Increasing Cross Functional Planning For Success

The workplace is rapidly changing and becoming more diverse culturally, demographically, and racially. In an environment that is changing so rapidly, organizations are seeking leaders that are trustworthy, can decrease uncertainty, and possess cultural intelligence (Ploumis-Devick, 2017). As leaders, we must increase our understanding in order to adapt our style of leadership to be better equipped to lead in this changing environment. Expanding our awareness, knowledge, and skills is one-way leaders will be more prepared and ready to lead effectively.

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

This following will outline my personal leadership practices and potential future leadership. To analyze my leadership qualities I will use the Seven Habits Profile and a leadership theory to determine my strengths, weaknesses, and areas of opportunity for improvement. In conclusion, I will determine the best recommendations for long-term improvement as well as SMART goals, or short-term courses of action, for leadership improvement.

In the changing business environment, leaders of all organisations may face unprecedented uncertainty, especially the technology advancement and changes among the employees. To survive and succeed, leaders should have some necessary attributes. Meanwhile, some changes for leadership skills have to be made to confront the challenges.

The chapter focuses on putting it all together: integrating everything learned about organizations and leadership into more comprehensive and powerful understanding and action. The reframing process illustrated in the chapter can be applied to almost any case or experience: students’ personal cases, published cases, films or fiction, or class experiences (role plays, experiential activities, team experiences, the course). Instructors can, for example, have students study a challenging case (multiple suggestions are offered elsewhere in this instructor’s guide) and then, either individually or in teams, reframe to develop both diagnoses and solutions. Individuals or groups will differ in what they see and what

5.Read the two editorials by Melnyk (2016) that are listed in the readings section above. Describe the key learnings in these editorials about how leaders can overcome barriers and create, as well as sustain, a culture of EBP. Do you agree with Melnyk’s thesis that “Culture eats strategy every time?” If yes, provide evidence to support your stance. If not, again, provide evidence to support your position. If you are an innovative and visionary leader, what is your plan for building on the strategies and overcoming the barriers (force-field analysis and change theory) to support and sustain a culture of EBP? Provide examples from your own work setting and other relevant evidence to substantiate your response.

The world today is constantly changing. Certain aspects of the world are beginning to advance and transform more rapidly than others, such as technology. These modern transformations of society are important to take into account when developing a strategic plan for any organization. This is because these advances in society can pose “threats, challenges, or opportunities” to the organization at hand (Bryson 2011, 151). Furthermore, according to Bryson assessing the strengths and weakness of an organization in relation to these different features that were just mentioned is an important step in the strategic planning process (Bryson 2011, 151-152). Assessing these strengths and weakness involves members or an organization to identify and analyze different external and internal trends and then develop a SWOC/T analysis of how these external and internal trends can come together to affect the impending organization.

Weekly objectives and assignments will be clarified on a week by week basis. While the syllabus is fairly complete I reserve the right to make changes or additions throughout the semester. If any changes or additions are made they will be accompanied by at least one week’s notice so that you will still have adequate time to prepare. Reading At least half of our reading will come out of the text. This text is fairly light and as a result gives a good overview of the general issues and concepts of leading organizations without burdening readers with too much information. Make an effort to read through each chapter once, paying particular attention to the cases at the beginning and end of each chapter as they illustrate the concepts in concise detail. The text will serve as a roadmap for any lecture or discussion material. In addition to the text I have assigned several cases and articles to help you further analyze the concepts. Most of the cases/articles we will review are listed on the syllabus (some will be added). Assignments/Summary of Tasks 1) Case Analysis Report (due in class the week the case is due for discussion) Summary: During several weeks we will examine a business case involving team leadership. In each case, we will be able to see leaders and/or team members struggling

At the same time, the organizational demands are constantly changing based on available resources and global impacts. Today’s organizations ask us to define ourselves with a role. We need to understand our skills and figure out what we need to learn to remain current and build for the future. When we graduated from high school, we had a vision of what life would be like. As a leader, I understand the need to be resilient and manage one’s career.

Clark ( 2012) suggested that “Implementing a new culture, organizational structure, or strategic plan requires leaders to engage and empower their staff to take ownership of the process (p. 35).”

The culture at Pearson is still emerging post a significant reorganization and change in company strategy in 2013. Roegies began at Pearson at the beginning of this restructuring. Her first actions were to assess the changing landscape, and she quickly realized that Pearson’s Higher Education division is a complex system. Her job was to create a cohesive Program Management organization that brought three groups together, and create smooth out the flow of work in a complex system. She did this by organizing her Program Management department in focus areas that covered all aspects of planning from strategic planning to detailed project planning. She used a similar model as Schloss (2014) outlines to flow the planning and communication from strategy to project execution. This new system paradigm brought structure to both strategic planning and links it to execution deliverables.

Strategic leadership should clearly communicate its expectations for the team's performance and expected outcomes. Team members should understand why their team was created. “The millennial generation, those born after 1980, is the youngest generation to begin entering the workforce and there are many indications that this generation is bringing new values and new expectations to its communities” (Hickman, 2015, pg.22). The organization should demonstrate constancy of purpose in supporting the team with resources of individuals, time and money. The teamwork should receive sufficient emphasis as a priority in terms of the time, debate and devotion directed its way by executive

Post University’s Malcolm Baldridge School of Business aims to give students a greater understanding and appreciation for what it takes to be a successful leader in today’s rapidly changing business environment (The Malcolm Baldrige School of Business, 2015). Founded on the philosophy and core values of Malcolm Baldridge (The Malcolm Baldrige School of Business, 2015), the undergraduate business administration degree plan is comprised of a variety of courses that take students through the assorted elements of operating a business, from classes designed to explain the macro environment that affect organizations to how a business should manage its finances. As the capstone course for this degree, the Business Policy Seminar required that I utilize all of the knowledge I have gained in my previous degree work and apply it towards planning, developing and implementing organizational strategies. However, the course was also an application of the core values upon which it was founded. This reflective paper sets out to explain how I believe the Baldridge Core Values were represented and discussed during the course of this seminar.

Pearson is a large multinational company based out of London. Pearson began as a building contracting company, and over its 150 year history, has transformed itself into a publishing company in the early twentieth century, and has now shifted focus towards education (Pearson, n.d.). Pearson employs approximately forty thousand employees with one-third located in emerging markets (SEC, 2015). The company officially shifted the corporate strategy towards global education and by streamlining technology in 2013 (Radjou & Pradhu, 2013; Pearson, n.d.a). In 2012, Tim Bozik, the president of the higher education division, began consolidating duplicative groups within higher education ahead of the broader organization beginning its technology consolidation strategy; these assets were the result of multiple acquisitions. At the time, higher education had technology divisions scattered across the United States, India and Sri Lanka. The technology leaders were asked to solve the problem of removing duplicative technology assets, and smartly execute the existing technology budget to further higher education’s goals. This paper reviews the decision making process the 2012 technology leadership team used to merge technology organizations together into one group, what components of the problem solving process were skipped and how this impacted the outcome, as well as how the problem solving process could have gone with a hypothesis of

As organizations change, leadership must find ways to adapt and adjust to those changes. Many times it’s the inability of being open-minded to new ideas, beliefs, thoughts and cultures that prevent individuals from moving forward. Saner (2004) states, “Increased globalization and integration of information technology have brought about a fundamental rethinking of how to conduct business and how to lead a complex organization for continuous improvement and reinventing of the organization” (p.654). In any organization, change brings resistance, but with positive managerial and leadership skills, accepting the challenges that come with diversity such as ambiguity, complexity, resistance and confusion, will give managers the foresight to effectively and efficiently implement processes that will benefit the organization as a whole.