A631.5.4.RB_StevensEric

                                                              A631.5.4.RB_StevensEric

When I look at the way the leadership has been changed in my view I often think about what my mentors have done for me in the past. I have always learned to take a little from each person and try and incorporate a little of what they were in my own leadership style. I have thought that I have been fairly successful at my own leadership style and never really thought about changing much.

What I have learned from this class is that I have used some of these techniques learned and not even known. But I can also say that I have not gone far enough in some of my leadership skills. The presentation asked if I have seen managers who have attempted to change an organization using the same techniques that to manage large projects as the administrator or executive. The skills used by the manager failed because he did not have very good interpersonal skills. He met resistance all along the way because of his take charge attitude which rubbed the other workers wrong. The workers did not respond to the attitude it’s my way or the highway. I observed the workers taking their time in carrying out the directions of the manager in an attempt to circumvent his wishes.

The end result of the project was that he was relieved of the assignment and the lead was given to someone that was already involved in the project. The new leader took a different approach by asking other team members what they think should be done to improve the conditions on the project. I immediately observed the productivity of the project and it was completed earlier than expected. The leader was praised by city leaders for doing such a great job on the project. He was promoted shortly after and has been known as the “golden child” ever since.

From my view point I think that one of the strongest qualities a leader needs to have is the ability to communicate and communicate openly. The Alpha mentality is quickly giving way to the compromise style of leadership which I think is needed to complete the project successfully. I have always said that when morale is high productivity is even higher. A happy worker is one who will do everything possible for the project to succeed. The leader of the future needs to practice patience in order to make the company successful. The ideal that you can wave a wand over a massive project and it be completed is near impossible.

A631.4.4.RB_SteveneEric

·         What do you see as some of the major benefits and drawbacks of self-managed teams?

·         Would you like to work within such a team?

·         What competencies would you need to develop to be an effective external manager of a self-managed work team?

I view the major benefits of the self-managed teams to one where each of the members of the team takes personal responsibility in the success of the team. The self-managed team has a vested interest in how well the team performs. The self-managed work teams can have some very close working relationships. Another major benefit from the work team is that flexibility the team has in making decisions that they may feel is critical at a certain juncture. This will allow the team to change rather quickly and not have to gain permission that can come too late for the change required.

Some of the major drawbacks that I see with self-managed teams is the idea that some of the team members may not feel that their ideas or considerations are being taken seriously. The team could have some in fighting which could affect the cohesion of the team and cause a disruption of the flow of work. The absence of a leader inside the team can also have some draw backs in the sense that the team may begin to shift focus and travel in an unattended direction which could cause more harm than good.

I believe that I would enjoy the idea of working in a self-managed team for the basis that I would be able to openly express certain ideas without the concern of going against the grain with managers. The thought of working with the team to accomplish a certain goal with many different ideas that can be bounced around is a great thought. The self-managed team can allow each of the members of the team to openly explore possible suggestions or ideas that may not be open under the traditional role of the organization. I agree that direction guidance should be implemented in any team but only at crucial times in the teams work.

The first competency that I feel a good external need to learn is patience. A good external leader needs to learn to sit back and allow the team to attempt to work out the minor issues. The leader should know when to step in and do so in a manner that is not abrasive which could cause conflicts between the leader and the team. The team can become opposed to any and all ideas that may be presented regardless of how valid the idea may be. This can be done out of spite. The leader also needs to learn when to back off of an idea even when they think they are right. The teams ideas may achieve the same result but take a different route to achieve these goals.   

A631.3.4.RB_StevensEric

On page 321 of your Brown textbook, you will find a passage called Feedback and Goals Improve Performance. Review the section and also search the Hunt Library for 3-5 additional resources on how feedback and goals relate to performance. You don't have to cite all of the resources as some may not relate to your reflection. As you are completing this exercise, refer to A631.3.5.CM.  In a well-written blog, describe your understanding of the importance of feedback and goals to performance. What are your thoughts regarding Brown's contention that there are generational differences in the amount of feedback desired by employees? How much feedback do you generally give and receive? Have you found that for you personally, having specific goals and receiving targeted feedback has led to more engagement, higher performance, or any other benefits (or drawbacks)? What are the implications of your reflection?

I looked at the passage in the Brown textbook and I immediately understood the information provided by Brown. I come from the Generation X which I was born in 1975. I can relate to the passage since I do not require frequent feedback from my supervisors. I am under the belief speaking from a personal note that I am satisfied with my own performance since I believe that I do the best job I can for my organization. However I will review the material provided in the Hunt library and see what other researchers may have found and what may be their findings.

I found an article addressing generational concerns in the workplace which broke down th differences in the workforce. The article addresses how managers can handle each of these generations successfully and they explain how each of these generations feels they should be addressed in the workplace. The author explains that conflict can develop between the generations since the veterans, and baby boomers can be at odds with the Gen X workforce. The conflict will definitely be observed with the Gen Y workforce who do not adapt to change very well. (http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/915973287) Hunt Library.

The next article that I researched addressed a problem that was identified by a councilwoman who said that she was disturbed at the difference between the seniors of the community versus the youth which she stated was the teens through the 30's in the city. The councilwoman wanted to bring in the Gen X and Y citizens to help run the government. The councilwoman thinks that involving the younger generations that it will ensure the survival of the community since the older generation are now making way for the future leaders of the community. (http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/394957693)

I think that i do have some concerns with the Generation Y in the regards that not everybody can be the leader. The ideal that you have to be the one to come up with the only idea can be disasterous. You do need leaders in the future but you will also need followers who will accept the decisions of their superiors and at times without question.

A631.2.5.RB_StevensEric

                                                               A631.2.5.RB_StevensEric

Once you have completed and turned in A631.2.4.LT, consider the process that you and your team went through in completing the Learning Team Charter. In a well-written reflection blog, answer the following questions:

1. What behaviors seemed to help your team successfully complete its task?
2. What factors inhibited decision-making or problem-solving?
3. How much time was spent on decision-making and problem-solving?
4. How was information shared among team members?
5. How did issues of authority or power affect the team?
6. How did collaboration and competition influence the outcome?
7. Did team members make process interventions?

When we were developing the team charter I noticed several different personalities emerge from this simple process. One person immediately stated that they were willing to submit the charter even after the first day. I then observed another competing almost reassuring personality where they would step up to the plate if needed. I then observed the easy going and kind of going with the flow personality who was there and wanted the rest of the team to know they were there for the ride. I then noticed a personality where they were late to the ball game and wanted to reassure the rest of the team that they would contribute but unfortunately they were not able to right now but will in the future.

I do not believe we experienced too many inhibitors during the team charter. The entire team took a stance that as long as the charter was submitted the team was happy. I think several days were spent overall deciding who was going to submit the charter but only after consultation. The information was shared via a group discussion board which I feel turned out well.  I don’t think issues of authority or power affect had much of an impact from the team. We agreed in the beginning that one individual would submit the charter and the rest of the team agreed without much objective on the method on how to proceed.

Collaboration played a huge role in the decision making process of the team. The team decided to get the job done through cooperation.  I did not see very much competition that influenced the outcome of this project. Each of the team members contributed in the process and ensured that this idea worked. The team pulled together to make the charter a success by actively engaging in their part of the project. Yes each team member did make process interventions during this portion of the course. Each team member gave individual input to succeed in the project.