...February 23, 2016 Word Count: 1857 EQ + PQ > IQ Currently, the study of human behavior in public organizations is shifting in focus away from the traditional intelligence quotient (IQ), towards the more progressive combination of the emotional quotient (EQ) and passion quotient (PQ) (Ted Talks Psychology, 2013). Although the traditional argument that the IQ of an organization is the most important factor in organizational success, is compelling, contemporary thought posits that EQ and PQ, in combination, are better for evaluating success than IQ. This developing context will be used to support the argument that leadership in public organizations is an interactive phenomenon; it results from the interdependent relationship between self-identity, sensemaking, and ultimately decisionmaking—all of which work in congruence to define the organization culture, form attitudes, direct behavior, and determine the organization’s level of success. In order to elaborate on the interactive phenomenon that argues that the emotional quotient (EQ), plus the passion quotient (PQ), are greater—or have more causative value—than the intelligence quotient (IQ). First, in terms of definitions, the EQ is a way to measure how a person identifies emotions within himself or herself and others, and manages these emotional states to work more efficiently and effectively within an organization (Ben-Zeʼev, 2000, pp. 166167). Next, the PQ, as described by the author and journalist Thomas Friedman...
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...explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours. Originality/value – This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change-related sensemaking, interpretation, readiness, and behavioural action...
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...Effective Leadership Adaptive Challenge Every problem in an organizational context represents a gap between the aspirations of the management and the things that happen in practice. If the problem is related to some technical aspects it would be lot easier to solve the issues. However adaptive challenges represent a completely different dimension of organizational issues. They cannot be solved so easily as those of technical nature. The adaptive challenges require more than applying the current expertise. Even applying authoritative decision making or standard operating procedures may not really help mitigating the adaptive challenges. It must be understood that for an adaptive challenge can be found external to the current ways of operating. While it is possible to solve the technical issues by using the current expertise it may not be possible to solve the adaptive challenges in the same way. In the case of Figgie International the adaptive challenge was never identified. There have been resistances from the divisional heads for the changes mooted by the consultants. The resistances were either out of their anxiety to meet the budgeted bottom lines or out of genuine concerns about the change in the production process which ultimately would affect the quality of the output. While there can be no argument on the superiority of technical and adaptive approaches to organizational changes – since both are needed – the strategic principles of leadership are to be applied...
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...living conditions, dangerous working conditions, and poor pay. The strike was headed by two rival trade unions, the AMCU, and the NUM, and this is believed to have encouraged violence as each union fought to win the wage battle. (Chapple & Barnett, 2012) On August 12, When Lonmin failed to meet with employees as requested, 3000 rock-drill miners walked off the job in protest, and refused to work until their demands were met. Striking turned violent, and police used stun grenades and tear gas to disperse the strikers, who were growing increasingly aggressive and armed with machetes. The strike then made international headlines on August 16, when police opened fire and killed 34 protesting miners, deeming it a “Marikana Massacre” Sensemaking Sensemaking is the attempt to make sense of an ambiguous situation. It is a process of creating ‘situational awareness’ in order to support decision making in times of uncertainty and complexity. This entails making an effort to understand the interrelationships between people, places,...
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...Small businesses have a significant role to play in all economies around the world. Research [Schumpeter, 1942] has suggested that small businesses contribute to the economy in two ways: they are an important element of the overall renewal process; and it is one mechanism by which millions of people enter the economic and social mechanism [Robbins et al., 2000:293]. These small business performances are linked to customer needs. Those businesses that adopt this marketing concept are more likely to succeed when they are combined with growth and differential strategies [Pelham, 2000]. The market-orientated strategic postures of successful small businesses are moderated by the needs of customer-led day-to-day activities. Successful small businesses are those that can wisely balance these two perspectives, market orientation and customer-led, the present with the future. A small business’s innovation plans are essentially linked to this present and future balance of customer values [Connor, 1999]. In small businesses the culture resulting from the interaction between the initial founder’s assumptions and theories and those learnt by the group’s from their own experiences are very important (Schein, 1983). The founder will often bring professional managers into the small business to contribute to the overall organizational and functional skills, and as such are welcomed by most of the business’s individuals and groups. An element of mistrust may result...
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...practices to stereotyped images of another culture”1, this paper would focus on examining Ghosn’s leadership practices which revived Nissan. “Leadership is the guiding of others towards an objective”.1 To do that, “leaders must diagnose and clearly understand the situations in which they find themselves”1. When Ghosn arrived at Nissan, he assumed nothing, hit the ground to observe and listen to everything that was said and practiced by employees working the floor right up to divisional presidents; in order to understand the full aspect of the company, bottom up5. Reference to the Four Capabilities Framework3 (FCF), Ghosn was Sensemaking; a critical step which “enables leaders to have a better grasp of what is going on in their environments, thus facilitating other leadership activities such as Visioning, Relating, and Inventing”2. Sensemaking indeed enabled Ghosn to “put together the puzzle”5, allowing...
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... appreciative inquiry (AI) is a human resource management approach to organizational renewal. The basic idea is to build organizations around what works, rather than trying to fix what doesn't. A purported benefit of the approach is its reliance on the acknowledgement of contribution at the individual level, which leads to trust and organizational alignment. Since the method discusses concrete successes and lends itself to cross-industrial social activities, it is supposed to be enjoyable and natural to many managers, who are thought to be naturally social people focused on the bottom line. Appreciative Inquiry was developed by David Cooperrider of Case Western Reserve University. It is now a commonly accepted practice in the evaluation of organizational development strategy and implementation organizational effectiveness tactics. The Appreciative Inquiry utilizes a 4-stage process focusing on: (1) DISCOVER: The identification of organizational processes that work well. (2) DREAM: The envisioning of processes that would work well in the future. (3)DESIGN: Planning and prioritizing processes that would work well. (4) DELIVER (or CREATE): The implementation (execution) of the proposed design. Sensemaking is the process by which people give meaning to experience. While this process has been studied by other disciplines under other names for centuries, the term "sensemaking" has primarily marked three distinct but related research areas since the 1970s In information science the term...
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...My Best Self-Recognizing my Strengths and Daring to be Different Ohio University My Best Self- Recognizing my Strengths and Daring to be Different I currently work in a large pharmaceutical company in the Safety division. I am a manager and have been in this role for approximately three years. I have a team of 15 people. We are responsible for submitting all clinical trial reports ran by my company to regulatory agencies. In this role I am responsible for the performance management and development of all of my reports. At my company we look at managers as being leaders of people and focusing on the management of people whereas directors and above, which is the next level of management, focus more on managing managers and on strategy. As strategy and change management is where my interest lies I hope to move into a director role within the next year. My ultimate goal is to eventually be the CEO of a small biotech company where risk taking and change is the norm. While I am learning invaluable information where I am, large “pharma” moves really slow and it is not what I want to do forever. Revealing My Weaknesses As I progress thru my management career and develop more as a manager there have been many qualities and strengths that I wish I could develop stronger abilities in. However the statement , “Only when leaders come to see themselves as incomplete-as having both strengths and weaknesses-will they be able to make up for their missing skills by relying on others...
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...A Study of Shell Oil and its Stakeholders in Nigeria Part 1 (Week Six) A Review of Basic Issues Regarding the Background and Interests of Stakeholders of Shell Oil Company in Nigeria Chapter 1 Introduction The complexity of understanding the Shell Nigeria oil spill and applying critical analysis and leadership theories to the problem is a challenging debate. A reader would tend to assume that Shell is at fault and should take all the blame for this corporate and ecological mess. Therefore, the introduction needs to provide the reader with sufficient historical information and background of stakeholders such as Royal Dutch Shell Company, Nigeria (country), Niger Delta (province of Nigeria) and its directly affected tribal communities of the oil spill. The introduction is thorough as to avoid explaining in other key elements of this research paper. The Royal Dutch Shell was ranked No1 as the largest organisation in the world in 2012 by Global 500. Shell has boosted its first quarter earnings of 2012 by 11% compared to that of 2011. Shells long term projects that have just commenced creating; a gas to liquids plant in Qatar and further projects in Canadian oil sands, have in part contributed to these revenues. Royal Dutch Shell has 87000 employees globally (Global 500, 2012) The first Shell Company in Nigeria was started in 1936 by The Royal Dutch/Shell Group. The Royal Dutch/Shell Group then founded Shell D’Arcy. Two years later in November 1928...
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...#1. Problem: The major problem that Toyota is facing with its Tundra plants in North America is the sharp drop in demand of pick-up trucks. As the global demand shifted from trucks to smaller cars, sales of the Tundra had been down by 53%. Toyota also faced the problem of overstocks of the 2008 Tundra models due to the unexpected sharp drop in demand. As Toyota emphasizes on its knowledge management system, the five principles of challenge, kaizen, genchi genbutsu, respect and teamwork become the essential strategies for Toyota to success. Therefore, laying off workers would not be a good solution, as it would harm the company’s strategy and knowledge management efforts. However, there are other actions that Toyota can take to hedge its market position. Solution: (Reallocate resources to specialize the manufacturing process of pick-up trucks) As cutting jobs is not preferred, Toyota may reallocate its resources to centralize the manufacturing of all models of pick-up trucks at San Antonio’s plant. Since the demand for Tundra trucks dropped, Toyota may consider moving its production of the smaller pick-up trucks like “Tacoma” and “Hilux” to the same plant. Such approach would allow Toyota to fully utilize its resources at the plant that is specialized in producing pick-up trucks. However, it would be necessary for Toyota to bring in new knowledge to the plant. Toyota may employ production specialists like Don Jackson to bring in new knowledge to the plant. (Apply JIT...
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...included in the archived documents because copyright permission does not extend to online use.) CHAPTER 19 Information Systems Approach to Organizations of Karl Weick My father worked at a large metropolitan newspaper. I was six years old when he first took me to experience the final hour before the morning edition was "put to bed." The place was alive with activity-shouted orders, quick telephone calls, and copy boys running last-minute changes to the composing room. The whole scene was like watching a huge animal struggling for survival. Many systems theorists regard the image of a living organism as an appro priate metaphor to apply to all organizations-one model fits all. Even though mosquitoes, sparrows, trout, and polar bears represent vastly different species in the animal kingdom, they all have systems to provide for nourishment, respira tion, reproduction, and elimination of bodily waste. Karl Weick is uncomfortable comparing organizations to live bodies, but he definitely regards organizing as a lively process. Weick is the Rensis Likert Profes sor of Organizational Behavior and Psychology at the University of Michigan. Whether he's examining a publishing company, IBM, the city council, or a local jazz band, Weick focuses on the common process of organizing (verb) rather than the static structure of the organization...
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...The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster Karl E. Weick . Reprinted from The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster by Karl E. Weick published in Administrative Science Quarterly Volume 38 (1993): 628652 by permission of Administrative Science Quarterly. © 1993 by Cornell University 00018392/93/3804-0628. This is a revised version of the Katz- Newcomb lecture presented at the University of Michigan, April 23-24, 1993. The 1993 lecture celebrated the life of Rensis Likert, the founding director of the Institute for Social Relations. All three people honored at the lecture-Dan Katz, Ted Newcomb, and Ren Likert-were born in 1903, which meant this lecture also celebrated their 90th birthdays. I am grateful to Lance Sandelands, Debra Meyerson, Robert Sutton, Doug Cowherd, and Karen Weick for their help in revising early drafts of this material. I also want to thank John Van Maanen, J. Richard Hackman, Linda Pike, and the anonymous ASQ reviewers for their he lp with later drafts. The death of 13 men in the Mann Gulch fire disaster, made famous in Norman Maclean's Young Men and Fire, is analyzed as the interactive disintegration of role structure and sensemaking in a minimal organization. Four potential sources of resilience that make groups less vulnerable to disruptions of sensemaking are proposed to forestall disintegration, including improvisation, virtual role systems, the attitude of wisdom, and norms of respectful interaction...
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...Unit 1 Individual Project Student Name Student University MGT 680: Dr. ___________ May 11, 2014 Abstract The following discusses the process of creating a mission statement for fictitious company ToolsCorp Corporation and writes the company’s mission statement is using the nine essential components framework. This report focuses on the principles and tools needed to implement and evaluate the effectiveness of the strategic objective process. Lastly, this report considers any legal and ethical issues. Unit 1 Individual Project The following discusses the process of creating a mission statement for fictitious company ToolsCorp Corporation and writes the company’s mission statement is using the nine essential components framework. This report focuses on the principles and tools needed to implement and evaluate the effectiveness of the strategic objective process. Lastly, this report considers any legal and ethical issues. Launching a new business rests on a vision, or a set of beliefs, that the business can offer a product or service to consumers in a specific at a profitable price (David, 2013, p. 44). As a business grows, it is necessary for owners or managers to revise the company vision and mission. The original ideas are typically exhibited in the revised vision and mission. ToolCorp Corporation, located in Tennessee, produces power tools, lawn equipment such as mowers and furniture, as well as microwave and range appliances. This company has a booming...
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...established by its workers. Case Questions 1. To what extent are the following approaches to change embedded in the DuPont story (justify your answer, provide specific examples): a. OD b. Appreciative inquiry c. Sense-making a. OD – Organizational Development speaks to the focus of the interpreter or coach change manager in this case. The coach as change manager concentrates more on the capabilities of the individuals in the organization, than on the specific processes (Palmer, I., Dunford, R., Akin, G. 2009). Tom displayed coach change manager characteristics when he sought out the academic community to assist in introducing DuPont’s managers to new ideas and rebuild its work culture. This revealed Tom’s commitment to a systematic diagnosis, of the whole organizational system and puts the focus on humanistic, democratic, and developmental aspirations (Palmer, pg 209). b. Appreciative inquiry – a method of problem solving that was pioneered by David Cooperrider in the mid 1980’s speaks to reviewing what is going well within in an organization and builds upon them. This approach recognizes and values the current contributions as well as explores and discovers new possibilities within the current corporate culture.( http://www.mindtools.com). An example of this is when managers discovered that workers were using a NASCAR metaphor as the created culture and language that they worked by. This discovery helped mangers realize that there was a set of norms and teamwork that...
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...Based on my opinion , Union Carbide company was owing its first loyalty and moral responsibility of the financial interests to the local community and its employees rather than its owners. Firstly, Union Carbide are behavior as an egoism under these scenario , which means they are naturally selfish and focusing on their own self-interest as “number one “ without caring about the resident in Bhopal. As a responsible company should always place the safety at the main priority no matter how worst the company’s sales are. Since the pesticide’s sales are going down, the company is trying to cut down the security measures spending to maintain the cost. Egoism contends that an act is morally right if and only if Union Carbide best promotes an organization long-term interests. Besides, set up an industrial chemical factory at the area of surrounded by thousands of residents is not a good ideal. These companies take advantage of some developing countries to obtain greater economic benefits keen to attract foreign investment, emphasis on technology and equipment, ignoring safety and environmental protection. Some countries do not allow the establishment of industry almost transferred to developing countries(Karl E. Weick 2010). Secondly, Kant believed that morality in human life should be grounded in reason. As using his Categorical Imperative we should act only according to maxims that they would be willing to see become universal norms, and people should never be treated as a means to the...
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