...according to established criteria. Then, teams engage in a project that integrates collaborative and reflective practice in the following steps: • Identify a problem or need that exists in your emerging doctoral community. The identified problem or need should be intrinsic and unique to your specific cohort. Your team must provide empirical evidence of the problem or need. • Design an intervention to address the problem or need. The intervention’s design should include a systematic means of qualitatively assessing the intervention’s effect and a means of implementing changes to the intervention to ensure its long-term effectiveness in the community. In other words, build into the design explicit opportunities for praxis-oriented feedback loops and adjustments throughout the implementation process. • As a team, critically reflect on the team dynamics and processes that emerged during your teamwork. For example, what kinds of power exist in the team, and where does power reside? How does the team privilege or silence voices? Whose voices are privileged or silenced? What kinds of authority does the team use, and where does that authority reside? What tensions exist between explicit and implicit dynamics and processes? • As a team, articulate ideas for responding to and addressing issues of previously identified team dynamics and processes. Be prepared to test these ideas during the Scholarship, Practice, and Leadership in Motion: Part Two assignment due in Workshop...
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...ARTICLE IN PRESS Long Range Planning -- (2010) ---e--- http://www.elsevier.com/locate/lrp Complex Business Models: Managing Strategic Paradoxes Simultaneously Wendy K. Smith, Andy Binns and Michael L. Tushman As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies strategies associated with contradictory, yet integrated tensions. We identify several types of complex business models organizations will need to adopt if they are to host such paradoxical strategies. Managing complex business models effectively depends on leadership that can make dynamic decisions, build commitment to both overarching visions and agenda specific goals, learn actively at multiple levels, and engage conflict. Leaders can engage these functions through team-centric or leader-centric structures. Ó 2010 Elsevier Ltd. All rights reserved. Introduction By the late 1990’s, USA Today was the highest circulating national newspaper in the United States.1 CEO Tom Curley and his senior executive team had created a new category of newspapers by negotiating distribution deals with hotels and businesses to provide national news to educated and high-income business travelers, a demographic that yielded excellent advertising revenues. When widening access to the Internet and the emergence of novel news content channels such as Yahoo! and AOL promised to put the newspaper’s position under...
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...Working through the last twelve chapters has taught me much more than anticipated. Although the group motivation project was interested it was not as engaging and eye opening. The group motivation survey taught me that I am moderately motivated which speaks very true to my management style. My current role is a leadership role that also is heavily integrated into team projects. This balance of leadership and equal producer allows me to stay engaged and balance the needs of my reporting workforce. The new organizational culture requires managers to develop new skills in order to lead, direct and motivate groups to act synergistically (Barsade 2008). However, group dynamics is a concept that many managers do not yet understood. Consequently this can lead to bad group dynamics resulting in negative synergy, reduced productivity and wounded morale (Levi 2008). Managers are obliged to rectify this by building cohesion and trust between group members (Carron & Brawley 2009). Some group efforts are more successful than others? Group members, group size, level of conflict and internal pressures to conform are all factors that affect the level of cohesiveness in a group. In order to enhance a groups competitive position and benefit from different viewpoints, organizations today increasingly rely on cross-functional teams composed of members from different functional backgrounds. Based on personal experience groups tend to yield better more formulated results. Studies performed by...
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...CC-307-017 Dynamic Strategic Alignment This reference note was prepared by Professor Steven White to introduce basic concepts and a framework for discussing strategic management. Copyright © 2009 by CEIBS (China Europe International Business School). No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the permission of CEIBS The CEIBS Case Centre is sponsored by McKinsey & Company. Dynamic Strategic Alignment CC-307-017 Dynamic Strategic Alignment This note introduces the concepts and frameworks that are commonly used in strategic analysis, integrating them within an on-going process of creating and improving strategic alignment. 1. FUNDAMENTALS The objective of strategic management is to create alignments—within the firm and between the firm and its environment—that give the firm competitive advantage and enable it to achieve its goals. Strategic change, therefore, is fundamentally a decision about what changes to make in order to create or improve alignment that moves the firm closer to its goals. Managers may increase alignment and performance by a) changing elements of the firm, b) changing features of the environment in which operate, or c) shifting to another environment. There will usually be multiple options, and managers must decide which changes are necessary, possible and worth the effort required. When making...
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...What are the differences and similarities between ethnic tensions and conflict in the United States and ethnic divisions in the developing world? Ethnic tensions and conflict in the United States and ethnic divisions in the developing world are similar in that it is a profound social problem in both places. It is different because the population of America is more heterogeneous than in most developing nations, which leads to different ethnic dynamics. Discuss the effect that modernization has had on ethnic identification and ethnic conflict. Early modernization theorists, who were quite optimistic about the positive effects of literacy, urbanization, and modern values, clearly underestimated the extent to which these factors might mobilize various ethnic groups and set them against each other (Handelman, 2011). Modernization challenged traditional religious, national, and tribal identities by undercutting traditional ethnic practices and values. A huge part of current modernization is globalization, which pose an even greater challenge (Handelman, 2011). Globalized culture can create a backlash and increase tensions between neighboring communities as not everyone can ethically identify with each other. It may be argued that the spread of western world brands will eventually reduce or eliminate the differences of dress, food, and customs that currently separate different ethnic groups. (Handelman, 2011) What are some reasons that might explain why major civil strife related...
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...CONSUMER NEEDS AND MOTIVATION Diversity is not a new phenomenon. We all seek different pleasures and spend our money in different ways. One husband and wife may spend their vacation on a cruise to Singapore, their friends may prefer a camping trip to Nathiagali. One father and mother may buy their young child a bicycle; another may buy theirs a personal computer. One woman may spend her Christmas bonus on a new washer/dryer; her neighbor may spend hers to join a health club. Human needs – consumer needs – are the basis of all modern marketing. Needs are the essence of the marketing concept. The key to a company’s survival, profitability and growth in a highly competitive marketing environment is its ability to identify and satisfy unfulfilled consumer needs better and sooner than the competition. Marketers do not create needs, though in some instances they may make consumers more keenly aware of unfelt needs. Successful marketers define their markets in terms of the needs they presume to satisfy, rather than in the terms of the products they sell. This is a market-oriented, rather than a production-oriented, approach to marketing. A marketing orientation focuses on the needs of the buyer; a production-orientation focuses on the needs of the seller. The Marketing concept implies that the manufacturer will make only what it knows people will buy; a production orientation implies that the manufacturer will try to sell what it decides to make. There are countless examples of products...
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...group has gone through the forming stage by Christine’s reflection of the team members. The storming stage consists of the team going through a period of tension amongst the group members as they determine their roles and within the team. Christine makes reference to her doubt in Mike’s commitment to the team and the project as a whole. She also notes his lack of participation and excuses for not meeting his tasks. There are two references to a social dynamic that exists with four of the five team members. This is highlighted in the study when Mike confronts the other team member in a social setting accusing them of having a team meeting without his involvement. Diane is also noted as being considered an under performer and only contributing when required. Christine may be considered under performing as the team coordinator of the group. Her lack of recognition of team issues and tension has placed the group in jeopardy of delivering a good solution. In addition, Steve has taken on leader duties by formalizing the meetings with agendas, outcomes instead of Christine. Due to Christine’s lack of experience in a team environment and being a team coordinator, she does not have the appropriate skills to effectively manage the team. Christine appears to be detailed and task oriented, but does not understand the dynamics of teams or team development. As a result the team is not meeting their goals as easily as it could. There are issues with member satisfaction within the...
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...Group Development Working in a group to achieve a high quality group project can be one of people’s most difficult school experiences. Working in a group is tough because there is often someone who does not pull their own weight. “There are five stages to group development, adjourning, forming, storming, performing, and norming” (John & Wiley pg 166). Christine’s group from the Case Study the Forgotten Group Member is in between the Storming and Norming Stages. The Storming Stage “is dealing with tensions and defining group tasks,” while the Norming Stage is dealing with high emotionality and tension among the group members” (John & Wiley pg. 166). Christine and her group could have had better success in creating a solid group paper if she would have focused more on the forming stage at the beginning of their relationship. The forming stage happens “in the initial entry into the group,” during this stage individuals ask a number of questions as they begin to identify with other group members and with the team itself” (John & Wiley pg 166). Group member Mike was the black sheep of the group. He did not complete his assigned tasks and missed group meetings because of work and personal issues. Christine became frusterated because of his absences and his incomplete work. In the beginning meetings of the group, Christine and other groups members could have asked the questions during the forming stage like “What are the potential barriers that will keep us from finishing...
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...firm that has differentiated subsidiary roles and control is mostly based on organizational culture and administrative heritage. It continues to examine the global multibusiness firm (GMBF), a more appropriate model, incorporates insights of earlier model but also identifies evolving business technologies and managerial management which have changed the strategic face of global business. Strategic assembly involves constructing firms in a forward looking manner with the aim of gaining and maintaining competitive advantage. There are three stages of international firms, multinationals, transnational and global multibussiness. And finally, the article talks about, more recent concept of transnational firms which has shifted focus of global strategy away from tension between local market and scale based economies. International companies of today are embedded in a turbulent environment which is direction and pace.GMBF construct proposes which are changing the international business environment. It identifies the resources needed so as to gain competitive advantage and also the strategic purpose of the resources. A case study of Renault group and Renault Turkey identifies the nature of relationship and dynamic character of global assembly. NAME: IRUNGU MARY...
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...to deal with sustainability and Corporate Social Responsibility (CSR) issues. One of the key conceptual contributions of the proposed program, therefore, consists of the development and testing of new theory and managerial wisdom about the development of new types of dynamic capabilities aimed at the adaptation of strategies, processes and culture to meet sustainability requirements. The key departure from the standard way of analyzing stakeholder engagement in prior research consists in viewing the role of stakeholders as primary facilitators of internal change processes aimed at sustainability, rather than solely as counterparts of externally oriented social development initiatives. At the finer level of detail, GOLDEN intent to tackle the problem of identifying the most effective ways to enact specific change initiatives, given contextual, organizational and individual/group level conditions The case conversation in this issue consists of eight cases that there are some different approaches to sustainability integrity. Ma’ria and Devuyst examine the challenges of prioritizing stakeholder interests in SGM, a mining company In Congo. The context in which the company operates is fraught with strong social tensions, which cause corporations to be often strongly delegitimized by citizens. The case clarifies also the future steps required to complete the process, and in particular the need to develop new forms of dialogue among a variety of stakeholders. Hunter and Van Wassenhove...
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...MANAGEMENT DEPARTMENT CONSUMER BEHAVIOR „CONSUMER MOTIVATION“ Lecturer: ******** Student: A**** C**** October 2013. CONTENT: * MOTIVATION * NEEDS * GOALS - The Selection of Goals * RATIONAL VS EMOTIONAL MOTIVES * DYNAMICS OF MOTIVATION * AROUSAL OF MOTIVES * HIERARCHY OF NEEDS * A TRIO OF NEEDS * MEASUREMENT OF MOTIVES * MOTIVATIONAL RESEARCH * HUMAN NEEDS – consumer needs – are the basis of all modern marketing. * Needs are the essence of the marketing concept. MOTIVATION: * MOTIVATION is the driving force within individuals that impels them to action. * This driving force is produced by a state of tension, which exists as the result of an unfullfilled need. NEEDS: * Needs are the essence of the marketing concept. Marketers don’t create needs but can make consumers aware of needs. * Types: * - INNATE NEEDS /primary * ACQUIRED NEEDS /secondary GOALS: * Goals are the sought-after results of motivated behavior. * Individuals set goals on the basis of their personal values and they select means that they believe will help them to achieve their desired goals. The Selection of Goals: * The goals selected by individuals depend on their: * personal experiences * -physical capacity * -prevailing cultular norms and values * -goal’s accessibility in the physical and social environment. RATIONAL VS EMOTIONAL MOTIVES: ...
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...Relationships fulfill human need for companionship. We see in Ecclesiastes that “Two are better than one, because they have a good return for their labor” (Ecclesiastes 4:9) Life is meant to be spent bonding with others, for God wants all of us to lift each other up. Communication theories help to identify the ways in which we communicate but in order to reach deeper into communications, theories that help to explain the development and management of relations are needed. The social penetration theory and relational dialectic theory are just two that allow us the advantages of seeing how we develop relationships and how we retain them. A lasting relationship starts with good communication, therefore, the development and management processes...
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...Leadership Communication Skills Assessment Read through the list of skills and for each one check off your present capability in the chart below. Excel = You have mastered this skill and are excellent in it. Competent = You are competent in this skill but could polish it some. ✓ Need to Develop = This is a skill you need to develop further. | | | |Need to | |Area and Skill |Excel |Competent |Develop | |Part 1 – Assessment of the Core Abilities | |Audience Analysis and Strategy | | | | |Analyzing the context for communication | | | | |Analyzing audiences | | | | |Tailoring messages to different audiences | | | | |Selecting the most effective medium (channel) | | | | |Developing a complete communication strategy ...
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...Problem Identification, By Kishia M Bennett 2. Situation Analysis , By : Michael A. Mckinzie 3. Recommendation, By: Olufemi Ademola Aborisade Who would have ever imagined that in the mid 90’s the gaming industry could be worth over 100 billion dollars today? Let’s take a closer look at company mGames and identify the problems, analyze its challenges and recommendations for success. Problem Identification The company mGames has the potential to become a very successful, but unless it puts its house in order and tackle the numerous problems facing it, mGAMES will continue to experience the ups and downs of improperly managed success. One of the underlying problems facing mGames is the lack of effective leadership. The tension and the dialectical internal dynamics are manifestation of the lacking leadership that should guide and steer the organization towards a common goal. The success of any organization is very dependent on its leadership, but apparently Noal Fisher, former president and CEO, failed to resolve the impending conflicts within the organization. Successful leaders should effectively manage opposing tensions, especially those of individual, goals-vs- group goals (Engleberg& Wynn, pg. 129). Another problem is lack of cash flow, not having adequate funds to invest in more development and production of new quality games, mGames doesn’t have a true competitive edge and appreciation for trends of the gaming community. Typically engineers...
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...Introduction to strategy Strategic management (strategy) is thinking into the future (e.g. strategic plan usually has a 3-5 year time horizon) Some cultures think strategically on a very long term (e.g. Asian countries 50 to 100 year plans) * Think about the context and the industry we operate to determine that time horizon INPUTS (organisational purpose) (e.g. material, people) - Has to be efficient, effective PROCESS / THROUGHPUTS (strategy process) OUTPUTS (strategy content) Strategically, the input relate to the purpose of the organisation (Why the strategy should be achieved?). The process is the strategy that will be used to develop the plan, to organise (How should the strategy be achieved?)). Finally, the output is the result of all that strategic activity, where the organisation wants to be in 3-5 years from now (What is the strategy sought to achieve?). Every strategy is happening in an environmental context (e.g. political, technological) and has constraints, therefore impacting the strategic system. Situational improvement is a desire of a strategic philosophy of continuous improvement. If there is a good communication then the strategy will affect all levels of the business /organisation. Being ahead of the game, develop initiatives, innovate. Problem solving is more reactive, it’s about having tools and framework to strategically help solving the problem. Strategic management may be seen as finding a compromise between 2 options (often results...
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