Wwt 365 Week 3 Individual Assignment
Paper #2
Student: Anastasiia Koval
Course name: BMGT 365 6981 Organizational Leadership (2152)
Date: 14 March, 2015
Instructor: Neusa Hirota
My name is Anastasiia Koval and I am observing Joan Salmon as she takes “Invitations Inc.”, the company of her father, Garret Salmon, over as CEO.
Joan’s leadership role
First of all, I would like to discuss Joan’s role as CEO for a 21st century organization. She is going to direct the organization to the online market, while revamping its image and marketing plans. Her father has never really changed things since he started the business 40 years ago. But heading up a successful company today is a lot different than it was 50 years ago. Here are some reasons for Joan’s willing to …show more content…
make a change:
Distance, boundaries, and reliance on communication technology add levels of complexity that ordinary teams just don’t have;
Virtual organizations bring together critical contributors who might not otherwise be able to work together due to time, travel, and cost restrictions;
Virtual organizations can enhance the available pool of resources by including people from outside the sponsoring organization, such as supply chain affiliates, members of partnering organizations, or external consultants;
To manage the complexity of the virtual, global environment, the organization has identified and formed a shared understanding of their actual and target core competencies;
Virtual organizations share vision and goal or a common protocol of cooperation;
Workers have to possess in-depth professional knowledge and expertise to continually advance in their careers.
To develop this in-depth professional knowledge and expertise in its employees, organization should establish its own internet-based management training seminars and corporate university advanced degree programs during the 21st century.
Today’s successful business leader is decisive, insightful and constantly challenging company conventions to keep ideas flowing. There are several must have leadership skills for the 21st century, such as: character, vision, passion, communication, coaching skills, ability to create value, flexibility, and comfort with ambiguity, collaboration, knowledge seeking.
Joan is proactive, a change agent, and culturally savvy. She is a person who knows her strengths and weaknesses and those of the people he chooses to place around her. She is a person of vision and completes her job by knowing where the company is going and leading the way to getting there. But some of the factors that make a great leader haven’t really changed. The abilities to innovate execute and to be a strong role model for your staff will always be essential. Joan is going to demonstrate these characteristics in her leadership …show more content…
role.
Joan decided to choose transformational style. It means that she inspires team with her vision of what should happen. She supply the main goal, but allow members to choose their own way of reaching it. The leader is totally focused on organizing, supporting & developing the team. She is always looking for ideas that move towards the organization’s vision. Transformational leaders are very visible, and spend lot of time communicating. Communication is the basis for achievement by focusing the group on the required outcome. They don’t necessarily lead from the front, as they tend to delegate responsibility.
Joan’s individual leadership
As I already mentioned, Joan is proactive, a change agent, and culturally savvy. She is a person of vision and completes her job by knowing where the company is going and leading the way to getting there.
Joan has such important leadership traits as high self-motivation, strong sense of basic ethic and integrity, competitive spirit, willingness to know what she don’t know, open-mind, having a moral compass, and strong leadership qualities that she is still developing in herself.
After having taken stock of a company she has created a vision for the company:
““Invitations Inc.”. We promise 100% satisfaction. If you don 't absolutely love it, we 'll take it back!”
Mission Statement:
“Announce your special occasion with invitations from “Invitation Inc.”!
Featuring easy-to-use invitation templates for wedding invitations, floral bridal showers, or browse through our collection of birthday invitations. We have an invitation for every event. You can design your very own or select from thousands of charming designs from our marketplace. Learn more about our paper types and why you should choose “Invitations Inc.””
Joan believes that the mission of her organization is to give people everywhere the power to make anything imaginable.
Joan has also created a new organizational structure. Organizational culture is a function of selection and leadership. The culture, vision, and mission seek to create the organizational structure that will allow the implementation of the Leader’s vision. Joan made the outline of the organization by creating an organizational structure that will move toward my vision while executing the organization’s purpose for existence. This “picture” will be colored in by the followers.
Joan’s organization has democratic structure. Her organizational management structure is considered a horizontal structure that provides equal access and involvement of all team members. Mangers institute an “open door policy” where subordinates are encouraged to talk about issues and share ideas. In her structure, the leader gleans information from employees but is ultimately responsible for final
decisions.
Joan’s role as a social architect
The requirements of leadership sometimes pose a bigger challenge for the introvert. The primary shortcomings for shy, reserved people are generally around communication and accessibility. A thoughtful, introspective approach can be mistaken for aloofness and might discourage people from asking questions. But Joan is not scared with this problem.
That is why she decided to choose transformational leadership style. Transformational leaders are very visible, and spend lot of time communicating. Communication is the basis for achievement by focusing the group on the required outcome. They don’t necessarily lead from the front, as they tend to delegate responsibility.
Joan chose collaborate organizational culture. She wants organization to be an open and friendly place to work where people share a lot of themselves. It is like an extended family. She is considered to be mentors or even parental figures. Group loyalty and sense of tradition are going to be strong in her organization. There is an emphasis on the long-term benefits of human resources development and great importance is given to group cohesion in the company. There is a strong concern for people. The organization places a premium on teamwork, participation, and consensus.
There is an inward focus with concern for integration in the structure of the company. Collaborate organizational structure emphasize flexibility and discretion rather than the stability and control. Company was made up of semi–autonomous teams that had the ability to hire and fire their own members and employees were encouraged to participate in determining how things would get done.
Joan and Garret’s actions as change agents
The company is going to pass through the change. The leader doesn’t manage change he or she builds the environment needed to let the managers process the change. This means that the leader creates an organization that can accept and maintain change.
Both Joan and Garret are to change their roles. Garret is going to act as a manager with short-term goal orientation. It means that he will be focused on the present or past and consider them more important than the future. He will have to value tradition, the current social hierarchy, and fulfilling social obligations. He cares more about immediate gratification than long-term fulfillment.
Long-term orientation and short-term orientation addresses the differences in cultures regarding how they view time and the importance of the past, present and the future. Cultures demonstrating a short-term orientation will be more concerned with the past and present and will focus their efforts and beliefs on matters related to the short-term, while cultures demonstrating a long-term time orientation will be more concerned with the future and focus their efforts on future orientated goals.
And Joan is going to act as a leader with long term goal orientation. That means that Joan is focused on the future. She is willing to delay short-term material or social success or even shot-term emotional gratification in order to prepare for the future. She has to value persistence, perseverance, saving and being able to adapt.
Also, they developed several steps of actions as the change agents for successful transformation of their organization:
Establish a sense of urgency (examine market and competitive realities; identify and discuss major opportunities);
Form a powerful guiding coalition (assess a group with enough power to lead the change effort; encourage a group to work together as a team);
Create a vision; develop strategies to archive that vision
Communicate the vision (use every vehicle possible to communicate the new vision and strategies; teach new behaviors by the example of the guiding coalition);
Empower others to act on the vision (get rid of obstacles to change; change systems or structures that seriously undermine the vision; encourage risk, take nontraditional actions);
Plan for the creating short-term wins (plan for visible performance improvements; create those improvements; recognize and reward employees involved in the improvements);
Consolidate improvements, and produce still more change (use increased credibility to change systems, structures, policies that don’t fit the vision; hire promote and develop employees who can implement the vision; reinvigorate the process with new themes, projects);
Institutionalize new approaches (articulate the connections between the new behaviors and corporate success; develop the means to ensure leadership development and succession)
How Joan and Garret build relationship
Now Joan and Garret play new roles in the organization. Now Joan is the leader and her father is the manager. I can’t help mentioning that their relationship will affect the organization. The leader must use people skills to maintain the organizations forward motion. To truly empower others, Joan is operating from her own deeper principles. Her principles will act as a compass and when she lives by them, and lead by them, her team is empowered at a fundamental level. She finds over time that her expectations and principles become internalized by her staff and they perform their duties spontaneously, without the need for as much supervision as was previously necessary. When truly empowered, one cannot help but act. Empowerment is a force that propels us forward and truly effective leadership is what sets it in motion.
A morally intelligent organization is one whose culture is infused with worthwhile values and whose members consistently act in ways aligned with those values. A morally intelligent organization’s major characteristic is that it is populated with morally intelligent people.
One of the main goals of Joan and Garret is to create such an organization. In order to do it successfully they follow the rules below:
Effective leadership of others begins with effective management of oneself.
Effective management of oneself begins with self-awareness and ends with living in alignment.
Living in alignment is all about aligning personal reality (thought, emotion, action) with organizational and individual goals and with the ideals represented in our moral compass (principles, values, beliefs).
This is a right direction to the implementation of Joan’s vision and contributing the success and sustainability of the company.
References:
1. Description of the 21st Century Virtual Leader After Organizational Characteristics retrieved from http://www.blivingstonphd.com/VirtualLeadership/OrgCharacteristics.doc
2. Building the 21st Century Leader. (n.d.). Retrieved from http://www.entrepreneur.com/article/173522
3. Mission Statement retrieved from http://www.zazzle.com/invitations
4. How Personality Plays Into Leadership | CIO. (n.d.). Retrieved from http://www.cio.com/article/2440255/careers-staffing/how-personality-plays-into-leadership.html
5. How to develop leadership skills. (n.d.). Retrieved from http://www.kent.ac.uk/careers/sk/leadership.htm#styles
6. Four Organizational Culture Types. (n.d.). Retrieved from http://www.canfieldco.com/uploads/Four_Organizational_Culture_Types.pdf
7. Long-Term Orientation vs. Short-Term Orientation: Hofstede 's Definition, Lesson & Quiz | Study.com. (n.d.). Retrieved from http://study.com/academy/lesson/long-term-orientation-vs-short-term-orientation-hofstedes-definition-lesson-quiz.html
8. Transformational steps Retrieved from http://www.csc.mnscu.edu/docs/LeadingChange.pdf
Student: Anastasiia Koval
Course name: BMGT 365 6981 Organizational Leadership (2152)
Date: 14 March, 2015
Instructor: Neusa Hirota
My name is Anastasiia Koval and I am observing Joan Salmon as she takes “Invitations Inc.”, the company of her father, Garret Salmon, over as CEO.
Joan’s leadership role
First of all, I would like to discuss Joan’s role as CEO for a 21st century organization. She is going to direct the organization to the online market, while revamping its image and marketing plans. Her father has never really changed things since he started the business 40 years ago. But heading up a successful company today is a lot different than it was 50 years ago. Here are some reasons for Joan’s willing to …show more content…
make a change:
Distance, boundaries, and reliance on communication technology add levels of complexity that ordinary teams just don’t have;
Virtual organizations bring together critical contributors who might not otherwise be able to work together due to time, travel, and cost restrictions;
Virtual organizations can enhance the available pool of resources by including people from outside the sponsoring organization, such as supply chain affiliates, members of partnering organizations, or external consultants;
To manage the complexity of the virtual, global environment, the organization has identified and formed a shared understanding of their actual and target core competencies;
Virtual organizations share vision and goal or a common protocol of cooperation;
Workers have to possess in-depth professional knowledge and expertise to continually advance in their careers.
To develop this in-depth professional knowledge and expertise in its employees, organization should establish its own internet-based management training seminars and corporate university advanced degree programs during the 21st century.
Today’s successful business leader is decisive, insightful and constantly challenging company conventions to keep ideas flowing. There are several must have leadership skills for the 21st century, such as: character, vision, passion, communication, coaching skills, ability to create value, flexibility, and comfort with ambiguity, collaboration, knowledge seeking.
Joan is proactive, a change agent, and culturally savvy. She is a person who knows her strengths and weaknesses and those of the people he chooses to place around her. She is a person of vision and completes her job by knowing where the company is going and leading the way to getting there. But some of the factors that make a great leader haven’t really changed. The abilities to innovate execute and to be a strong role model for your staff will always be essential. Joan is going to demonstrate these characteristics in her leadership …show more content…
role.
Joan decided to choose transformational style. It means that she inspires team with her vision of what should happen. She supply the main goal, but allow members to choose their own way of reaching it. The leader is totally focused on organizing, supporting & developing the team. She is always looking for ideas that move towards the organization’s vision. Transformational leaders are very visible, and spend lot of time communicating. Communication is the basis for achievement by focusing the group on the required outcome. They don’t necessarily lead from the front, as they tend to delegate responsibility.
Joan’s individual leadership
As I already mentioned, Joan is proactive, a change agent, and culturally savvy. She is a person of vision and completes her job by knowing where the company is going and leading the way to getting there.
Joan has such important leadership traits as high self-motivation, strong sense of basic ethic and integrity, competitive spirit, willingness to know what she don’t know, open-mind, having a moral compass, and strong leadership qualities that she is still developing in herself.
After having taken stock of a company she has created a vision for the company:
““Invitations Inc.”. We promise 100% satisfaction. If you don 't absolutely love it, we 'll take it back!”
Mission Statement:
“Announce your special occasion with invitations from “Invitation Inc.”!
Featuring easy-to-use invitation templates for wedding invitations, floral bridal showers, or browse through our collection of birthday invitations. We have an invitation for every event. You can design your very own or select from thousands of charming designs from our marketplace. Learn more about our paper types and why you should choose “Invitations Inc.””
Joan believes that the mission of her organization is to give people everywhere the power to make anything imaginable.
Joan has also created a new organizational structure. Organizational culture is a function of selection and leadership. The culture, vision, and mission seek to create the organizational structure that will allow the implementation of the Leader’s vision. Joan made the outline of the organization by creating an organizational structure that will move toward my vision while executing the organization’s purpose for existence. This “picture” will be colored in by the followers.
Joan’s organization has democratic structure. Her organizational management structure is considered a horizontal structure that provides equal access and involvement of all team members. Mangers institute an “open door policy” where subordinates are encouraged to talk about issues and share ideas. In her structure, the leader gleans information from employees but is ultimately responsible for final
decisions.
Joan’s role as a social architect
The requirements of leadership sometimes pose a bigger challenge for the introvert. The primary shortcomings for shy, reserved people are generally around communication and accessibility. A thoughtful, introspective approach can be mistaken for aloofness and might discourage people from asking questions. But Joan is not scared with this problem.
That is why she decided to choose transformational leadership style. Transformational leaders are very visible, and spend lot of time communicating. Communication is the basis for achievement by focusing the group on the required outcome. They don’t necessarily lead from the front, as they tend to delegate responsibility.
Joan chose collaborate organizational culture. She wants organization to be an open and friendly place to work where people share a lot of themselves. It is like an extended family. She is considered to be mentors or even parental figures. Group loyalty and sense of tradition are going to be strong in her organization. There is an emphasis on the long-term benefits of human resources development and great importance is given to group cohesion in the company. There is a strong concern for people. The organization places a premium on teamwork, participation, and consensus.
There is an inward focus with concern for integration in the structure of the company. Collaborate organizational structure emphasize flexibility and discretion rather than the stability and control. Company was made up of semi–autonomous teams that had the ability to hire and fire their own members and employees were encouraged to participate in determining how things would get done.
Joan and Garret’s actions as change agents
The company is going to pass through the change. The leader doesn’t manage change he or she builds the environment needed to let the managers process the change. This means that the leader creates an organization that can accept and maintain change.
Both Joan and Garret are to change their roles. Garret is going to act as a manager with short-term goal orientation. It means that he will be focused on the present or past and consider them more important than the future. He will have to value tradition, the current social hierarchy, and fulfilling social obligations. He cares more about immediate gratification than long-term fulfillment.
Long-term orientation and short-term orientation addresses the differences in cultures regarding how they view time and the importance of the past, present and the future. Cultures demonstrating a short-term orientation will be more concerned with the past and present and will focus their efforts and beliefs on matters related to the short-term, while cultures demonstrating a long-term time orientation will be more concerned with the future and focus their efforts on future orientated goals.
And Joan is going to act as a leader with long term goal orientation. That means that Joan is focused on the future. She is willing to delay short-term material or social success or even shot-term emotional gratification in order to prepare for the future. She has to value persistence, perseverance, saving and being able to adapt.
Also, they developed several steps of actions as the change agents for successful transformation of their organization:
Establish a sense of urgency (examine market and competitive realities; identify and discuss major opportunities);
Form a powerful guiding coalition (assess a group with enough power to lead the change effort; encourage a group to work together as a team);
Create a vision; develop strategies to archive that vision
Communicate the vision (use every vehicle possible to communicate the new vision and strategies; teach new behaviors by the example of the guiding coalition);
Empower others to act on the vision (get rid of obstacles to change; change systems or structures that seriously undermine the vision; encourage risk, take nontraditional actions);
Plan for the creating short-term wins (plan for visible performance improvements; create those improvements; recognize and reward employees involved in the improvements);
Consolidate improvements, and produce still more change (use increased credibility to change systems, structures, policies that don’t fit the vision; hire promote and develop employees who can implement the vision; reinvigorate the process with new themes, projects);
Institutionalize new approaches (articulate the connections between the new behaviors and corporate success; develop the means to ensure leadership development and succession)
How Joan and Garret build relationship
Now Joan and Garret play new roles in the organization. Now Joan is the leader and her father is the manager. I can’t help mentioning that their relationship will affect the organization. The leader must use people skills to maintain the organizations forward motion. To truly empower others, Joan is operating from her own deeper principles. Her principles will act as a compass and when she lives by them, and lead by them, her team is empowered at a fundamental level. She finds over time that her expectations and principles become internalized by her staff and they perform their duties spontaneously, without the need for as much supervision as was previously necessary. When truly empowered, one cannot help but act. Empowerment is a force that propels us forward and truly effective leadership is what sets it in motion.
A morally intelligent organization is one whose culture is infused with worthwhile values and whose members consistently act in ways aligned with those values. A morally intelligent organization’s major characteristic is that it is populated with morally intelligent people.
One of the main goals of Joan and Garret is to create such an organization. In order to do it successfully they follow the rules below:
Effective leadership of others begins with effective management of oneself.
Effective management of oneself begins with self-awareness and ends with living in alignment.
Living in alignment is all about aligning personal reality (thought, emotion, action) with organizational and individual goals and with the ideals represented in our moral compass (principles, values, beliefs).
This is a right direction to the implementation of Joan’s vision and contributing the success and sustainability of the company.
References:
1. Description of the 21st Century Virtual Leader After Organizational Characteristics retrieved from http://www.blivingstonphd.com/VirtualLeadership/OrgCharacteristics.doc
2. Building the 21st Century Leader. (n.d.). Retrieved from http://www.entrepreneur.com/article/173522
3. Mission Statement retrieved from http://www.zazzle.com/invitations
4. How Personality Plays Into Leadership | CIO. (n.d.). Retrieved from http://www.cio.com/article/2440255/careers-staffing/how-personality-plays-into-leadership.html
5. How to develop leadership skills. (n.d.). Retrieved from http://www.kent.ac.uk/careers/sk/leadership.htm#styles
6. Four Organizational Culture Types. (n.d.). Retrieved from http://www.canfieldco.com/uploads/Four_Organizational_Culture_Types.pdf
7. Long-Term Orientation vs. Short-Term Orientation: Hofstede 's Definition, Lesson & Quiz | Study.com. (n.d.). Retrieved from http://study.com/academy/lesson/long-term-orientation-vs-short-term-orientation-hofstedes-definition-lesson-quiz.html
8. Transformational steps Retrieved from http://www.csc.mnscu.edu/docs/LeadingChange.pdf