-day work, and it can be challenging to manage all the
competing demands. However, it seems those on top-performing
virtual teams are more motivated to go ‘‘above and beyond’’ — to
do more that what’s required to achieve team success.
Team leaders also play a role in commitment and engagement.
Effective leaders inspire their teams and have processes in place
that help them regularly monitor members’ motivation levels.
This leadership practice is especially important when teams work
together over a long period of time, as members can become
disengaged and may lose interest.
Even though the majority of virtual teams had someone
assigned as the team leader, members on the high-performing
teams proactively t ...
Building Real Teams: A Leadership Perspective
Implementing truly effective teams is more difficult than often considered. In this webinar, we will take a realistic and practical look at how an organization's leaders can foster successful teams. The challenges of team-building are central to leadership in general, including: clarifying vision and purpose, taking a whole-systems view, facilitating constructive interaction, motivating performance, assessing progress, and skillful problem-solving. I will share real-life case studies; tips and tools; and resources for further learning.
LDR 531 GUIDE Education Planning--ldr531guide.com
FOR MORE CLASSES VISIT
www.ldr531guide.com
This Tutorial contains 2 Set of Papers for each Assignment
LDR 531 Week 1 Personal Leadership Evaluation
Please respond to the below discussion questionsDo the foll.docx
Please respond to the below discussion questions:
Do the following when responding to discussion questions:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Discussion #1
Discuss the varied challenges faced by leaders or managers concerning teams made of a diverse workforce. Include considerations such as how some team members might be from different countries or how the teams might meet virtually.
Undoubtedly, globalization has made the diversification of the workforce unavoidable. People with specialties across the world are employed to perform specific functions for organizations. And all these people come together to work as team members. Thus, a team might be composed of employees from within and virtual, and they all perform their functions with different temperaments and attitudes. Gross (2002) described a virtual team as a group who performs its work mostly through electronic technology. Matthews-Joy & Gladstone (2000) added that because the virtual members may be detached both geographically and organizationally, they rely on technology for task-related communication.
One of the challenges is lack of face-to-face interaction. Frequently, leaders and team members cannot depend on voice levels, smiles, and raised eyebrows to ascertain understanding because they rely on technology. There is the need for reliable technological communication strategies to control the situation (Wilson, 2003). It is imperative for leaders to encourage members to be sensitized to the importance of this barrier and how to address it. Another issue is virtual members forming trusting working relationships via technological alone. The challenge is technology not viable in the underdeveloped and developing countries. Therefore, such virtual meetings are mostly chaotic.
For instance, in Ghana, sometimes in the course of working on your assignment, the power goes off. I had it very tough when I started the program. In fact, I had to acquire an inverter to store energy for use when the power went off. Other times it may not be a power problem but the inability to access the Internet. According to Duarte & Snyder (2001), leaders must endeavor to watch members keenly in support of creating positive interpersonal relationships. One other challenge is to be precise about the specialties of members to attain the goal of the organization (Anderson & Shane, 2002). The World Report on Disa ...
A. What is the leadership paradox Give some reasons why a l.docx
A. What is the
leadership paradox
? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system. Support your discussion with at least two (2) external sources.
B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (2) external sources.
C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? Support your discussion with at least two (2) external sources.
Specific Instructions:
See class discussion/posting requirements.
Be sure to support your work with specific citations from this week's Learning Resources and any additional sources.
Read a selection of your colleagues' postings.
Respond to at least 3 of your colleagues' postings in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues' postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Campbellsville University Library
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on your colleagues' postings by providing additional insights or contrasting perspectives based on readings and evidence.
Return to this Discussion several times to read the responses to your initial posting. Note what you have learned and/or any insights you have gained as a result of the comments your colleagues made.
Response-1(Karthik)
The leadership paradox entails the point at which a group needs a pioneer however the nearness of a pioneer debilitates the self-sufficiency of the group. Leadership paradox is important since it frequently challenges the part of a pioneer bringing about negative responses to directing, protecting from change, part struggle, refusal of surrender control, the worry of seeming to need capacity and uneasiness of professional stability. To this effect, the group leader can face the existing circumstances with the recently framed group when the term coordinated and understand leadership hypothesis.
Many organizational and structural changes are common with new leadership. Newly formed team leadership also brings many advantages and disadvantages to it. Participatory (participative) management is a phenomenon where employee’s opinion is also considered and taken into account for decision making. It is based on the notion that when the employees invest their time and work hard at the workplace, he/she should be given an opportunit.
Organizational Characteristics and Design ppt
Organizational Characteristics, Organizational Design, Characteristics of Organizational Behavior, Organizational Behaviour originated from different Subjects e.g. Psychology, sociology, economics, industrial management
LDR 531 Final Exam Latest Online HomeWork Help
This document contains questions and answers for the LDR 531 Final Exam. It discusses key topics in leadership studies, including theories of leadership, organizational culture, motivation, and managing change. The questions cover subjects like contingency theory, transformational leadership, groupthink, and learning organizations. The document is a comprehensive review of the concepts and frameworks addressed in the course.
Required ResourcesTextBlanchard, P. N., & Thacker, J. W. (2013.docx
Required Resources
Text
Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed). Upper Saddle River, NJ: Pearson Education, Inc.
· Chapter 5: Training Design
· Chapter 6: Traditional Training Methods
· Chapter 7: Computer-Based Training Methods
Articles
Cherry, K. (2014). What is emotional intelligence? Definitions, history, and measures (Links to an external site.). About.com Psychology. Retrieved from http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm
Clark, D. (2014). Why instructional system design and ADDIE? (Links to an external site.) Retrieved from http://www.nwlink.com/~donclark/hrd/sat1.html
Learning styles (Links to an external site.). (n.d.). Retrieved from http://www.mindtools.com/mnemlsty.html
DISCUSSION 1 WEEK 3 Replies Needed
Training Design
For this discussion, imagine that you are designing a 4-hour leadership development training session. Identify specific learning objectives for your training session. Conduct an Internet search to identify the types of games and business simulations that are available. Select one game or business simulation appropriate for your audience and learning objectives. Provide a brief description, detailed rationale, and thorough analysis of the game or business simulation as it pertains to your specific audience and learning objectives. Do not simply cut and paste from the Internet source.
Your initial post should be 250 to 300 words. Use this week’s lecture as a foundation for your initial post. In addition to the Blanchard and Thacker (2013) text, use at least one additional scholarly source to support your discussion.
Respond to two other posts regarding items you found to be compelling and enlightening. To help you with your reply, please consider the following questions:
· What did you learn from the posting?
· What additional questions do you have after reading the posting?
· What clarification do you need regarding the posting?
· What differences or similarities do you see between your initial discussion thread and your classmates' postings?
· Ask each other questions about why the specific game or simulation was selected.
· How does the chosen game or simulation apply to other situations?
· What are the differences or similarities in the specific game or simulation you selected compared to those identified by others?
· Analyze your classmates' chosen game or simulation. Do you agree or disagree with the choice? Why or why not? Provide examples where possible.
· What are the differences or similarities in the learning content objectives for your training session compared to those identified by others?
Your reply posts should be a minimum of 150-250 words each.
Reply to Paul Strange post
When design a leadership program there needs to be a competitive strategy, as this relates to the training of that organization you need to know what the organization needs first then you may be able to develop. The training proc.
After reading the case study prepare Assignment One - Collecting I.docx
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
1BUILDING THE RIGHT CULTURE FOR THE REMOTE TEAM IN AMAZON
This document discusses building the right culture for remote teams. It examines organizational adaptation theory and transactional theory, which suggest that companies should either mimic their entire organization's culture, create a hybrid approach, or use an entirely remote team. It also notes that clear goals, effective leadership, a positive culture, and ensuring employees feel valued are important factors for remote team success. However, the document does not provide evidence or references to support its claims and lacks details about methodology.
De vry hrm 592 ( training and development ) entire course
This document provides information and instructions for completing the entire training and development course at DeVry University. It includes discussion questions and assignments for each of the 7 weeks in the course. The course focuses on topics like needs assessment, learning theories, transfer of training, program design, evaluation, and career management. A major project involves selecting an organization, conducting a needs assessment, and developing a training strategy. Guidelines are provided for each step of the project, which results in a 10-15 page paper outlining the processes, results, and recommendations. Sample documents, surveys, and analysis are suggested to aid in the needs assessment portion of the project.
New Ways of Learning: What the Professionals Say
The document discusses new ways of learning that are emerging due to changing organizational structures and the extended enterprise. Key points discussed include:
- Organizational boundaries are softening and extending beyond traditional boundaries as learning occurs across suppliers, customers and partners.
- This brings challenges for learning professionals around integrating access to multiple platforms and identifying training needs across a wide range of external entities.
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StrayerBUS 475 – Business and SocietyCOURSE DESCRIPTIO.docx
StrayerBUS 475 – Business and Society
COURSE DESCRIPTION
This course explores the role of primary and secondary stakeholders, both within and outside organizations. Ethics and social responsibility will be investigated and where organizational activities fall within different continuums will be reviewed. The broad forces in business, society, and globalization will be examined and how stakeholders can influence the destiny of both business and society will be discussed.
INSTRUCTIONAL MATERIALS
Required Resources
Lawrence, A. T., & Weber, J. (2014). Business & society: Stakeholders, ethics, public policy (14th ed.). New York, NY: McGraw-Hill Irwin.
Supplemental Resources
Boţa-Avram, C. (2013). Is ethical behavior of companies influenced by governance? International Advances in Economic Research, 19(3), 325-326.
Bundy, J., Shropshire, C., & Buchholtz, A. K. (2013). Strategic cognition and issue salience: toward an explanation of firm responsiveness to stakeholder concerns. Academy of Management Review, 38(3), 352-376.
Cunningham, M. (2012). Privacy in the age of the hacker: Balancing global privacy and data security law. George Washington International Law Review, 44(4), 643-695.
Govil, S. K., & Jain, R. (2013). Globalization of markets. Advances in Management, 6(6), 65-65.
Khan, A., Muttakin, M., & Siddiqui, J. (2013). Corporate governance and corporate social responsibility disclosures: Evidence from an emerging economy. Journal of Business Ethics, 114(2), 207-223.
Lin, C. P., Tsai, Y. H., Joe, S. W., & Chiu, C. K. (2012). Modeling the relationship among perceived corporate citizenship, firms' attractiveness, and career success expectation. Journal of Business Ethics, 105(1), 83-93.
Mohan, V. R. M, & Paila, A. R. (2013). Stakeholder management in infrastructure / construction projects: The role of stakeholder mapping and social network analysis (SNA). Aweshkar Research Journal, 15(1), 48-61.
Mujtaba, B. G., & Cavico, F. J. (2013). Corporate social responsibility and sustainability model for global firms. Journal of Leadership, Accountability & Ethics, 10(1), 58-75.
Strayer Database. Retrieved from http://research.strayer.edu
Note: The following resources, accessible through the Strayer Database, offer helpful business-related information: Business Source Complete, Credo Reference, Data-Planet Statistical Datasets, Mergent Online, ProQuest National Newspapers Premier, Regional Business News, and Research Starters – Business.
Valentine, S., & Hollingworth, D. (2012). Moral intensity, issue importance, and ethical reasoning in operations situations. Journal of Business Ethics, 108(4), 509-523.
Wachsman, Y., & Jie, Z. (2013). A model of cournot competition with lobbying. Journal of Business &
Assignment 1: Social Performance of Organizations
Due Week 4 and worth 240 points
According to the textbook, the current world economy is increasingly becoming integrated and interdependent; as a result, the relationship between business and society is beco.
Groups and TeamsCase AssignmentA rapidly growing trend in the bu.docx
Groups and Teams
Case Assignment
A rapidly growing trend in the business world is the growth of virtual teams. Some companies are allowing teleworking, which means that more and more workers have to coordinate their activities with other team members through the phone or internet. Even among workers who are working from their office, more and more companies are having employees work in teams with employees who work at other locations who they may or may not have ever met in person. New technologies have been developed to help facilitate virtual teamwork, but challenges still remain.
Review the background materials and also do some research on virtual teams. Here are a few articles on virtual teams to get you started:
Garfoot, A. (2003, 05). The reality of virtual teams.
IT Training,
, 32-34. [ProQuest]
Sadri, G., & Condia, J. (2012). Managing the virtual world.
Industrial Management, 54
(1), 21-25. [ProQuest]
Rigby, R. (2013). How best to manage a virtual team.
The Financial Times
[ProQuest]
When you are finished with your research, integrate what you learned in general about group dynamics in the background materials with more specific information you learned about virtual teams. Write a four to five page paper addressing the following issues:
How do you think the five stages of group development (forming, storming, norming, performing, adjourning) will be different for virtual teams as compared to traditional teams? Discuss in regard to all five stages of group development.
Do you think virtual teams will be more or less cohesive than traditional teams? Include a discussion of the issue of groupthink in your discussion.
Overall, do you think virtual teams will perform better or worse than traditional teams? Explain your answer with references to the background readings.
Case Assignment Expectations
Answer the assignment questions directly. Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to general background materials.
Make use of both the required Case Assignment articles as well as the required general background materials in your paper. Apply concepts that you learned in the background materials in your answers to the assignment questions.
Review our “Writing Style Guide” for more detail on referencing and writing expectations. This guide is found under “My Resources” in the TLC portal.
.
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This document provides background information on organizational structure and culture. It discusses key elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Mechanistic and organic structures are described as well as divisional, functional, team-based, and flexible structures. The reading also covers organizational culture, how it is formed and taught to new members. It emphasizes that organizational culture and structure should align for effective functioning and to avoid tension between how people work and imposed structures.
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- 1. Team C Phl 323 Eugene Hughley Fred Gray Ulysses Sheppard Paul West
- 2. Recommend at least two strategies to create alliances between your selected virtual organization and its networked internal and external stakeholders.
- 3. Recommend at least two strategies to create alliances between your selected virtual organization and its networked internal and external stakeholders.
- 5. Explain how the differences between leadership and management affect networking within your selected virtual organization.
- 6. Explain how the differences between leadership and management affect networking within your selected virtual organization.
- 8. Propose an environment that is supportive of team functioning and learning and that allows for sustainable innovation and creativity within your selected virtual organization. Be sure to include the rationale for your proposal.
- 9. Propose an environment that is supportive of team functioning and learning and that allows for sustainable innovation and creativity within your selected virtual organization. Be sure to include the rationale for your proposal.
- 11. Conclusion
- 12. References