Final Exam Guide Essay

Question 1 How would you define achievementful drawship? What regular do you apply when evaluating loss drawing cards victory? Is it possible to predict success ground on system of rulesal cultures or other factors? Provide examples to bide your answer.SolutionSuccessful campaignership is the ability to channel and coordinate the qualification of the group to attain the desired goals of the logical argument. It is the capacity to motivate and inspire pursual to go beyond the distance of their perceived limitations, to rise to the challenges of the task at hand, and to seek out innovative and novel solutions. In a word, success leadership is empowering. As Eleanor Roosevelt once said, A good leader inspires batch to have confidence in the leader a great leader inspires people to have confidence in themselves. A lucky leadership stillt be evaluated by the following standards a) Example A happy leader leads by example, which is the key to authentic leadership. This is demonstrated by workplace hard, devising embarrassing decisions, taking risks, and personal sacrifices. b) Integrity there atomic number 18 no shortcuts to success. A successful leader is h matchlessst, dependable and uncompromising on his or her work and business ethics.c) Solid goals A successful leader has solid goals and direction, which atomic number 18 communicated to the team. The leader makes the team identify and take possession of the businesss goals in order to motivate them to achieve these goals. d) noesis A leader is equipped with knowledge and skills necessary for the enterprise. The leader leverages the teams best chance of success by knowing and sense the obstructions, competition and risks present in an endeavor. e) Autonomous A successful leader provides for autonomy by empowering the members to think, innovate and own the solution to a problem. f) elderberry bush high Expectations A successful leader expects a high level of faithfulness from t he team. Expectations create results people want to proud of their work. However, high expectation does not mean perfection. Rather, it is learning through ensure and errors, and being accountable for ones mistakes.g) Humility A successful leader knows the value ofteamwork and gives trust where it is due. Leadership is not somewhat personalities it is about directing the groups efforts toward the completion of an endeavor. h) Execution A successful leader has the discipline to apprehend things done. He or she arse bridge the gap between system and actual execution of a plan. Nagavara Ramarao Narayana Murthy is an Indian businessman and co-founder of Infosys, which was founded in 1981. Mr. Murthy served as CEO of Infosys from 1982 to 2002, and as chairman from 2002 to 2011.He stepped down from the board in 2011, and became Chairman Emeritus. Mr. Murthy embodies the ideals of a successful leadership. He is a top leader, an introduction builder, and an IT legend. He empowered his executives, counseling team and workers. He encouraged and nurtured leadership qualities in the validation through mentoring and training. He institutionalized ethical set of honesty and integrity throughout the make-up. Question 2 What regularitys personify to split up leaders in an organization? What methods does your organization do? Why? support any methods been counterproductive? In what ways? SolutionThere are various approaches to leadership development in an organization that will be briefly describes as follows 1) Formal Development Programs In its basic format, a ceremonial political platform consists of a classroom seminar covering basic theories and principles of leadership. It mickle be in the form of a tailored development program fitted to serve the haves of the specific organization. It merchant ship excessively be open-enrollment programs offered by private and academic institutions. 2) 3600 Feedback This is also known as a multi-source feedbac k, and a multi-rater feedback. This method involves systematically collecting assessments of a persons mental transit from different sources, which typically consists of supervisors, peers, subordinates, customers, and other stakeholders. 3) Executive Coaching This method is delimitate as a practical, goal-oriented form of personal and one-on-one learning. Coaching is ordinarily used to improve man-to-man performance, enhance a career, or work through organizational issues.4) Job Assignments This method works under the surmisal that experience is the best teacher. This method trains would-be leaders in an organization by giving them a variety of job assignments that will give way them to different work environments hence, it allows them to budge, and become betterstrategic thinkers. 5) Mentoring Mentoring programs typically couple on a senior and a junior manager, but pairing can also occur between peers. Mentoring involves advising and passing on lessons learned from t he senior to the junior partner. 6) Networking Some organizations include development activities designed to foster broader individual networks for better connection with partners in a global community. Leaders are expected to know not only the in and out of the organization, but also know who in terms of problem-solving resources. 7) Reflection Introspection and notice can foster self-understanding and understanding from lessons learned from experience. In leadership development, watching can be used to uncover a persons hidden goals, talents, and values, as well as their impact on a persons work.8) Action Learning This is a project-based learning method characterized by a continuous process of learning and reflection, aided by colleagues, and with an emphasis on getting things done. This method connects individual development to the process of helping organizations respond to major business problems. 9) Outdoor Challenges This is a team-building experience in an outdoor or w ilderness setting, designed to overcome risk-taking fears, and to aid teamwork and leadership skills. Our organization uses formal programs to develop leaders. Recognizing that a classroom-based learning, while well-situated and flexible, is limited in the actual transfer of competencies, the formal program serves as a shell under which various development methods are in integratedd.Hence, the formal program is complex body partd by combining theoretical learning and problem-based learning. Then, a 360-degree feedback is given to each participant, which serves as a basis for an in-depth reflection. For most people, the 360-degree feedback is difficult to handle for several reasons. The primary reason is an inherent stand upance to change. other reason is the overwhelming amount of data, which can be complex, inconsistent, and difficult to transform and translate into an action or air that can correct a given problem. Mere knowledge and acceptance of ones developmental penurys are not enough to bring about change. There is a need for follow-up guidance and support. That is why participants are also given short-term coaching to identify specific areas of concern and how to do these concerns.Question 3 In The Art and Science of Leadership, Nahavandi writes about the lowering side of power. Provide an example. What organizational factors contributed to the leaders behavior? What were consequences of the behavior? SolutionNahavandi cites corruption as the dark side of power. An example of a shit that shocked the corporate world was the case of the German applied science giant south in 2006. A regulatory investigation revealed that hundreds of employees, spearheaded by reciprocal ohm top executives, had been siphoning millions of Euros into bogus deals to pay massive bribes to government officials and business contacts to win contracts in Russia and Nigeria. A trial judge described the turd as a blatant disregard of business ethics and a systematic pra ctice of organized irresponsibility that was implicitly condoned by management.The scandal resulted to the departure of Siemens top executives, including then CEO Klaus Kleinfield, who was posterior convicted of corruption, placed on probation for 2 years, and fined 160,000 Euro for his complicity. Hans-Werner Hartmann, who was the accounting head in the companys telecommunications arm, was also placed on probation for 18 months and fined 40,000 Euro. The scandal cost Siemens around 2.5 billion Euro to pay for fines, reparations and damages. The firm was also barred from dealing with certain clients. The cost to Siemens employees, who had to endure intense public exam and shame, is difficult to quantify.Organizational factors that contributed to a culture of bribery within Siemens were identified as follows an aggressive growth strategy that compelled managers to resort to bribes in order to jar against performance targets a complex and matrix-like organizational structure that allowed divisions to operate independently, with no established checks and balances poor accounting processesa corporate culture openly tolerant of bribes.It should be noted that bribes were tax-deductible, and were the norms, not the exceptions, in German business practice at that time.Question 4 What obstacles exist for leaders involved in participatory management? What methods may a leader employ to overcome these obstacles?SolutionParticipative management, also known as employee involvement and empowerment, encourages the participation of all the organizations stakeholders in the digest of problems, development of strategies, and actionation of solutions. While participative management seems like a Utopian ideal, leaders face many obstacles in its effective implementation.One obstacle is encouraging the participation of employees in the managerial process of planning and making decisions. Employees may not richly participate due to want of competencies, lack of confidence, and fear of rejection. Another reason is the employees lack of trust that his or her contributions will be valued. The presence of tension and rivalry among employees are also barriers to effective communication, and ability to work together. Leaders can address these issues by being sincere in their desire to implement participative management. Leaders should beef up communication within the workplace, and initiate team-building activities to strengthen bonds between peers, and between employees and management. develop programs should also be initiated to develop employees competencies, leadership skills and self-confidence.Once employees are fully committed to engage in participative management, other obstacles arise, which includes the amplification of the complexity of the organizations activities and the growing volume of information that managerial decisions are based on. These can lead to difficulty in getting things done, and slow reception time to issues that need fast reactions and actions. Leaders cannot solve these obstacles alone these require the concerted effort of the entire organization.However, leaders can take the lead in delegating responsibilities to reduce the hierarchic levels in the organization, and to decentralized indorsement so that the organization can respond to issues quickly and efficiently. Leaders can also establish quality circles, which are composed of around 8 to 10 employees along with the supervisor who share areas of responsibility among themselves. These circles can meet regularly to discuss problems in their respective areas andbrainstorm for solutions, which they can later present to the entire organization as a fully veritable action plan. In this way, the complexity of participative management is simplified.Another obstacle to participative management concerns security issues. It is harder to ensure secluded information go forwards within the organization when more people are involved in managerial decisions . This confidential information can include patents, and product research and development. Leaders can address this obstacle by motivating employees to be accountable for their actions and to stay committed to the company by valuing their contributions. Question 5 What are roughly reasons employees and managers resist change? As a leader, what methods would you use to help employees and managers adapt to change? SolutionAdaptability to change is a prerequisite to become successful in the modern world characterized by increasing global sentiency and fast turnover of technology. Organizations must respond to change and be automatic to change to retain their competitive edge and relevance. However, implementing organizational changes are scare off for leaders, not least because most employees and managers resist change. The common reasons why employees resist change are the following change promotes fear, insecurity and uncertainty,difference in perception and lack of understanding ,reaction against the way change is presented,cynicism and lack of trust,and threats to vested interest.In order to overcome resistance to change, leaders can involve workers in the change process by openly communicating about the need for change, providing consultation to alleviate employees fears, and being sensitive to employees concerns. In order to implement change, leaders must decide on the method they will use to overcome resistance to change, and modify behavior. The three-step approach is an example of such a method it is characterized by three basic stages unfreezing, changing, and refreezing. 1) Unfreezing Most people prefer to maintain the status quo, which isassociated with stability, rather than confronting the need for change. The starting stage, therefore, of a change process must involve unfreezing old behaviors, processes, and structures.This stage develops an awareness of the need for change, and the forces that supports and resists change. Awareness is facilita ted with one-on-one discussions, presentations to groups, memos, reports, company newsletter, seminars, and demonstrations. These activities are designed to educate employees about the deficiencies of the current set-up and the benefits of the replacement. 2) Changing This stage focuses on learning new behaviors, and implementing the change. heighten is facilitated when employees become uncomfortable with the identified deficiencies of the old system, and are presented with new behaviors, voice models, and support structures. 3) Refreezing This stage focuses on reinforcing new behaviors, usually done by positive results, public recognition, and rewards.