...Case Analysis of Dick Spencer Dick Spencer hit the ground running after successfully finishing his Master’s degree in Business Administration at the very young age of twenty-two. He started work with the Tri-American company shortly after and had many successful years with them both as a salesman and in management. He was very successful during the time that he did sales and thought that he would try out management after he realized it wasn’t exactly what he wanted to anymore. During his management career with Tri-American he had to overcome many hurtles and struggled a bit during this time of his career. This case analysis will focus on his success in sales as well as his failures in management and also look at what he could have done to be more successful in his management roles. Success Spencer was very successful as a salesman very early on his career for a number of contributing factors. According to other salesman within the company they attribute a lot of his success due to being charming, looking good and meeting with high authorities within the company on the golf course. It seems that Spencer was able to grasp some of the big concepts of sales by being a people person and being outgoing which in return helped him be successful and land those big accounts early on and in his first year as sales. According to Cronin (1999), “Success in sales or any profession is as basic as A, B, SC – Attitude, Behavior and Commitment” (The ABC’s of Success in Sales, para 1). It takes...
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...Self-Assessment on Goleman’s Leadership styles and EQ model MBA XXXX – Leadership Effectiveness By XXXXXXXXXXX Self-Evaluation on the Goleman Leadership styles: One of the key qualities of a leader is the ability to adapt to adverse and challenging situations. During the initial phase of the project that I was leading, many employees new to the organization were added to my team. I had to show authority and create a sense of vision and purpose that would tie up well with the tasks that they were assigned. One way to do that is to give them enough flexibility and decision rights that would aid them in doing a better job. Immediate feedback on the tasks performed created accountability and I took enough pains to constantly praise the team for tasks that were performed above expectations. The challenging change was quickly turned into a favorable atmosphere in which the team thrived. They enjoyed working towards a common purpose. One other attribute that a leader should develop is the ability to help co-workers and coach them to success when they are struggling. There was a team member who got a really low performance rating and was down emotionally unable to find ways to improve. Since I had worked with him for some time, I helped him understand his unique strengths and weaknesses and how well he can tie them up with his personal and career ambitions. I encouraged him to think long-term and gave him challenging assignments and tasks where he can prove his worth. I made...
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...What makes a company a successful Company? These 14 traits show up again and again when examining the reasons behind business success. Company culture: Culture is defined as the "integrated pattern of human knowledge, belief and behavior that depends upon man's capacity for learning and transmitting knowledge to succeeding generations." For successful companies, culture is about attracting and hiring the people who would be most successful in that specific organization. And it's about driving the behavior that makes the company successful. Strong companies have a strong "can do" culture which encourages people to get the job done. They don't say "we can't" but prefer to say "how". Encouraging this culture come from the company literature, through verbal communications and the expectations of employees. Customer service: Simply defined, customer service means taking care of your customers. Many companies integrate customer service into their business culture through training and the design (and frequent redesign) of relevant business processes. In most cases, the business plan dictates how they will provide quality customer service. They live the customer service. The industrial societies of yesteryear have been replaced by the service society. Thus, customer service is hugely important in attracting and maintaining customers. Successful companies treat customers well, resolve their issues quickly and fulfill their promises. Behavior “Culture drivers”/ Values: As the owner...
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...delve more deeply into the different types of leader behaviors that appeared, and to look at how those specific behaviors influenced people's perceptions of leader support and, ultimately, their creativity. What do leaders do to make employees in creative functions feel supported or not? That was one of the research questions posed by Harvard Business School professor Teresa Amabile and colleagues in what has turned into a penetrating study of creativity in organizations. By analyzing nearly 12,000 daily diary entries from employees working on creative projects—everything from making a new high-strength fabric to developing a database for a global hotel chain—they were able to chart how and why team leaders have enormous impact, positive or negative, on creativity. Amabile et al.'s findings were published in the February issue of The Leadership Quarterly as "Leader Behaviors and the Work Environment for Creativity: Perceived Leader Support." Amabile, an influential scholar on creativity, conducted the research with Elizabeth A. Schatzel, Giovanni B. Moneta, and Steven J. Kramer. She recently discussed their findings with HBS Working Knowledge. Q: You make the point that you see "support" as not just emotional encouragement but also practical help in solving problems. Why do employees' perceptions of a leader's support or lack thereof make a difference in their creativity? A: We found that employees' perceptions of team leader support were...
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...Nurse Leader Interview Ariel Echevarria NUR/587 November 23, 2015 Professor Carla Hronek Leadership Interview Leadership can take on many forms and shapes. Each leadership style is unique and has a great impact on its team. Leadership is not about position, but more so about how a leader influences others to create a difference or change. The style of leadership that a leader portrays is often not chosen; it is more of a developed set of traits that come from the beliefs and values displayed on a daily basis. While it can be argued that leaders are born not created, leadership styles can be evolved based on experience and knowledge of how to motivate others. This paper will discuss points from an interview with a nursing leader. Included in the discussion will be the perspectives by the nurse leader in regards to leadership style, leadership role, challenges faced, and the effects of formal and informal power on an organization. Nurse Leader and Leadership Style Christine Roller RN (C.R.) has been a leader within her organization for the last ten years. Currently, she is the Nurse Manager of a busy observation unit and a 37-bed med-surg unit. She is a dedicated leader whose core values are strong and are the foundation of her confident leadership ability. As a leader, she is respected by her peers for displaying integrity, approachability, trust, and partnership; as evidenced by her annual peer reviews. C.R. describes her leadership style as charismatic. A charismatic...
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...wireless carrier for 4 years and I currently work in their financial service department but I have a few close friends who work in the customer care department who don’t be satisfied with their jobs. I found this quite interesting because we all worked for the same company but there seemed to be a huge difference in job satisfaction from department to department. In order to find out what this difference is from our department to theirs I did an hour of side by sides with some of the customer care representatives and gave my friends from the department a survey to fill out that dealt with job satisfaction. Problem Statement Most of the feedback I received from the employees in this department is that management spends a lot of time micromanaging its employees. The employees do not feel empowered to make decisions because they feel that they will be reprimanded later for their decision. The number of FMLA (Family Medical Leave...
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...What Challenges Might a Radically Hands-Off Leader Face? by Chirantan Basu, Demand Media Leadership styles range from the radically hands-off, which means delegating just about everything to subordinates, to the completely hands-on, which means micromanaging even the smallest operational detail. Although a hands-off management style can empower employees to adapt quickly to changing business conditions, small and large businesses under such management can also veer off course and run into trouble. Ads by Google Brain Training Games Improve memory and attention with scientific brain games. Free Trial www.lumosity.com Organizational Drift Radically hands-off leadership can lead to organizational drift as departments and divisions lose focus without clear guidance from senior management. Businesses need strong leaders who communicate their priorities clearly and consistently. This is especially true for small businesses, which need a steady hand and strong focus over the first few years of operation. As these small businesses grow, the owners can start delegating some of the operational responsibilities and focus on the big picture. Fuzzy Accountability Accountability may become fuzzy under radically hands-off leadership because there can be confusion as to who is in charge. Serious problems may remain unresolved because nobody wants to take ownership of them. Senior executives, especially in large businesses, may not even know about potentially damaging problems until...
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...identify ICT barriers through empirical findings and thirdly, categorize these barriers into critical success factors. These aims are achieved by comparing the findings in the literature to our recent empirical results. Two methodologies are used in this study, namely, a systematic literature review and a case study; the empirical data for our case study was collected from The Gambia in autumn of 2012. The systematic literature review covers 1107 studies (2000-2011) published in the top five ranked ICT4D journals in terms of journal citation ranking. The paper identifies a total of 43 ICT barriers. Forty of them are common to both studies while the remaining three were revealed in the case study, namely, lack of Internet exchange points, micromanaging and invisible hands. The barriers in both studies are grouped into eight possible critical success factors and their degrees of severity are then compared. This paper argues that lack of Internet...
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...members and confidence on members to get the job done with minimal discrepancies. Supervisors from various clinics within the hospital were part of a team that conducted weekly training sessions that enabled co-workers to become well rounded with the medical various fields so that when it came to advancement exams; they would be better prepared. It positively impacted much more than just our potential for professional growth; it also enabled for members from different clinics to be able to help each other when needed, ensuring that the hospital would have a sustained level of manning throughout our clinics. By being properly trained constantly; our leaders were able to have more and more confidence on us, which removed most of the micromanaging within our respective work centers. Also, having an open door policy to voice our concerns helped establish the sense of support from our staff and the organization as a whole. Although the supportive organization climate worked just fine; there are 5 steps that its leaders and the organization as a whole can follow in order to achieve a higher level climate such as an enlightened organizational climate, where more power is given to qualified members in order to best...
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...1. I believe Charles Tollison was qualified for a partnership position with his firm taking into consideration of his work behavior and ethics, as well as his profession knowledge and practical skill. As outlined by the case, he is the go to person whenever someone in the office confronted a difficult accounting or auditing issue. With his well refined technical skill and practical experience, when a new client posed complex technical issue, the audit engagement partner requested that he assigned to the job. However, I believe his management skill and business development skill need improvement. His micromanaging work style often kills the time budgets and lead to the excessive overtime. Although he never complained about the long hours that he worked but with the mounting sacrifices that he made, he will eventually get work burn out. He needs to learn how to delegate the work and seek out to help when needed. Furthermore, he needs to learn how to free up his time so he can attend the networking events to make connections with the prospective clients. 2. The firm did not treat Tollison fairly. First of all, Lincoln didn’t do what he promised to do for Tollison. I think Lincoln should not make the bogus promise to Tollison and should be straight with Tollison and assist him to create the profile that the Partner Selection Committee is looking for. Secondly, I believe the promotion policy used by the firm put too much weigh on the ability to bring in new clients and underweighted...
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...explores the world art and history from various perspectives as captured by transnational artists, painters and photographers. The 1945’s atomic bomb dropping on Hiroshima and Nagasaki were a changing point of history. The bombs caused a widespread destruction in both cities almost flattening them to the ground. This was the point when World War II came to the conclusion with Japan’s surrender. It was also the time of the rise of the bipolar world and cold war era in which the nuclear paranoia was at the top. The atomic bombs of 1945 embedded much of the nuclear frenzy during the cold war and the depictions and narratives of eye-witnesses were used to describe the weapon and make preparatory strategies. Also, the bombings had a long-lasting impact on the economy of the affected...
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...Overview of Organization: The organization that I will be doing my project on is Rabit Resources LLC. Rabit is a publically held organization that is in the Upstream and Downstream segment of the Oil & Gas Industry. Rabit main processes are fractionation, wholesale and logistics. Rabit was formed in 2004 when it purchased two plants from Conoco Phillips. In late 2005 Rabit purchased the whole midstream division from Guilty Inc. With Rabit’s purchase of Guilty Midstream Services, Rabit went from a company with 150 employees to over 1500 employees overnight. With this they needed to create a cohesive environment for both of the employees, without having much turnover. During the whole process as Rabit met with the Guilty employees that were part of the sale, they had promised many things ranging from benefits, awards, employee relations and incentives. When the purchase was complete and the Guilty employees came over to Rabit it was realized that all of what Rabit’s management had said about the company and what they promised to do was inaccurate. Rabit’s management was not impressed with Guilty employees and treated them as if they had no clue what was going on. My career began at Guilty in 1999 and I was a part of the sale to Rabit. At Guilty I was in charge of the accounting for a few processing plants. When we moved to Rabit, our department became the Financial Accounting department which was in charge of the final product being produced...
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...Advanced Nursing Leadership South University November 17, 2012 Advanced Nursing Leadership Leadership in the Advanced Practice Nurse (APN) role is of great importance. APN leadership can impact something as basic as everyday patient care, to implementing new nursing policies and advocating for change within the nursing spectrum (Hamric, Spross, & Hanson, 2009). The role of a leader and APN go hand and hand; with a common goal to influence others, create change, and advocate for patients just to name a few (Hamric, 2009). The purpose of this paper is to identify and describe my personal leadership style, as well as discuss the attributes of leadership I feel I currently have and will need in my APN specialty. Personal Leadership Style My leadership style as identified in the quiz was Participative Leadership. This type of leader accepts ideas and opinions from others regarding decisions that have to be made or in reference to problem solving (Quiz, 2012). This leadership style inspires and encourages others to participate by utilizing the knowledge gained in their field of specialty; to obtain the best possible decision (Quiz, 2012). According to Cherry (2012), “Participative leaders encourages group members to participate, but retain the final say over the decision making process. Group members feel engaged in the process and are more motivated and creative”. This style is also referred to as Democratic Leadership. Cherry (2012) states “Researchers...
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...The five characteristics/styles of a follower are described by Robert E. Kelley as an alienated follower, conformist, pragmatic survivor, passive follower, and effective follower. Each has different characteristics and can be the effect of different leadership styles perceived in the workplace. Alienated followers are usually very effective and independent followers, yet they do not have very good relationships with their superiors. They spend a lot of time complaining about their boss’s shortcomings instead of committing to work. While a critical thinker, they are usually capable of fulfilling tasks, but unwilling to do so. An alienated follower is typically the result a superior not keeping a promise, or when the employee runs into obstacles. An example of an alienated follower is an accountant who is given the option to relax in the break room and complain to fellow employees and their boss, versus putting in extra effort to help a client for their boss, they would stick to the break room. The second characteristic is a conformist. Unlike the alienated follower, a conformist is very involved in a healthy relationship with the boss. While not as much of a critical thinker, a conformist simply does what he or she is told. They are over dependent on their leaders and do not look at possible consequences that could result from their actions. No matter what task is being requested of them, they follow orders without question. This is usually the result of working with strict...
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...Macro-Leadership and Micro-Leadership Leadership, Change & Responsibility – Assignment MSM MBA - Intake 17/ Group 3 Tuan DO Diah MINTARSIH Chau TRAN Truc-M. NGUYEN SUMMARY Macro-Leadership: Vision Macro-Leadership: Vision • Focuses on vision, long-term strategy and future planning. • Enables and encourages transformational change. • Is ready to take big risk in favor of the strategy & vision. • Innovative approach & willingness for disruptive change • Extrovert generalist favoring a broad-based leadership Micro-Leadership: Control Micro-Leadership: Control • Willing to take actions with respect to current reality. • Control & keep things in balance. • Adheres to mission & incremental changes. • Expert attitude with tendency to be extremely critical to deviation / divergence. • Manages & mitigates risk. • Continuity-based and transactional management approach. Vision versus Control Vision-Control-Matrix (Vander Ark, 2015) Vision versus Control • Vision alone does not enable change. • Vision neglecting the micro-focus on realities in business management leads to failure. • Vision without practical leadership results in empty dreams. • Control alone demotivates, does not benefit from diversity & prevents individual growth. • Control without keeping the “big picture” in mind leads to control obsession. • Control obsession is toxic for any organization. CONCLUSION Synthesis of Macro & Micro ...
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