A631.6.3.RB Transformational Strategies

 A631.6.3.RB_ Manglona, Matthew-Napu_ Transformational Strategies

From the video of Stanley McChrystal the discussion with the Army and how they operate is spot on. He was brought up with the old school, hard charging soldiers of the old, but then he had to transition with the new generation with technology, time, and environment being the forefront to adapting to this type of change. He had to embrace the change that was coming that was compared to what he grew up with in the organization. Brown (2011) discussed that strategy culture matrix which is to manage the change, reinforce the culture, manage around the culture, and change the strategy to fit the culture. (p. 406) General McChrystal was able to do all of that when interacting with the new generation under him, especially within the new war that the country had experienced.

McChrystal discussed about learning about relationships which is the key to keeping a unit or (organization for that matter) together to succeed. The army he looked over was able to manage the change, reinforce the value system, reinforce and solidify the existing culture. (Brown p. 407) Then you have Jim McIngvale who then uses influence to ensure the best for his company moving forward. He had his employees ensure that they got with their customers and make sure they follow up. He made the organization embrace and adapt to the technological advances which made it easier for customers, economic environments relate. Brown (2011) discusses that the more members share the basic values the greater their commitment is to the organization. (p. 406)

What McIngvale and McChrystal both have in common is that they are able to adapt to the cultures both from the outside and inside of the organization to ensure that there is something can be done not only to benefit the organization but to benefit the individual. Ke & Wei, (2008) discussed  Organizational culture is defined typically in terms of the way people think, which has a direct influence on the ways in which they behave (p. 210) which in the end all comes down to leadership. The leadership that both McMcingvale and McChrystal possess shows a direct influence on how they were able to learn and adapt to the changes of both the outer surroundings and their personnel.  When you develop different cultural swings in an organization the biggest thing is that you have to be willing to adapt especially when it comes to moving your organization forward toward success. Ke & Wei, (2008) also stated the “organizational culture is known to be important for the success of projects involving any organizational changes.” (p. 212) In reference to this blog assignment is what both gentlemen experienced and applied to the success of their organization or business.

References:

Brown, D. R. (2011). An Experimental Approach To Organizational Development (Eighth ed.). Pearson, USA.

Ke, W., & Wei, K. K. (2008). Organizational culture and leadership in ERP implementation. Decision Support Systems, 45(2), 208-218. doi:10.1016/j.dss.2007.02.002

A631.5.3.RB - Leading System Wide Change

A631.5.3.RB_Manglona, Matthew-Napu_ Leading System Wide Change

What is required for any leader to be successful is to become balance in everything they do. I am not saying be a master of all traits but at least some. You cant be so focused on one element of being a leader. Leaders who I follow (mentors) always tell me to read up on this, get certified on that, maintain your physical fitness. I don’t go out there to be the smartest, strongest, or fastest but to go out there to be the one who understands the whole entire organization and be able to represent it. One way to maintain this or be aware is to go through what Brown (2011) discusses as having survey research and feedback. Which is used as a way to change for changing organizational relationships. (p. 374) based on my evaluation reports my biggest asset is my interpersonal skills. Being able to work with others is a special tool that not too many people possess let alone can learn.

Van Vugt (2006) discussed that everyone is capable of leading to some degree, but there are clear individual differences in the propensity to lead. (p. 356) Everybody that I have come in contact with have different ways of leading let along different attempts on how to lead others with some being successful and some being not. For me to intervene would sometimes depend on the one, the individual and two, the situation. However, at the end of the day I always try to make an attempt to assist in whatever way I can to develop these leaders under me whether they take my advice and guidance or not.

 Brumm & Drury (2013) stated that “Leaders should also be good at enabling their followers to follow well. Such enabling has often been called empowering, which means to enable or create conditions for employees to share power and gain meaning.” (p.19) This characteristic is something that I see as lacking today in my organization. Empowering those today is a characteristic I believe helps a flatter organization become successful. When you empower those under you it gives them a sense of pride that follows them throughout their career and gives them a learning point also. When you combine all these qualities of being intellectual, having interpersonal skills, empowering those under you and establish that “balance” quality as a leader you or any leader will become successful.

References:

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

Brumm, C. A., & Drury, S. (2013). Leadership that empowers: How strategic planning relates to followership. Engineering Management Journal, 25(4), 17-32. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1503771908?accountid=27203

Van Vugt, M. (2006). Evolutionary origins of leadership and followership. Personality and Social Psychology Review, 10(4), 354-371. doi:10.1207/s15327957pspr1004_5

A631.4.3.RB - INSEAD Reflection

 A631.4.3.RB_Manglona, Matthew-Napu_INSEAD Reflection

Brown (2011) stated a self-managed work team “as an autonomous group whose members decide how to handle their task.” Some of the major benefits of self-managed teams is that there is effective leadership present, there is continuity among the members, and there is a self-operating team ethic that goes on which brings productive results for an organization. I personally like being a part of these types of teams because there is a disappearance of micromanaging from higher ups because of the trust that there is instilled within our team. One major benefit is that the team is kept to a small unit which allows for information to be shared constantly, which presents little to no disconnect in the realm of communication.

 Some of the drawbacks is the trust factor that is supposed to come within these specific teams. Langfred (2004) discussed that the more trustworthy the employees are the less the organization will monitor them. (p.386) Sometimes (in my experience) is that these self-managed teams operate solely on their own that once there is a slip up the higher ups put a microscope on them until they fix themselves to the standard they are expected to perform at. The trust factor plays a crucial role in my opinion because of the possibility of being micromanaged. The other drawback is what Wolff, Pescosolido, & Druskat (2002) stated “Emergent team leaders hold no formal authority and team willingness to follow their lead can end at any time.” (p. 508) I see this as when teams rotate or alternate team leaders for specific projects that “continuity” I was speaking about earlier will or may drastically change and cause chaos among the group members.

Brown (2011) discusses that to be successful the teams need to be carefully implemented. (p.353) So yes, I wouldn’t mind working on a self-managing team so long as there is careful studying on who is going to be put on a respective team. Some questions would be, are they willing to be open to ideas presented by others? Will they be willing to take risks? Will they be willing to not take “no” for an answer the first time? That is my dream self-managed team.

The competencies that need to be developed is that there needs to be a painted picture of what is needed by the organization such as the vision and mission to the goal at hand. Also there needs to be patience to achieving results. Some people in my organization I know expect results to be delivered ASAP just because a team is assembled. So I know patience needs to be established.

References:

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

Langfred, C. W. (2004). Too much of a good thing? negative effects of high trust and individual autonomy in self-managing teams. The Academy of Management Journal, 47(3), 385-399. doi:10.2307/20159588

Wolff, S. B., Pescosolido, A. T., & Druskat, V. U. (2002). Emotional intelligence as the basis of leadership emergence in self-managing teams. The Leadership Quarterly, 13(5), 505-522. doi:10.1016/S1048-9843(02)00141-8