Senior Leadership Challenges At Ch2m Hill

2. Organizations that are designed with hierarchy and interlocking groups are more productive than organizations that divert to the traditional chain of command design (Likert, 1961 as cited in Stojkovic, Kalinich, Klofas, 2008). These interlocking groups are connected by linking pins. Linking pins are considered individuals who serve as members of one group and leader of another. These individuals make an intensive attempt to have trustworthiness and influence in their own groups as well as others that involve the capable operation of their organization. The linking pin acts as an informal director, making impromptu efforts to level

One of the themes in Thomas McCraw’s book American Business Since 1920: How It Worked is mastering centralized control through decentralized management. As the business world rapidly expanded competition for market share between the larger companies increased. More task management was necessary in order to delegate within the businesses as they expanded. The market was also changing and as an answer to that some companies implemented a revised version of traditional management; decentralized management (McCraw, 2009).

I serve as a member of the SEM senior leadership team to assist the Interim Vice Provost for SEM with strategic planning for enrollment in order to determine effective strategies toward achieving desired outcomes. On a daily basis, I serve as ombudsman for the Enrollment Service areas of SEM meeting and responding to emails and phone calls from students, parents, faculty, staff, and upper administration. Moreover, I serve on several university committees to include the Academic Regulations Appeals Committee (acting chair as needed); Transgender and Inclusion; Compliance and Integrity; Phi Kappa Phi National Honor Society (Vice President for Public Relations); and HR Redesign. To ensure compliance with federal law, I do FERPA training, as

I have chosen to discuss my experience working as the Head receiver in a small company years ago. The owner had died and appointed his son to take control of the company. (I am sure many of you have heard or gone through this a similar experience.) The son was losing the ability to be a leader. Therefore, he decided to hire corporate management to take over. When I read this article about “Sells like Team Spirit/ ‘One Minute Manger’ author pushes importance of working together.” What caught my interest was a one of the 10 reasons that teams fail. Ken Blanchard quoted, “Not taking time in the beginning. People never understand why the team was created, what their role is within the team and what the team’s role is within the organization.” (Murphy,2001)

The members in this type of team collaborate to share in management and decision-making roles, while maintaining accountability for organizational responsibilities under their direction. Although, this team method system may not be suited for all companies, in order for self-directed to be successful, managers and supervisors will need to become facilitators or coaches. Proper planning and communication plays a vital role in this transition, as is examined in the case study presented.

(2009) building an adaptive culture will require organizations to institutionalize the five previously mentioned adaptive capacity characteristics. Here are some suggestions to improve SDHS’ lack of teamwork: First, elephants in the room must be named, and it will need to start at the executive level. Heifetz et, al. (2009) suggest “modeling the behavior,” which can have a powerful impact because leaders are expected to set the tone. Current issues need to be openly addressed by seeking and encouraging advice from all members of the organization. This can be done by assigning new middle managers to link the workers and volunteers with the executives. Fixing “elephants in the room” issue will also help “shared responsibility” and “independent judgment” by allowing input from all levels. The “developing leadership capacity” should be done by going back to the basics. According to Crowley (2013) the basics include; getting people in the right job, setting clear expectations, giving people the tools to do their job, and giving high praises. Therefore, it is suggested that competent middle managers and executives should conduct daily training, coaching, and mentoring. Constant training behavior should be institutionalized across the organization. Additionally, previously successful aspects from the newly merged organizations should be incorporated. Finally, promoting teamwork will require the organization to set up informal group activities such as pot lucks and small birthday celebrations for its

A system seeking to improve chronic illness care must be motivated and prepared for change throughout the organization. Senior leadership must identify care improvement as important work, and translate it into clear improvement goals and policies that are addressed through application of effective improvement strategies, including use of incentives, that encourage comprehensive system change. Effective organizations try to prevent errors and care problems by reporting and studying mistakes and making appropriate changes to their systems. Breakdowns in communication and care coordination can be prevented through agreements that facilitate communication and data-sharing as patients navigate across settings and providers.

The importance of a team working together is a key ingredient to any leadership style to be successful. If a leader can motivate a group of people to cooperate and work together cohesively on a project, the chances of success increase. The concept of a disparate group of people working together under one leader successfully is a surgical team either completing a routine surgery or performing a groundbreaking new surgical procedure. Although the surgeon is nominally in charge of the entire procedure, this focus “risks missing the dynamic and adaptive aspects of work” each professional in the surgical team must exhibit when executing their part (Rydenfält, Johansson, Odenrick, Ackerman, Larsson, 2014). Each member of the surgical team is a professional who contributes their knowledge and experience to the team.

Other common terms for the idea of organizational decentralization include: team self-management, self-management, shared control, distributed leadership (Lambe, Webb, & Ishida, 2009) and holacracy (Robertson, 2007). While these terms may have small differences they all describe the common theme of distributing power across organizations. Several concepts help to explain why decentralization and the encouragement of teamwork throughout an organization are often superior to traditional management structure.

A recent meeting of managers unveiled a concerning issue to corporate management. Many of the teams created during a recent merger have failed to perform to the expectations of the company’s leadership. During this meeting a discussion occurred as to why some managers were successful and others were not. The root of the issues revealed that amongst the successful teams was found a positive attitude and willingness to work together not seen on the teams that were struggling. The heart of the positivity and team cohesion was the manager who fostered an environment of openness and self- management, yet kept the team focused on company’s strategy at all times.

As seen from figure 2, the matrix organisational structure is complex and aligns functional and divisional organisational structures merged into a hierarchical structure. The student observes that with this comes the potential to on the one hand, improve interdepartmental collaboration through avoiding silo-functioning and yet, on the other hand, blur the unity of command structure in an organisation that can be counterproductive. A critical analysis of two major advantages and disadvantages of this organisational structure here

The cultural norm was to operate only within your function. This “decentralized managerial philosophy” hindered proactive communications between departments that that could have assisted in the company’s transition to project management.

Great teams are led by captains. Like many popular terms, the word leader has become so overused and commonplace that it has lost meaning. Anybody can call himself or herself a leader; anybody can follow the "do 's" and "don 'ts" in leadership manuals. But it takes a special type of leader—a captain—to create not just a loose affiliation of individuals but a true team

In a centralized organizational structure one individual is responsible for making all the decisions and maintains control of the company by giving direction. While Decentralized organizational structures often rely on several persons with the authority to make final decision for the company’s well being. Some benefits associated with a centralized organization are as follows: Reduction in cost in the work environment, having a focused vision on one common goal and Reduction in conflict. A Few drawbacks of a centralized organization include, No secrecy because all ideas and decisions are conveyed to all, No special attention and Delay in work. Advantages associated with Decentralization are; Huge relief is provided off the top managers, Greater use is made of employees skills and Decision making is left up to educational and well informed people.