Key Issues:
The presented case, A Manager’s Dilemma: Who Gets the Project, elucidates the importance of combating unfavorable organizational discourse/behaviors, and how it resides heavily with the leadership of managers. In regards to the case Dave Peterson was given temporary responsibility of the CMT unit, and with his newly appointed position, Peterson must decide a project lead for a CD-ROM self-study course. As Peterson has a personal relationship with both Seamus and Olson, the decision process could undermine his personal relationship with one of the individuals. Moreover, Peterson understands that his performance in this temporary position reflects his leadership abilities. Thus, Peterson must elect a suitable candidate, while mitigating unwanted negative consequences that could disrupt organizational climate. Prior to Peterson’s temporary appointment, Henry, the overarching authority figure, allowed the selection process for a CD-ROM project lead to extend beyond a reasonable window, which jeopardized the project timeline and subjecting Peterson to manage organizational conflict normally outside of his positional scope.
Diagnosis:
The issues presented in this case are unequivocally social and technical issues.
Social:
The discourse between Seamus and Olson reaffirms the impact poor leadership has on the foundation of an organization’s culture. As stated in chapter 10, “managers make the political behavior more likely to occur when they provide a weak vision,
Bolman & Deal suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resources, Political and Symbolic (Bolman & Deal, 2008). Unlike the other four frames, the Political frame sees an organization as a jungles, arenas or contests in which individuals and groups compete to achieve their interests in a world of conflicting viewpoints, scarce resources and struggles for power (Bolman & Deal, 2008). Like it or not all businesses and organizations are ran by people in power. Power is best defined as “the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things they would not otherwise do” (Pfeffer, 1992, p.30). According to the
Furthermore, McDonald’s is a true franchise success; the success of McDonald’s goes back to its roots, the start. By being consistent and providing quality service, cleanliness, and values at all times, customers have nothing to complain about and customers always know what to expect locally and internationally. With making things new and fresh, innovation is a key component to the success
This is to ensure that the necessary raw materials and physical resources are available at each stage, and that the workforce on site has the right skills for the scheduled work. The project management team will need to produce a series of planning documents that can be accessed throughout the project. Each member of the project management team must know their role and responsibilities, including which sections of the workforce they will be directly managing.
Wheatley (2007) describes the old story of leadership as “a story of dominion and control, and all-encompassing materialism.” It can be explained by analogizing it to a machine; a lifeless object that does not have the capability to think, feel, or make decisions. It, the machine, functions quite like the old story of leadership by where there are
Leadership scholars have presented many theories in understanding leadership. However, making sense of hundreds of books and thousands of studies is a complicated task, which is why many mistakenly think that leadership is an indefinable phenomenon. Some of us presume complete authority in our own favored ways. Novel leaders often discard the entire system used by the exiting leaders. In a catastrophic situation, persistence on individual style can be helpful; yet in a democratic culture, leaders don’t own the organization and must consider the right of the followers. Personal style and preference must be avoided in
and supportive of this e-business transformation because of the potential of the e-business model to
Leadership is the process of influencing employees to work together towards goals of the organization. Leadership involves motivation, communication and team building. Many times, the plans of leaders do not happen in the way that they were designed to happen. Sometimes, the results can be catastrophic. Leadership derailment is happening more and more in companies around the world. Whether it is from lack of communication to leader’s arrogance, these failures can bring an organization to its knees. Our group paper will discuss the happenings at Procter & Gamble under Durk Yager and ways to get the leadership back on track.
Have you ever got a bad grade because you had to balance more than you could handle? Kids are tired of getting failing grades because of they couldn’t focus on more that one thing. Kids should be able to just focus on one project for the whole year. It would help kids have less stress during school. Secondly, it would decrease the work teachers would have to do in school. Lastly, it would make school more fun and easy for everyone.
A leader 's success will depend, to a great extent, upon understanding organizational culture. Paul Clark, author of the book Building More Effective Unions contends that “Many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures.” Many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization 's culture. For example, a CEO, SES, political appointee, or flag officer who comes into an organization prepared to "shake the place up" and institute sweeping changes, often experiences resistance to changes and failure. These difficulties with organizational transformations arise from failures to analyze an organization 's existing culture.
By reading the full chapter Jim's efforts to change the leadership culture went wrong because of following reasons
According to research studies on organizational leadership, “powerful leaders can have substantial impact on the lives of followers and the fate of an organization” (Yukl, 2006, p.340). Nevertheless, Heifetz (1994) points out, “there is no ethically neutral ground for theories of leadership, because they always involve values and implicit assumptions about proper forms of influence. The complexity of issues surrounding ethical and unethical leadership influences, are determining by the criteria utilized by leaders among members.
Conger, Jay A. (1990). The Dark Side of Leadership, Elsiever Science Publishing Company Inc., New York, USA.
During the past few years, many companies have seen their reputations plummet in the wake of various corporate scandals (Julia Shaw & Hillary Shaw, 2010). With this context of an amoral and inept set of global management practices, Julia Shaw & Hillary Shaw (2010) propose the need for a new breed of manager, namely the moral manager. While Eastwood describes that “leadership is an essentially moral act,” he elaborates that there is a disconnection between this notion and the behavior of some business
Studying these approaches help us to develop research proposals to the following research question: to what extent the organizational culture of a company influence the way leadership is implemented?
The purpose of this report is to reflect on the experience of creating the business plan and to express my thoughts and reactions to the process. This report will detail the evaluation of the project process, interaction of theory and actual practice, development of additional intellectual and interpersonal skills; and other key learning pertaining to the exploration of the business idea - NannyMatch.