Leadership and Assignment Essay Example

Charlie Damon, hopes that she will raise awareness among employees, as these values are not strong for him personally. Jackie is optimistic about her career goals at Door and is impressed by their commitment to becoming a greener employer.She educated herself on the output of the factory and discovered four main ways to reduce harmful emissions.

Her interest in recycling began during her school days when she tracked the fate of paper in the trash. Realizing it ended up in the landfill, she implemented a school-wide recycling program. Today, all extra waste is sent to a recycling factory. Jackie is proud of this achievement and puts great effort into her work at Door Car Factory.

Charlie is impressed by her performance and how well she gets along with everyone. As Jackie's one year anniversary with Door Car Factory approaches, she finds out that the factory has been selling waste material to another company that does not properly dispose of it. Jackie shares this information with her boss, Charlie, and is surprised to learn about the extra costs involved in her "greener" approaches.

Disheartened, Jackie asks, "Is anything we committed to almost a year ago still in place?"Charlie's casual response regarding the effectiveness of the paper recycling program in the outer offices did not provide enough reassurance for Jackie. At home that evening, she considers her future with Door, feeling torn between her commitment to the company and her personal belief in recycling. She wonders if they have been dishonest about the behind-the-scenes aspects of the recycling program, what other undisclosed elements of the business might exist?

Answer the following questions using the concepts

learned in Chapter 2. Additionally, conduct literature reviews on the discussed subject and use them to support your answers for the case study:

1. Discuss Jackie's dilemma in terms of cognitive dissonance.
2. How could this new information about Door's actual recycling program impact Jackie's perception of the company she works for? What consequences might this have on her overall performance? Are her personal values regarding recycling strong enough to influence her choice of employer?
3. Should Jackie disregard the company's decision regarding recycling and simply continue with her job? Is she willing to walk away from a well-paying job? Are there other employers who prioritize recycling and should she explore opportunities with them?

Please submit both case studies in the Assignment Drop Box as a single MS Word document. Note: Please refer to the provided template for writing case study papers."MGM 500 Organizational Behavior and Leadership - Syllabus Page 5 of 17

Lesson 2 Learning Objectives:
- State three key ideas from the Hawthorne Studies.
- Explain McGregor Theory X and Theory Y.
- Explain Humans' elements of a social system and how they are interrelated.
- Discuss Argils' Immaturity-Maturity Theory.
- Explain Herrings Motivation-Hygiene Theory.
- Explain the relationship between Herrings Theory and Mascots Theory.
- Define leadership.
- Describe and explain the Vision into Performance Model and the challenges leaders face moving through the model.
- Describe and explain the ACHIEVE model of performance.
- Describe the historical schools of organizational theory such as the scientific management movement and the human relations movement.
- Discuss the trait approach to leadership.

Diagram and explain:
- The Ohio State leadership model.
- The Michigan leadership model.
- Likelier leadership theory.
- The leadership grid.

Discuss the question: Is there a best style of leadership?

Lesson 2 Reading

Assignment:
- Read Chapter 3: Motivating Environment
- Read Chapter 4: Leadership: Trait and Attitudinal Approaches

Lesson 2 Activity Discussion Questions.
Please post in Discussion Forum:
1. Are the motivation theories discussed in this chapter exclusive to the United States or are they more widespread?

What are the popular motivational theories in different countries? Are they the theories discussed in chapter 3 or are there other theories of motivation? How do these other theories, if any, compare to the traditional motivation theories? Are there traits that have been identified with successful leaders? Do research in popular business periodicals and identify traits that seem to be associated with managerial success. Are these traits applicable in all situations? Can a person's future success be redirected by knowing that person's traits? Why or why not?

Lesson 2 Assignment Case Study Chapters 3 and 4 Chapter 3 - Lists Systems: The Employees' Impact on the System One of the key reasons for Lists Systems' early success and growth was the education and commitment of the employees. Employees worked hard to achieve the clear goals set by management. They were asked for their opinions regarding the direction in which Lists Systems was heading. Employees were engaged and felt empowered to make decisions regarding how and when the work got done. Answer the following questions by applying the concepts learned in Chapter 3.

Also, conduct literature reviews on the subject of discussion and use to support your case study answers: 1. What theories and/or studies could be applied here to better understand what is motivating employees at Lists Systems?

Chapter 4 - Lists Systems: The Challenge of a Growing Organization

0 The VISION statement of

Lists Systems is: "To be recognized as a leader in supplying quality graphic design products and services to our customers and to be respected by our clients and staff."

0 The MISSION statement of Lists Systems is: "We strive to develop superior graphic design products and services for our users through state-of-the-art technology, innovation, teamwork, and leadership."

Following their early success and growth, Lists hired new managers and employees. In response to the expansion of staff, Lists reorganized by adding supervisors and managers between executive management and line staff. However, proper training was not provided to the new employees due to the rapid growth.

Management prioritized production and profit over employee opinions, leading to more directive orders instead of seeking input from employees. The addition of new layers in the hierarchy resulted in unclear goals and objectives for the organization. Employees started complaining about the new bureaucratic processes and the slow decision-making pace.

While the organization has been growing in size, productivity has slowed down and quality has decreased.

The turnover rate is at an all-time high and the number of sick days taken by individuals has doubled in recent years. Answer the following questions by applying the concepts learned in Chapter 4. Also, conduct literature reviews on the subject of discussion and use to support your case study answers:

1. Using the above scenario, consider Organizational Level 1: Key Players (Stakeholders) and Business Ideas (Purpose). Which Leadership Challenge response is most appropriate: Establishing, Refining, or Monitoring? Using the theories discussed in Chapters 1-4, explain why you chose that response.

2. Using the above scenario, consider Organizational Level 2: Entity (Culture) and Strategy (Mission). Which Leadership Challenge

response is most appropriate: Defining, Shaping, or Publicizing? Using the theories discussed in Chapters 1-4, explain why you chose that response.

3. Using the above scenario, consider Organizational Level 3: Departments (Units) and Key Results (Success Factors). Which Leadership Challenge response is most appropriate: Involving, Facilitating, or Communicating? Using the theories discussed in Chapters 1-4, explain why you chose that response.

4. Using the above scenario, consider Organizational Level 4: Teams (Groups) and Goals (Objectives). Which Leadership Challenge response is most appropriate: Focusing, Unifying, or Connecting? Using the theories discussed in Chapters 1-4, explain why you chose that response.

Consider Organizational Level 5: Individuals and Tasks (Bobs) and determine the most appropriate Leadership Challenge response: Enabling, Engaging, or Empowering. Use the theories discussed in Chapters 1-4 to explain why you chose that response.

Please post both case studies in the Assignment Drop Box as one MS Word document.

Note: See template provided for case study papers.

MGM 500 Organizational Behavior and Leadership - Syllabus Page 7 of 17

Lesson 3

Lesson 3 Learning Objectives:

- Describe situational approaches to leadership.
- Diagram and explain the Attainable-Schmidt Continuum of Leader Behavior.
- Discuss Fiddler's Leadership contingency Model.
- Discuss the Hershey-Blanchard Tatterdemalions Leader Effectiveness Model.
- Discuss the utility and purpose of the Lead Self and Lead Other Instruments.
- Describe consistency as it relates to leadership.
- Discuss and explain the differences between attitude and behavior.
- Describe the difference between leadership successfulness and leadership effectiveness.
- Describe Bass' successful leadership continuum.
- Discuss what determines organizational effectiveness.
- Discuss the integration of goals and effectiveness.
- Discuss Management by Objectives.

Lesson 3 Reading Assignment:

Read Chapter 5: Leader Behavior: Situational Approaches

Read Chapter 6: Determining Effectiveness Lesson

3 Activity Discussion Questions.

Please post in

Discussion Forum:

1. Why study situational approaches to leadership?

2. What is meant by the term "degree of integration of goals" and how can we achieve true integration?

Lesson 3 Assignment Case Study Chapters 5 and 6:

Chapter 5 - Situational Approaches - Consistency and Leadership

Eileen Inland works for a small company that employs twelve people who all work in the same office.

She is responsible for various duties ranging from answering phones and entering orders into the system to tracking inventory and updating client files.

She performs many of these duties as a back-up for other colleagues.

Over the years she has worked herself into a position as "the go-to person" for her boss, Jack Barns.

Eileen has made quite an effort to gain Jack's confidence.

She handles the sales staff commissions and employee benefits, and makes most of the purchasing decisions for the office.

She is often found sitting in Jack's office, doing her daily work and chatting with Jack about both work and personal issues.

The rest of the staff resent Eileen's connection to Jack, the boss.

Many of them feel that she gets preferential treatment.

Eileen does work hard, but she also has a way of setting her own hours.

She frequently complains about being tired after staying late at night to fix filing errors. Jack often informs other employees that he has sent Eileen home to rest. He often comments that she worked hard last night and won't be productive today. He told her to go home and sleep, and come back tomorrow refreshed. Eileen also portrays herself as a hero by comparing prices for office necessities and presenting the information to

Jack to show how much money she saved the company. Jack often consults with Eileen before making major decisions that affect the entire office. Her co-workers wonder what Eileen says to have Jack seek her input, as they do not believe she is more knowledgeable about the clients or the company than they are.

From Jack's perspective, Eileen is an invaluable member of the team. She always has relevant data, identifies benefits or potential difficulties for clients, and almost always provides a solution. He wishes more employees approached their work the same way Eileen does. However, he wonders why there is sometimes hostility directed towards her.Nearly everyone at Lists Systems will be busy once the Black Boxes are installed. A recent incident involving hacking and data theft has led to the implementation of a new data security system. This system, called the "Black Box," will be installed on every PC in the company and will affect both the movement of data and access to sensitive files.

Came Macho, who has been working with Lists Systems for eight years, is involved in various projects related to client jobs and traffic management. She is also responsible for training and supporting the technical staff. Came is enthusiastic about spearheading the implementation of the new data security system because of her successful management of traffic flow in the past. She sees this as an opportunity to take on a critical and visible role.

Her responsibilities in the past will be similar to her new role, but the implementation of this new system will greatly impact List's service. The technology is different and the project's scope is larger. Came has a strong

record of implementing new hardware and software and is excited about leading this project for new business opportunities. However, she will face challenges from "people issues" due to this radical change. Some technical staff members believe this change is unnecessary, while staff artists worry it will hinder creativity. Came feels confident in handling the scheduling and transition aspects of the security system, but is worried about employees resisting the change and losing key creative staff to other agencies without such technology. When considering effective influence, different needs arise depending on the task at hand, making task-specific leadership crucial. Additionally, effective leadership depends on various influence variables, including identifying desired outcomes and considering follower needs. Apply these concepts learned in Chapter 6 to answer the following questions.

The text below has beenand unified:

Please post both case studies in the Assignment Drop Box as one MS Word document. Note that the template provided for case study papers should be used.

Organizational Bendable Ana Learners - Syllabus Page Y AT Lesson 4

Lesson 4 Learning Objectives:
1. Identify the causal variables in this situation.
2. Determine the intervening variables in this situation.
3. Recognize the outputs or potential output variables in this situation.
4. Understand the task at hand.
5. Identify areas where Cam would require assistance.
6. Determine where Cam's boss should focus their time.

After completing this Lesson, students should be able to:
- Diagram and explain the basic concept of the Situational Leadership@ Model.
- Define task and relationship behaviors.