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May 6th, 2019

M8A3 Final Project Milestone Three: Style of Leadership Reflection Instructions Your paper should be 2 to 3 pages in length (not including title and reference pages). Your paper should be double-spaced, with 1-inch margins, in-text citations and references for all sources following proper APA formatting. Use the EC Library resources to properly cite your work: APA Format Tip Sheet Citing Sources Plagiarism & Copyright Use the EC Library guide to conduct your research: Business Research Guide Compose your work using a word processor (or other software as appropriate) and save it frequently to your computer. When you’re ready to submit your work, click Browse My Computer and find your file. Once you’ve located your file, click Open and, if successful, the file name will appear under the Attached Files heading. Scroll to the bottom of the page, click Submit and you’re done. Be sure to check your work and correct any spelling or grammatical errors before you post it. Review the SBT Short Paper Rubric by clicking on the “View Rubric” button at the top of this page, or by going to the “Start Here-Course Information” section of the course to see more information on grading criteria. Background Information Philosophy & Skills of Leadership. Many managers can attest to this experience: You ask an employee to carry out a task that has enough flexibility for creative input. Rather than making their own decisions, the employee comes to you with an onslaught of questions, trying to pin down the exact parameters of the task. You become exasperated, wondering why the employee has to ask you permission for every tiny detail. This is not an unusual phenomenon – it can be difficult to break out of the leader-follower mindset at the workplace. Researchers find that only rare, servant leaders are able to prevent employees from being excessively reliant on their bosses, cultivating instead a staff that feels empowered and self-guided. Trust and business acumen are some of the cornerstones in building this type of work culture. We can use this wisdom to train informed and decisive teams that we can trust. Tone and Vision. A vision is a short statement that will guide the company over the next three to five years. It is not the strategic plan, but helps guide that plan. The vision should guide what is put in the strategic plan. It should be capable of driving the organization to achieve a common goal, and be somewhat motivational so that there is a reminder of what the organization is trying to achieve when the going gets tough. That sets a tone for the organization. Without a vision, a business is like a ship without a rudder and is in danger of drifting aimlessly. Many businesses lack a clear vision, and tend to jump from project to project without a clear understanding of what binds the company together and/or the value created by individual actions. The company vision should provide the cornerstone for everything that is completed in the business. Ethics and Challenges. If you are anticipating working for a company, do you look at their ethics? It is difficult to determine if a company is ethical or not. If the CEO is involved in unethical practices, it is nearly impossible to determine if the company has ethical leadership. Your ethics are what will guide you in difficult times. Read about the Enron fiasco in this article, The Real Scandal. There were several senior people in the organization that were determined to hide financial wrongdoings from the public. Ultimately, managing yourself requires being aware of the question, ‘What are my values?’ There should be a compatibility between the values of the organization and the values of the employees. Reference The Economist. (2002). The real scandal. Prompt Compile and revise your Module One journal, Milestones One and Two, and Module Seven journal as you begin this final project. This final project submission should be 10-12 pages. Be sure to continue researching and adding substance to the sections about leadership ethics and dealing with conflicts. Take time to reflect on the feedback provided to you throughout the course as you finalize your submission. In your final project, you will also provide a summative reflection about the leadership skills you have studied. This project can serve as a personal leadership best practices manual that you can refer to long after you have left the course. You will also be reflecting on the lessons in leadership that have been covered in this course, and you will assess how they may have impacted your approach to leading. Make sure to read the assigned articles dealing with the characteristics of great leaders. You might consider adopting those that suit you (if you have not already). Tasks Analyze the philosophy and skills of leadership within a chosen organization. Evaluate the tone, mission, and vision of a chosen organization. Apply ethical concepts to a chosen organization. Evaluate the manner in which ethics guides the chosen organization with regard to challenges. Reflect on personal leadership qualities. The entire project submitted should be 10-12 pages in length and in APA format.

M8A3: Final Project Milestone Three – Style of Leadership Reflection

Student’s Name

Date

Table of Contents Page

Abstract 3

Style of Leadership Reflection 4

Introduction 4

Philosophy and Skills of Leadership within Verizon 4

Tone, Mission, and Vision in Verizon 6

Application of Ethical Concepts in Verizon 8

Manner in which Ethics Guides Verizon with regard to Challenges 10

Personal Leadership Qualities 12

References 14

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Abstract

Analyze the philosophy and skills of leadership within a chosen organization.

Evaluate the tone, mission, and vision of a chosen organization.

Apply ethical concepts to a chosen organization.

Evaluate the manner in which ethics guides the chosen organization with regard to challenges.

Reflect on personal leadership qualities.

Style of Leadership Reflection
Introduction

The paper follows an extensive research of leadership and critical analysis of its application in the functionality of Verizon Company. In its operations, Verizon under the leadership of CEO Lowell McAdam treats the approach to leadership, styles of guiding the organization to higher productivity, philosophy, and skills, tone and vision, as well as, ethical concepts as key entities of the process. Therefore, in this paper, we comprehensively look at each entity to exert to which extent does the respective component of leadership influence Verizon’s operations (Verizon.com, 2017). Also, exert the degree to which the leadership elements assist the organization to attain its goals and objectives both in short-term and long-term. As leadership management is crucial in every organization, this paper illustrates the best leadership attributes witnessed in the functioning of Verizon Company.
Philosophy and Skills of Leadership within Verizon

The analysis of Verizon Company asserts that the company effectively is guided by the company’s CEO Lowell McAdam philosophical approach as the pillar to the organization operations. According to McAdam, the organizational philosophy guiding Verizon functioning entails strong beliefs and approach to leadership based values and works ethics. As a firm believer of values and work ethics, McAdam asserts that an employee should “Never Cut Corners. Integrity is Everything” (Verizo.com, 2017). The philosophy as introduced by the company’s CEO as a pillar of the organizational operating philosophy requires that the employees seek moral values and work ethics as their guide in holding the highest integrity level. In turn, the philosophy serves a great deal in elevating the corporate culture that is spread across all departments of the organization.

The organizational philosophy as practiced from the top leadership brass lead by the company’s CEO McAdam, Verizon strives to incorporate a transparent and accountability values in its operations. The impact of an organizational philosophy guided by transparency and accountability induces a healthy workforce that is committed to doing what is right for the organization (Manning & Curtis,

Author: admin

May 6th, 2019

M4D2: Organizational Development Photograph of two African American businesswomen smiling and shaking handsFrom Apple to Microsoft, Best Buy to Sears, the competitive nature of the marketplace is affecting many organizations. Those that have not yet been required to change their operations may be required to do so in the near future. Use this discussion as an opportunity to review the basic tenants of organizational development and assess how this tool can be utilized to better manage the change process. Respond to the following: • Select a company that is experiencing profound change. • Briefly summarize the change in question. • Describe how organizational development could be a useful tool for that organization to consider as it embarks on its intention to change its organization. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 100–150 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

M4D2: Organizational Development

Student’s Name

Date

Abstract

Select a company that is experiencing profound change.
Briefly, summarize the change in question.
Describe how organizational development could be a useful tool for that organization to consider as it embarks on its intention to change its organization.

M4D2: Organizational Development

The process of Organizational Development (OD) is a fundamental entity to provide an overall change in an organization to improve its efficiency, performance, and capacity. The OD process seals the organization’s vulnerabilities and strengthens its ability to function efficiently and in a competitive manner as the market continues to diversify rapidly.

For example, the FORD CEO

Author: admin

May 6th, 2019

M4D1: Resistance to Change Photograph of two employees disagreeingUnless an organization and its managers are aware of the reasons employees resist change, they are unable to recognize not only the signs of resistance but also the solutions required to resolve this resistance. This discussion focuses on the general reasons that employees resist change and provides you with an opportunity to devise a strategy to reduce this resistance. Respond to the following: • In Chapter 6 of your textbook, there is a list of 14 reasons why some employees may resist change. Choose the two primary reasons that you believe people resist change, and then, offer one strategy an organization may pursue to lessen resistance in that particular circumstance. • Explain why the strategy you chose would work best in this particular circumstance. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 250 – 300 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

M4D1: Resistance to Change

Student’s Name

Date

Abstract

In Chapter 6 of your textbook, there is a list of 14 reasons why some employees may resist change. Choose the two primary reasons that you believe people resist change, and then, offer one strategy an organization may pursue to lessen resistance in that particular circumstance.

Explain why the strategy you chose would work best in this particular circumstance.

M4D1: Resistance to Change

In the introduction of change in an organization, employees may resist the approach due to various reasons. The two primary reasons why most of the employees may resist change entails, first, employees may resist the method by which change is introduced in an organization. Employees appear to resist the feeling of being ill-informed or rejecting an insensitive and authoritarian approach driving the change process. The inquiry requires bringing the employees on board and not fo

Author: admin

May 6th, 2019

M3D2: Change Readiness A photograph of managers discussing the various images of change in Photograph showing four thumbs-up gestures from business managersThe degree of attention managers pay to the process of managing change is a reflection of the fraught nature of the process. In this regard, successful change strategies occur when the organization is most prepared for the modifications that impact its basic operations and organizational culture. In short, knowing when to change is as important as knowing what to change. Respond to the following: • Discuss how an organization assesses its readiness for change, including any tools or strategies it can utilize to determine the most opportune time to change itself. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 250 – 300 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

M3D2: Change Readiness

Student’s Name

Date

Abstract

Discuss how an organization assesses its readiness for change, including any tools or strategies it can utilize to determine the most opportune time to change itself.

M3D2: Change Readiness

The essence of change readiness in an organization entails the enhancement of the company to assess its preparedness of the conditions, resources, capabilities, and attitudes, at all levels of the organization to implement change successfully. The enhancement of change readiness is a crucial entity in an organization to determine when the change should be implemented and how to go about the process.

In the determination of change readiness, an organization to be able to define the scope of the proposed change effectively. This is to determine the preparedness of the key stakeholders in the organization in bracing and gearing to implement the change in the organization (Hallgrimsson, 2008). As well, an organization must select the tools and resources required to initiate, sustain, and successfully implem

Author: admin

May 6th, 2019

M3D1: Diagnostic Models A photograph of employees in an organization: some look comfortable with the way things are, while another appears skeptical—this is how different employees react to change witPhotograph of a person’s hand pointing with a pen and using a calculator at their deskThere are numerous diagnostic instruments that can be applied to the management of change. When highlighting a particular aspect of the change process, there are management experts who provide important tools to guide an organization through this often-contentious process. Respond to the following: • Using aspects or components of the various models contained in Chapter 5 of your textbook, create a diagnostic model that can be applied to the management of change. For instance, your model can use components of the 7-S Model or the Star Model. • Then, discuss in what situations your model would be best utilized and how it differs from at least one other model as detailed in Chapter 5. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 250-300 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

M3D1: Diagnostic Models

Student’s Name

Date

Abstract

Using aspects or components of the various models contained in Chapter 5 of your textbook, create a diagnostic model that can be applied to the management of change. For instance, your model can use components of the 7-S Model or the Star Model.
Then, discuss in what situations your model would be best utilized and how it differs from at least one other model as detailed in Chapter 5.

M3D1: Diagnostic Models

The diagnostic model application in the organizational context entails the management of the change process to enhance the flexibility, adaptation, functionality, and transformation in the easiest way possible. The diagnostic model is used by managers in the organization to ensure success through efficient management of resources, definition, and organization of performance. One of the most profound diagnostic model used by managers entails the 7S framework.

The Seven – S framework of diagnosis involves of variables that are interdependent on one another to provide an overall functioning of the orga

Author: admin

May 6th, 2019

Instructions When preparing for your discussion post on this case, it is recommended that you read through it several times. Read through it the first time to familiarize yourself with the case. On the second reading, consider your assigned role in the situation, and let that guide your perspective. Look deeper at the details: facts, problems, organizational goals, objectives, policies, strategies. Next, consider the concepts, theories, tools and research you need to use to address the issues presented. Then, complete any research, analysis, calculations, or graphing to support your decisions and make recommendations. Background Information The term ‘group dynamics’ refers to the interactions between people who are talking together in a group setting. Group dynamics can be studied in business settings, in volunteer settings, in classroom settings, and in social settings. Any time there are three or more individuals interacting or talking together, there are group dynamics. A great deal can be learned by observation. If one sits back quietly in a group ― any group ― one will begin to see certain behavioral patterns emerge. There will be at least one person who tends to take the lead in conversation, offering his or her thoughts and opinions freely. There will be at least one person who remains quiet, sometimes not even appearing interested in the conversation. There may be someone who tends to interrupt other people, someone who wants the conversation to move along faster, or who wants to focus on a different subject. Another person may be concerned about peoples’ feelings and may try to make everyone feel equally welcome. These are only a few of the roles that people assume without even thinking about it when they are in a group setting. Discussion Prompt Groups are a common arrangement in today’s business environments. Any manager who works with or supervises groups should be familiar with how they develop over time. Perhaps the best-known scheme for a group development was advanced by Bruce Tuckman in 1965. Initially, Tuckman identified four stages of group development, which included the stages of forming, storming, norming, and performing. Later on he added adjourning to his list. Read Bruce Tuckman’s Team Development Model. What did Tuckman mean by those four stages? How do you recognize them when you are working with a group? Finally, can a leader form a successful team without going through those stages? Justify your answer. In your responses to classmates, share what techniques you learned from others’ posts that you may utilize in your own career. Tasks Describe Tuckman’s Team Development Model, including the five stages. Apply the stages in Tuckman’s Team Development Model to working with a group. Justify whether a team can form with or without utilizing Tuckman’s Team Development Model. Consult the Discussion Posting Guide for information about writing your discussion posts. Be sure to check your work and correct any spelling or grammatical errors before you post it. When you are ready to post, click on the “Create Thread” button for a new thread or “Reply” to respond to a previous post. Then, copy/paste the text from your document into the message field, and click “Submit.”

M4D1: Team Building

Student’s Name

Date

Abstract

Groups are a common arrangement in today’s business environments. Any manager who works with or supervises groups should be familiar with how they develop over time. Perhaps the best-known scheme for a group development was advanced by Bruce Tuckman in 1965. Initially, Tuckman identified four stages of group development, which included the stages of forming, storming, norming, and performing. Later on, he added adjourning to his list. Read Bruce Tuckman’s Team Development Model. What did Tuckman mean by those four stages? How do you recognize them when you are working with a group? Finally, can a leader form a successful team without going through those stages? Justify your answer.

Tasks

Describe Tuckman’s Team Development Model, including the five stages.

Apply the stages in Tuckman’s Team Development Model to working with a group.

Justify whether a team can form with or without utilizing Tuckman’s Team Development Model.

M4D1: Team Building

In the conceptualization, formation, and functioning of a group, some dynamics come into play. The efficiency of organizational functioning requires effective team building capacity and operations.

According to Tuckman, there are five Team Development Models including forming, storming, norming, performing, and adjourning. The Team Development Models starting with forming part involves uncertainties and confusion trying to define the goals and objectives of the group (Tuckman, 1965). The storming model includes tension and hostility in the disagreement over the priorities to follow in the group as well leadership struggle. The norming model involves a point when the group becomes more acquainted, understanding, and comes to a consensus. Also, the model has

Author: admin

April 29th, 2019

M2A3 Paper: How Important are Vision and Mission? Instructions Your paper should be 2 to 3 pages in length (not including title and reference pages). Your paper should be double-spaced, with 1-inch margins, in-text citations and references for all sources following proper APA formatting. Use the EC Library resources to properly cite your work: APA Format Tip Sheet Citing Sources Plagiarism & Copyright Use the EC Library guide to conduct your research: Business Research Guide Compose your work using a word processor (or other software as appropriate) and save it frequently to your computer. When you’re ready to submit your work, click Browse My Computer and find your file. Once you’ve located your file, click Open and, if successful, the file name will appear under the Attached Files heading. Scroll to the bottom of the page, click Submit and you’re done. Be sure to check your work and correct any spelling or grammatical errors before you post it. Review the SBT Short Paper Rubric by clicking on the “View Rubric” button at the top of this page, or by going to the “Start Here-Course Information” section of the course to see more information on grading criteria. Background Information Creating a compelling vision and developing a strategy to achieve it is one of leadership’s primary functions. Historically, only top leaders understood the organization’s vision well enough to organize human and material resources to achieve it. Today, however, leaders at every level of the organization must understand the vision. Strategic leadership and excellence in organizational performance does not come about by accident. It is a conscious choice made by organizational leaders. Top leaders know their organization’s environment, have a five- or ten-year vision for the organization, and set believable plans to achieve their vision. However, in this complex and ever-changing world, anticipating the future can be very difficult. This complexity explains why many leaders are more comfortable focusing on clear, short-term goals than on uncertain, long term visions. Therefore, leaders must keep their focus on the long-term vision as daily tasks that meet the long-term goals of the organization. Leadership gets their marching orders from the mission statement. The mission statement sets the purpose of the company. Here is Alphabet’s mission statement: “Organize the world’s information and make it universally accessible and useful” (Google, n.d., para. 1). Alphabet’s vision statement is “to provide access to the world’s information in one click” (Thompson, 2015, para. 3). As you can see, the vision statement is a long term outlook. Alphabet’s mission and vision statements are aligned, which is important. As you imagine yourself as the leader or CEO of Alphabet, which would you want to base your quarterly or annual goals on – the mission statement, or the vision statement? References Google. (n.d.). Company – Google. Thompson, A. (2015). Google’s vision statement and mission statement. Prompt Write a 2-3 page paper examining the importance of leadership vision to the leader and to the organization. Examine the consequences of a leader without a vision and an organization without a vision. Consequences may relate to the organization internally, as well as relationships with vendors, shareholders, customers, or clients. Explain how the mission statement helps drive the vision of a company. Tasks Assess the importance of vision to the leader and to an organization. Evaluate the consequences of a leader without vision and an organization without a vision.

M2A3 Paper: How Important are Vision and Mission?

Name

Date

Abstract

Write at least 2 pages examining the importance of leadership vision to the leader and to the organization. Examine the consequences of a leader without a vision and an organization without a vision. Consequences may relate to the organization internally, as well as relationships with vendors, shareholders, customers, or clients. Explain how the mission statement helps drive the vision of a company.

Tasks

Assess the importance of vision to the leader and to an organization.

Evaluate the consequences of a leader without vision and an organization without a vision.

M2A3 Paper: How Important are Vision and Mission?

Introduction

The understanding and application of vision and mission are an integral entity in strategic management. Organizations and leaders’ preference on the use of the vision and mission in their functionality determines the kind of future they set course towards fulfilling. A discussion of the application of vision and a mission steer the actions and agendas of performance, in turn, accelerating growth and development (Grusenmeyer, 2001). They both are essential to giving the priority of agendas and time frame of application to eliminate redundancy and resources misappropriations. The analysis below offers a thorough scrutiny of the importance of leadership vision to a leader and an organization. Also, provides an evaluation of the consequences of a leader or organization without a vision.

Importance of Leadership Vision to the Leader

The importance of leadership vision to the leader is a significant entity that allows the leader to develop a clear future they have for their organizations in terms of development and performance. Such leaders are referred to as visionaries that steer the organizations forward with high expectancy. For example, visionary leaders in organizational over the years include Steve Jobs, Bill Gates, Henry Ford, among others (Pers & Daura, 2012). Leadership vision gives a strategic purp

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