A631.9.2.RB - Video Debrief of Team MA

A631.9.2.RB _Manglona, Matthew-Napu_ Video Debrief of Team MA

If I was to be in that startup team I think I would be shaking a hornet’s nest with Steve Jobs. I am the aggressive type of team player and always try to think of the first, second, and third order of effects when it comes to the decisions that we make. Upon receiving my report from the MA results I am the type to get results done no matter what, however, with facts and research to back it up. Listening to Steve Jobs presents a lot of concern (although he seemed to stay focus on his vision) that he was rushing into the marketing and production of the product too fast. Cognitive limitations preclude individuals from fully considering all relevant information, and cognitive biases can also interfere with their information gathering and analysis. Kelman, Sanders, & Pandit (2016) state “cognitive limitations preclude individuals from fully considering all relevant information, and cognitive biases can also interfere with their information gathering and analysis. (p.468)

Just like in my real profession today I still speak my mind and ensure those above me understand the conditions that either are or need to be met. My MA results also discussed that I am not a big risk taker when it comes to outcomes of a business. I’ll take the risk if I know that there is cushion at the bottom, I’ll ensure that there is a contingency plan so that way if there is a chance for the organization to float then I will most likely do it. Steve Jobs heard all the concerns brought up by his team, but his charisma made the team believe that it will work. I still need to see the evidence and Plan B or Plan C in order for to be on board with the decision making.

Steve Jobs is a Visionary Decision Maker as Singh, Kumar, & Anju, (2015) described as the best part of such a decision making is that this style looks out for different perspectives from a broader group of counselors and encourages dissenters to voice their concerns. The only set back of such decision makers is the fact that they are too quick to rush in the wrong direction (p. 8) Steve Jobs is one of if not the most successful innovators in our past time, it just so happened with the NeXT company during that time the consumers were just not having vision shared with Steve Jobs on a computer system that was different than the rest especially since computer systems were already established with businesses using standard systems.

 

 

 References:

Kelman, S., Sanders, R., & Pandit, G. (2016). “I won't back down?” complexity and courage in government executive decision making. Public Administration Review, 76(3), 465-471. doi:10.1111/puar.12476

 Singh, L. A., Kumar, N. V., & Anju, D. (2015). Case study: Developing a scale to measure decision making style. Advances in Management, 8(10), 6-15. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1719261034?accountid=27203

A631.8.4.RB - Reflective Analysis

 A631.8.4.RB_Manglona, Matthew-Napu_ Reflective Analysis

I have taken personality/leadership surveys similar to the MBTI. All to me, seem quite accurate on how I deal with others, see myself, and apply decision making skills in my everyday life. The MBTI can serve as guide to me as a self-awareness tool for the most part. Before I was in a leadership role capacity it never dawned on me that making decisions reflects in some special way your personality and what you are capable of. Everyone has an authentic way of applying their leadership styles. Cottrill, Denise Lopez &Hoffman (2014) discussed that authentic leaders possess internal capacities and moral reasoning. This is to include self-awareness, perspective-taking, and open genuine communication abilities. (p. 278)

I have tendencies to let emotions take over when it comes to decision making. I have had times use this as grudges, vendettas, and spite in some of the negative aspects of my decision making process. I don’t like doing it, but it’s just a natural way for me to easily come up with decisions. If a soldier was dirt bag, a half effort type of person I don’t hesitate on making disciplinary decisions for him. When I should actually take a step back and try to ensure things are being done to fix the soldier instead of jumping the gun.

Putting together both self-awareness and outside awareness allows me reflect on the type of leader I am more importantly the type of leader I set out to be. I truly believe that a leader should be able to read others most importantly to read themselves. I call it being balanced. Noor Nasir & Tang  (2016) stated that “Leaders  now  widen  and  increase  the  interest  of  their  subordinate  or  take  an  Interest in  an  interaction  with  their  subordinates  instead  of  rely  upon  their  legitimate power  to  persuade  individuals  to  fulfil  their  tasks.” (p.2) having interest in others is what I believe can also set up any leader for success. I know I possess this capability because of my passion for leadership and influencing those that serve with me. More importantly I also apply this concept because in order to be a great leader you need to also rely on yourself and be able to trust and believe in yourself.

References:

Cottrill, K., Denise Lopez, P., & C. Hoffman, C. (2014). How authentic leadership and inclusion benefit organizations. Equality, Diversity and Inclusion: An International Journal, 33(3), 275-292. doi:10.1108/EDI-05-2012-0041

Noor Nasir, K. A., & Tang, S. Y. (2016). Does multiple leadership styles mediated by job satisfaction influence better business performance? perception of MNC employees in malaysia. Paper presented at the , 23 doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1051/shsconf/20162302005

A631.7.3.RB - Future of OD

 A631.7.3.RB_Manglona, Matthew-Napu_ Future of OD

Brown (2011) discusses reconfigurable which is a term he described as an organization that is able to be flexible throughout its existence. (p. 420) Based off what I have learned most especially experienced change and flexibility is crucial in today’s world. With technology rapidly advancing, generations evolving, and structures being risen the world in itself needs to keep up with the times. Szymanowski (2001) stated “many executives and OD practitioners have used the concept of "vision" as a means of projecting into the future, of rallying the organization and fostering hope in its members for a better future.” (pg.90) I see that with vision and understanding it is possible for any organization to come out successful fulfilling organizational development.

Stephens & Russell  (2004) discussed that a long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization culture-with special emphasis on the culture of intact work teams, including action research which will bring an organization to its true potential and growth moving forward. (p. 240) however, the fall out to this movement and vision is what Brown (2011) describes as a fade out which is a deterioration of change which allows for an organization to slip back into ineffective roles. (p. 422) what I got from this is that when that an organization’s flame has been put out or as their course has drifted away towards its goals. This is probably the only downfall to the OD process for an organization.

I see the future of OD staying. Like my organization organizational development is not only a need but crucial to what we want to accomplish as a defense to the nation’s security. We have experienced OD when we entered through the Vietnam, Desert Storm, and Operation Enduring Freedom tours. Our tactics has changed, our leadership style has changed, and our shift in focus always change. We now turn to the biggest and newest threat which is through the Cyber world. This is the new war and we must be able to be flexible and being willing to adapt to these changes moving forward. Szymanowski (2001) stated “Life is change. Organizational development practitioners facilitate change. Emerging trends suggest metaphorically that the field of OD soon will embrace the winds of change.” (p.91)

References:

Brown, D. R. (2011). An Experimental Approach To Organizational Development (Eighth ed.). Saddle River, New Jersey: Prentice Hall

 

Stephens, D., & Russell, K. (2004). Organizational development, leadership, change, and the future of libraries. Library Trends, 53(1), 238-257. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/220449225?accountid=27203

Szymanowski, D. (2001). The future of organizational development: An emergent possibility. Organization Development Journal, 19(3), 88-91. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/197999065?accountid=27203