25+ documents containing “Personal Conflict”.
Background
In this module, you will be assessing your own personal conflict style and considering the situations in which the style might be helpful, and when it might be less than optimal?or even dysfunctional. Begin by logging on to the website below and completing the Conflict-Management Style Survey. Be sure to read the accompanying material that follows the survey.
Required Reading
The Leadership Center At Washington State University. (n.d.) Conflict-Management Style. http://www.afc-ispi.org/Repository/Conflict-Management%20survey.pdf
(Note that you need to have Acrobat Reader to be able to "read" this document. Acrobat Reader is available for free download from www.Adobe.com.)
Assignment
When you are done, compose a 2- to 3-page essay that addresses the following questions:
What is your primary conflict management style? What is your least preferred style?
In what types of conflict is your primary style likely to be appropriate? In what types of conflict situations is it likely to be dysfunctional? Explain why.
What types of conflict situations are best handled by your lesser preferred styles?
What steps can you take to increase your use of your lesser preferred styles in situations where they would be most beneficial, and decrease the use of preferred styles when they are likely to be dysfunctional?
In this module, you will be assessing your own personal conflict style and considering the situations in which the style might be helpful, and when it might be less than optimal?or even dysfunctional. Begin by logging on to the website below and completing the Conflict-Management Style Survey. Be sure to read the accompanying material that follows the survey.
Required Reading
The Leadership Center At Washington State University. (n.d.) Conflict-Management Style. http://www.afc-ispi.org/Repository/Conflict-Management%20survey.pdf
(Note that you need to have Acrobat Reader to be able to "read" this document. Acrobat Reader is available for free download from www.Adobe.com.)
Assignment
When you are done, compose a 2- to 3-page essay that addresses the following questions:
?What is your primary conflict management style? What is your least preferred style?
?In what types of conflict is your primary style likely to be appropriate? In what types of conflict situations is it likely to be dysfunctional? Explain why.
?What types of conflict situations are best handled by your lesser preferred styles?
?What steps can you take to increase your use of your lesser preferred styles in situations where they would be most beneficial, and decrease the use of preferred styles when they are likely to be dysfunctional?
Keys to the Assignment
The key aspects of this assignment that should be covered in your paper include:
?Complete the assessment according to the guidelines and interpret the results.
?Include the actual instrument and results.
?Based on your results, explain how you could improve your conflict management behaviors and under what conditions.
?Based on your results, explain how improving your conflict managment behaviors might translate into actual behaviors at the workplace? And what might be the results of such an improvement?
Assignment Expectations
Your paper will be evaluated on the following points:
?Precision - Does the paper address the question(s) or task(s)?
?Breadth - Is the full breadth of the subject, i.e., the Keys to the Assignment, addressed?
?Depth - Does the paper address the topic in sufficient depth and include the background readings and other background resources as references?
?Critical thinking - Is the subject thought about critically, i.e., accurately, logically, relevantly, and precisely?
?Clarity - Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?
?Organization - Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?
?Referencing (citations and references) - Does the paper include citations and quotation marks where appropriate? Are the references from the background readings and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?
?Application - Are the concepts of the module appropriately applied to the subject?
Tips and Suggestions
Please note the following tips and suggestions:
?Include a cover page and reference page in addition to the 2?3 pages of analysis described above.
?Include headings for all papers longer than two pages (basically all papers), but do not use headings as "space fillers."
?Cite and reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and include citations for information that you have "borrowed" or paraphrased from other sources.
?Follow TUI Guidelines for well-written papers. (If you are unsure of what those guidelines are, see The Elements of a Well Written Paper).
Submit your analysis by the end of this module.
The Report
The finished paper should be approximately 4 pages and will consist of two parts.
Part I - Description and Analysis - In this section you should try to give some idea of the development and components of the conflict. The personal conflict analysis sheet attached to this assignment suggests some questions you might consider in trying to understand your conflict. Specific concerns in your report might include:
1. What is the nature of the conflict?
2. What perspectives, interests, goals, power factors, and conflict styles are evident in the conflict?
3. Describe the interaction between parties in the conflict. Why do parties interact as they do? What are consequences of their behavior patterns for the conflict?
4. How does the group manage the conflict? Is the conflict productive? Could the group do better?
Do not just list answers to these questions in your report. These are some of the issues you might address and I do not want a mechanical analysis. I want to be able to see that you understand the conflict.
1. Insight/Depth: A demonstration that you have a clear understanding of the nature of the conflict process in the group under observation.
2. Clarity: Could someone who intended to work in the group reach your report and understand the nature of the conflicts the group encounters?
3. Evidence: Do you provide evidence for your claims? You should draw on your observations to make your points and back them up with data and examples.
Part II. Intervention and Diagnosis - Here you would develop suggestions to help the group deal with the conflict more effectively. This section will consist of general goals or objectives for improving the group and specific, concrete suggestions for achieving your objectives. You must substantiate why your measures would work and are appropriate for the group
1. Insight: Have you identified important objectives and made recommendations that show a thorough understanding of the conflict? Are your recommendations adapted to the unique characteristics of the group?
2. Utility: Can the group actually implement the recommendations you have made?
3. Clarity: Is the section well-organized and clearly written?
General Considerations
In selecting your conflict use your imagination. You can study any dyad, group, or organization with from 2 to 1,000,000 members. The group may handle its conflict successfully, and you may want to study the reasons why it is a success. You should use several different data sources in compiling your reports; most good reports incorporate several points of view on the conflict. For example, if you observe an actual group, you might combine your own observations with interviews of group members. If you study a historical group, combine historical
Complete the Intercultural Conflict Style (ICS) Inventory (available on Mod 1 Handouts .
Score and interpret the inventory, based on the scoring guidelines available on and Hammer (2005).
(1) Describe and interpret your ICS, using Hammers (2005) model of conflict resolution style.
Be sure to include the communication style (quadrant) as well as the direct vs. indirect approach and emotional expressiveness vs. restraint.
(2) Analyze the potential strengths and limitations of your personal conflict style in working with clients from diverse cultural backgrounds.
DUE 3/27 9. A.M.
The Intercultural Con?ict Style Inventory:
A conceptual framework and measure of
intercultural con?ict resolution approaches
Mitchell R. Hammer
There are faxes for this order.
research project
what do managers do?
interviewing questionnaire
At least three different managers, preferably from three different organizations, should be interviewed for the purpose of this paper. The managers should have positions of as great authority as possible. Describe in the paper what their positions are, what their responses are to the questionnaire, how the three different managers compare in terms of their respective responses, and what you learned from doing the exercise. These papers will be discussed in class. ALL PAPERS SHALL BE TYPED!
Based on research managers have been shown to perform at least ten roles. Not every manager performs every role; not every role is equally important in each manager's job. There may be things managers do that are not included on this list. Indeed, there is an "Other" category for including those things which are not found in this exercise.
The object of this assignment is to provide an experience in which you can collect some information on what contributions managers make to achieving organizational goals. For purposes of this study, a manager is anyone whose job consists primarily of supervising other people in organizations.
Since so many of our students are using word processing to prepare their research papers, I strongly recommend students use the spelling checker option to reduce the number of spelling and typographical errors and the use of a Grammar Checker to check the grammar of all written work. Grammar and spelling will be a factor in the grade for all papers!
Instructions
1. Find three managers and conduct the interviews, using the attached form as a guide. Obtain numerical answers, using the scale provided, for all of the questions, and place their answers in the suggested summary sheet at the end of this outline. Determine:
a. Which are the most important roles-those which contribute to effective performance on the job?
b. Which are the most time-consuming?
c. Ask the manager to give an example of the role in question.
2. Discuss the results with the manager. Ask: Were there any roles that you had expected to be more (or less) important before the interview? Were there any roles where the time consumed seemed disproportionate to the importance of the role?
3. Take notes on the interview and bring them with you to class for reference in the class discussion when the project is considered.
4. You do not need to supply the name of the manager interviewed. We are only interested in developing a sample of managerial views of their job. The responses will be anonymous, and you should treat the interview as a confidential communication.
The ten roles and the typical activities involved in them are listed below, together with a space for you to list items that may be important but not provided for. For each role, enter the appropriate numbers based upon the following scale.
For the category "Importance", enter a number reflecting how important the role is to effective job performance for the manager. The scale of values for this category are: 1 = of no importance; 2 = of minimal importance; 3 = of some importance; 4 = of considerable importance; 5 = of very high importance.
The next category, "Time", describes how time-consuming the role is for the manager. The scale values for this category are: 1 = no time consumed; 2 = minimal time consumed; 3 = some time consumed; 4 = considerable time consumed; 5 = a very high amount of time consumed.
Finally, in the category "Example" briefly note an example of the job duties performed in fulfilling this role. Complete each of these categories for the three managers even if examples are difficult.
1. Acts as legal and symbolic head; performs obligatory social, ceremonial, or legal duties (retirement dinner, luncheon for employees, plant dedication, annual dinner dance, civic affairs, signs contract on behalf of firm etc.)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
2. Motivates, develops, and guides subordinates; staffing, training, and associated duties (management by objectives, provides challenging assignments, develops people, selects personnel, encourages subordinates, trains new employees)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
3. Maintains a network of contacts and information sources outside own group to obtain information and assistance (attends staff meetings, takes customer to lunch, attends professional meetings, meets with manager of department X, keeps abreast of upcoming design changes etc.).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
4. Seeks and obtains information to understand organization and environment. Acts as nerve center for organization (charts work flow, work-place meetings, audits expense control statements, reviews exception reports, reviews quotations, meets with production control)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
5. Transmits information to subordinates within own organizational area of responsibility (workplace meetings, disseminates results of meetings, transmits policy letters, briefs subordinates, sends out copies of information, posts schedules and forecasts).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
6. Transmits information to persons outside of organizational area of responsibility (works with product committee, prepares weekly status reports, participates in meetings, deals with customer's coordinator, field sales).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
7. Searches organization and its environment for "improvement projects" to change products, processes, procedures, and organization. Supervises design and implementation of change projects as well (cost reduction program, plant trip to X Division, changes forecasting system, brings in subcontract work to level work load, reorganizes department.
Importance ______ Time ______ Example ______________________
_________________________________________________________________
8. Takes corrective action in time of disturbance or crisis (handles union grievances, negotiates sales problems, redistributes work during "crash programs," handles customer complaints, resolves personal conflicts, assigns engineers to problem jobs).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
9. Allocates organizational resources by making or approving decisions. Scheduling, budgeting, planning, programming of subordinate's work, etc. (budgeting, program scheduling, assigns personnel, strategic planning, plans manpower load, sets objectives).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
10. Represents organization in negotiating of sales, labor, or other agreements. Represents department or group negotiating with other functions within the organization (negotiates with suppliers, assists in quoting on new work, negotiates with union, hires, resolves jurisdictional dispute with department X, negotiates sales contract)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
11. Other:
Importance ______ Time ______ Example ______________________
_________________________________________________________________
The Mintzberg roles are given - though not labeled - on the questionnaire in the following order:
Interpersonal Roles Information Roles Decisional Roles
1. Figurehead 4. Monitor 7. Entrepreneur
2. Leader ("Nerve Center" 8. Disturbance
3. Liaison in Mintzberg) Handler
5. Disseminator 9. Resource Allocator
6. Spokesperson 10. Negotiator
In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management functions. Do this by function rather than by manager, i.e., compare all three managers' responses functionally. Use the examples they gave you to document your conclusions. Discuss any differences and the "other" category. Original methods of interpreting and analyzing your data are encouraged.
Summarize the report in terms of why you believe the managers agreed and disagreed on the importance rating and time consumed for the functions discussed. Be prepared to discuss your results in class.
Please use the following suggested Report Format for summarizing your interviews. Please average the importance and time categories for your three managers. This will provide an index of the most important and time consuming functions as well as giving an overall importance/time indicator.
report format
importance rating and time consumed
for managers interviewed by function
(i = importance rating
t = time consumed)
Functional
Average Avg. Ratio
Role Manager A Manager B Manager C Importance Time I / T
Interpersonal Roles
Figurehead I T I T I T AVG. AVG. I / T
Leader I T I T I T AVG. AVG. I / T
Liaison I T I T I T AVG. AVG. I / T
Interpersonal Role
Averages I T I T I T AVG. AVG. I / T
INFORMATIONAL ROLE
Monitor I T I T I T AVG. AVG. I / T
Disseminator I T I T I T AVG. AVG. I / T
Spokesman I T I T I T AVG. AVG. I / T
Informational Role
Averages I T I T I T AVG. AVG. I / T
decisional role
Functional
Average Avg. Ratio
Role Manager A Manager B Manager C Importance Time I / T
Entrepreneur I T I T I T AVG. AVG. I / T
Disturbance Handler I T I T I T AVG. AVG. I / T
Resource Allocator I T I T I T AVG. AVG. I / T
Negotiator I T I T I T AVG. AVG. I / T
Decisional Role
Averages I T I T I T AVG. AVG. I / T
Total Average I T I T I T AVG. AVG. I / T
Manager I / T Ratio I / T I / T 1 /T
In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management roles and functions. Use the examples they gave you to document your conclusions. All papers will include a research report as detailed above. Discuss any differences and utilize the "other" category. Do not simply itemize each manager. It is ESSENTIAL to compare and contrast all three managers functionally by incorporating the overall findings from your research report. What is required here is critical comparative thinking. Use the I / T ratio to compare the managers in terms of the importance they give to an individual function and the time they actually spend doing it.
Summarize the report in terms of why you believe the managers agreed and disagreed on the importance rating and time consumed for the functions discussed. Draw conclusions as to why the managers reached the judgments they did. Be prepared to discuss your results in class.
Leane Drazka
MGMT_605-F01-SU03
Organizational Behavior
Dr. Stephen W. Hartman
Summer, 2003
Research Project
What Do Managers Do?
Table of Contents
INTRODUCTION 3
INTERPERSONAL ROLE 4
INFORMATIONAL ROLE 5
DECISIONAL ROLE 7
CONCLUSION 9
APPENDIX A - SURVEY DATA 11
Introduction
The topic of ?What Do Managers Do?? is of particular interest to me, since I am also a manager. It was fascinating to talk to other managers and hear their perspective on what it takes to be a manager. In addition to the managers I interviewed, I also completed the questionnaire. I was then able to compare what other managers do to what I do.
For this research, I interviewed three managers from three different companies and added myself as a fourth interviewee. Tracy is a Quality Assurance Manager for a large software manufacturing company; Suzanne is a Training Manager for a franchised software training company; John is a programming manager for a software consulting company; and I am a Manager of Design and Training at a software development company. All of the positions are comparable in level and all are in the software industry.
I used the questionnaire that was provided. It is based on Henry Mintzberg?s Roles of a Manager and is broken down into three main roles: Interpersonal, Informational and Decisional. These three main roles have been broken down into eleven roles, including one role called ?Other.? The ?other? category includes all those things that the first ten did not cover. For this research, I was looking to determine answers to the following three questions:
? Which are the most important roles that contribute to effective performance on the job?
? Which are the most time-consuming?
? What are some examples of the roles in question?
The questionnaire consists of two categories for the interviewee to rate: Importance and Time. The importance of the function, i.e.-how important the role is to effective job performance for the manager, is rated on a scale of 1 to 5. For this scale, 1 means ?not important? and 5 means ?very high importance?. Then, how time-consuming the role is for the manager is also rated on a scale of 1 to 5. The scale for this category is defined as 1 meaning ?no time is consumed? and 5 meaning ?a very high amount of time is consumed.? The ratio of Importance to Time is used to calculate the I/T Ratio.
Finally, the managers interviewed were asked to give an example to briefly describe the job duties performed in fulfilling each role. The results of the interviews are summarized below with the data and calculations following at the end.
Interpersonal Role
There are three functions defined in the Interpersonal Roles Category: Figurehead, Leader, and Liaison.
The Figurehead role was of no importance to all of the interviewed managers. All of the managers interviewed were active in the software industry. Because they were primarily responsible for day-to-day operations in a technical field, they all agreed that acting as legal and symbolic head, and performing ceremonial, social, and legal duties is not part of their daily jobs. Therefore, all of the interviewees also said that no time was spent on this role. The average importance was 1.0 and the managers averaged 1.0 on the time spent. The functional IT ratio was 1.0 for the Figurehead role.
Tracy, Suzanne, and I rated the Leader function with the highest importance, a 5. Only John rated this function slightly lower with a 4. The interviewed managers all felt that motivating, developing and guiding subordinates is an important part of their job. Some of the examples given were guiding their team to develop their skills, developing guidelines, processing issues, and providing a variety of tasks to maintain interest. The time spent was also rated very high with three 5?s and one 4. Both the average importance and the average time spent was the highest average on the survey: 4.75 for both. The functional IT ratio was 1.0.
The results for the Liaison function varied for each of the managers. As a liaison, the manager maintains information links and contacts outside of their immediate groups. John gave the importance rating a 5, while the rest of the managers gave it a 4. John tends to deal more with the clients, making decisions about the priority of the software being developed. He felt that since these relationships determined the workflow of his team, this is one of the most important parts of his job. The other managers have more of a support role and utilize relationships outside of their department for assistance and teamwork purposes. The average importance was still relatively high at 4.25. Time spent was slightly lower, receiving two 4?s and two 3?s. Average time spent was a 3.5. The IT ratio for the Liaison function was a 1.21.
Overall, the Interpersonal Role received average importance and time spent from all four managers. Since the Figurehead function was considered non-existent for all the managers, the average scores for this role decreased. If we analyzed the Interpersonal Role without the Figurehead function, the scores would have been much higher. However, all three functions make up this role, so all four managers scored a 3.33 for average importance and a 2.67, 3.00, 3.33, and 3.33 for time spent. The average importance across all the managers for this role was 3.33. The average time spent for all the managers was 3.08. Thereby, the IT ratio for the Interpersonal Role was 1.08.
Informational Role
The Informational Role is comprised of three functions: Monitor, Disseminator, and Spokesperson.
In the Monitor function, the manager seeks and receives information, scans periodicals and reports, and maintains personal contacts to understand the organization and environment. This function received average ratings from most of the managers. Suzanne, Tracy, and I gave the importance a 3. John, however, gave it a 4. Again, since John?s position guides his team?s workload more than the other managers (they receive their workload from other departments), he felt the monitor function was important. The other managers gave it an average rating as they felt it was an important part of their jobs, but not the most important part. The average important for this function was a 3.25. Appropriately, the time spent on this function also received an average rating. Most of the managers gave the Monitor function a 3 for time spent. Suzanne rated it slightly lower. She gave it a 2. The average time spent on this function was 2.75. The IT ratio was a 1.18.
Another fairly important function, as rated by these managers, is the Disseminator role. The Disseminator transmits information to subordinates within their own organizational area of responsibility. Most of the managers said they were responsible for creating the schedules for their team members, holding team meetings, and updating them on any organizational/departmental changes. This role received two 5s (from me and Suzanne), one 4 (from Tracy) and one 3 (from John). John rated this lower than the other managers because he has project managers that work for him who hold the meetings and schedule the resources. The other managers all handle this work themselves. The average importance of this function was 4.25. Again, the time spent on this function was appropriate based on its importance. Time spent received a 5 from Suzanne, a 4 from Tracy and me, and a 3 from John. Suzanne stated that the majority of her job was creating class schedules and assigning instructors to the appropriate classes. The average rating for time spent was a 3.75. The IT ratio was 1.13.
The last function in the Information Role is the Spokesperson function. The Spokesperson transmits information to persons outside of the organizational area of responsibility. For the most part, this function received slightly higher than average ratings for importance. It received three 4s and one 3, for an average importance rating of 3.75. Some of the examples cited were confirming details with clients and having project meetings across teams. However, the managers all spent minimal time in this function. This function received a 2 from everyone. Therefore, the average rating for time spent was 2.0. Even though this was a fairly important function, it did not take these managers much time to accomplish the necessary tasks. The IT ratio for the Spokesperson function was 1.88.
The importance rating for the Information Role was the highest on this survey. I gave this role the highest importance rating, with an average of 4.0. For me, communication is one of the essential parts of my position. Tracy and Suzanne also gave this role the highest importance on the survey, with an average of 3.67. John also had an average of 3.67, but this was not his highest scoring role for importance. Overall, the average importance for this role was 3.75. The time spent on this role, however, was lower than that of the interpersonal role. The overall rating for time spent was 2.83 for the informational role as compared to 3.17 for the interpersonal role. The average IT ratio was 1.32 because while this role is important, it does not take much time.
Decisional Role
The Decisional Role consists of four functions: Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.
The Entrepreneur searches the organization and its environment for ?improvement projects? to change products, processes, procedures, and organization. This function?s importance received one 4, two 3s, and one 2 from the managers interviewed. Some of the examples given for this function were Y2K initiative, creation of a classes at risk report, and the creation of a new departmental website. The average importance was a 3.0. The average time spent was 2.75. The time spent rating from each of the managers correlated almost exactly to the importance. Only Suzanne gave a lower time spent rating than importance. The average IT ratio was a 1.09.
As a Disturbance Handler, the manager takes corrective action in time of disturbance or crisis. Personnel issues were the common theme in the examples given for this function. The ratings for importance of the disturbance handler function were all over the board. They ranged from 2 to 5. The average importance was a 3.25. Again, time spent was in exact proportion to the importance. The average time spent was a 3.25. The average IT ratio was a 1.0. Obviously, these managers were spending the appropriate time for this type of function.
A Resource Allocator makes or approves decisions to allocate organizational resources. This may include scheduling, budgeting, planning, or programming subordinates work. Most of the managers gave this an average importance rating of 3.0. John once again gave a higher rating of 4.0. In speaking to each of the managers, I found that all of the managers scheduled resources, but only John had direct control over budget information. The other managers were able to make suggestions about budget, but the final decision came from higher up in the organization. Time spent received a 3 from most of the managers. Oddly, John gave the time spent on this function a lower rating of 2.0. He felt this function was of great importance, but it did not require much of his time. The average importance was 3.25, but the average time spent was only 2.75. The IT ratio for this function was 1.18.
The last defined function is the Negotiator. This function received two 1s, one 2, and one 3 for importance. The highest rating came from John, the manager that also rated the liaison as one of the highest in importance. As he is often involved with other departments, he must negotiate time frames, scope of projects, and the deliverables involved. Suzanne gave the function a 2 because she felt that she negotiated with her subordinates when it came to ?prep days? or non-teaching days. Tracy and I both gave this a 1 because we do not handle any negotiations. The average importance was a 1.75. For time spent, the ratings were very similar. The average time spent was a 2.0. The IT ratio was .88. This was the only function with an IT ratio lower than 1.0 since John rated the importance as a 3, but he rated time spent as a 4. Perhaps he spends more time on this function than he would like.
Both the importance and time spent on the Decisional Role was the lowest average on the survey. The average importance for all of the functions in the decisional role was 2.81 and the average time spent was 2.69. John gave this role the highest importance on the survey and the most amount of time spent. Again, in John?s position, he negotiates more, handles customer complaints, assigns issues, etc. more than the other managers. Therefore, it seems appropriate that he gave this role the highest rating. Overall, the IT ratio was 1.05 for the Decisional Role.
Conclusion
Appendix A contains the actual survey data collected from the managers interviewed. The only instance where too much time seemed to be spent on a function was in the Negotiator role. Otherwise, the IT ratios were fairly close to 1.0. This clearly shows that these managers manage their own time well and spend more time on the more important functions. The overall Total functional IT Ratio was 1.13.
Appendix B summarizes the functions by average importance. Overall, the Leader function was rated the highest (4.75) among all the managers. The Liaison and the Disseminator were tied for second (4.25) and the Spokesperson came in third (3.75). Interestingly, the third function in the Interpersonal role, the Figurehead, rated of no importance to any of the managers. Tracy, Suzanne, and I all rated the Leader position highest in importance on the survey. Motivating, developing, and guiding subordinates is a major part of every good manager?s job. It is no surprise that this was the highest rated function. Because the Figurehead was not of importance to these managers, the Information Role ranked the highest overall in importance. This role received a 3.75 in importance as compared to a 3.33 for the Interpersonal role and a 2.81 for the Decisional role.
The functions are summarized by Average Time Spent in Appendix C. Appropriately, the Leader, Liaison, and Disseminator role were the three most time consuming functions. It was interesting to see the Spokesperson function (number four on the importance chart) appeared to take less time (2.0) and ranked number eight in average time spent. The fourth position was held by the Disturbance Handler, which ranked sixth in importance. This time, the Interpersonal Roles rated highest in Average Time Spent, with a 3.08 rating. The Information Role?s average was a 2.83 and the Decisional Role?s average was a 2.69. John spent the majority of his time in the Decisional Role, but the other managers spent the majority of their time in the Interpersonal Role.
Appendix D summarizes the functions by average functional IT ratio. The highest IT ratio was for the Spokesperson function with a 1.88. This means that this function is relatively important, but these managers spend less time on the function. The lowest IT ratio was for the Negotiator function with a 0.88. This function receives more time than appropriate based on the importance ranked by these managers. Overall, the Decisional and Interpersonal Roles received an IT ratio of 1.05 and the Information Role received a 1.32.
Each manager scored a slightly different IT ratio, but all were close. Tracy?s IT ratio was 1.15; Suzanne?s IT ratio was 1.14; John?s IT ratio was 1.16; and my IT ratio was 1.11. Even with the different job positions, responsibility levels, and personalities of the managers, it seems very clear that they have good Time Management Skills and are spending the appropriate time on the important functions.
Appendix A - Survey Data
Sunflower seems like it had a corporate culture that was neither sunny nor floral. Actually, it sounds like a pretty nasty place to work. And then they changed.
Please read the article below. What do you think? Describe the changes made at Sunflower and tell if they reflect the kind of cultural leadership you would use.
Please write three pages.
Using the power of corporate culture to achieve results: A case study of sunflower electric power corporation
Management Quarterly; Washington; Summer 2001; Justin W Schulz; L Christian Hauck; Rita M Hauck;
Abstract:
An in-depth analysis of the attempt by Sunflower Electric Power Corporation, a generation and transmission cooperative, to change the culture of the organization from the top down. Sunflower was the first of several G&Ts to default on senior debt obligations. In 1988, the morale of Sunflower people was at an all-time low, as they faced an uncertain future with a debt structure thought by many to be only a temporary fix, with local newspapers leveling charges of mismanagement and corruption. At the core of Sunflower's change in approach was the deliberate redevelopment of its corporate culture. For Sunflower, the whole, its people and culture, would become more than the sum of the parts.
Sunflower Electric Power Corporation was the first of several generation and transmission cooperatives (G&Ts) to default on senior debt obligations. Sunflower was driven to renegotiate its financial obligations with its creditors, including the Rural Electrification Administration, the National Rural Utilities Cooperative Finance Corporation, and the Bank for Cooperatives. The debt restructuring agreement was signed just days before CEO, Chris Hauck, was hired in 1988. Sunflower and its eight members faced a plummeting local economy, doubledigit interest rates, and the problem of what to do with their brand-new $500 million coal-fired Holcomb power plant, loaded with expensive cutting-edge pollution control equipment and sized to meet an anticipated booming demand for energy that, even today, has not fully materialized. In 1988, the morale of Sunflower people was at an all-time low, as they faced an uncertain future with a debt structure thought by many to be only a temporary fix, with local newspapers leveling charges of mismanagement and corruption. In those days, some employees even feared cashing their paychecks in their local communities, as they felt they were blamed for the bad situation. This article summarizes the dramatic story of Sunflower's fresh approach to "business as usual."
At the core of Sunflower's change in approach was the deliberate redevelopment of its corporate culture. For Sunflower, the whole, its people and culture, would become more than the sum of the parts. In reflecting on Sunflower's development from the late 80s into the 21st century, the management team identified three key elements that made the transformation possible. First, many midmanagers were ready for a change and they knew it had to be deep, not superficial. Second, the Sunflower Board of Directors brought in a new CEO committed to breaking down organizational walls between work units as well as opening up decision processes to encourage participation from everyone. Third, the new CEO brought in an organizational consulting team to help develop the processes that would make Sunflower a more effective organization.
THE COMPELLING EVENT
When he joined Sunflower, Hauck discovered that his predecessor had enforced an intense command-and-control culture that encouraged managers to fight over and protect turf. Power was used to advance the self-interests of this previous CEO and some managers who followed his lead. Other Sunflower managers were stifled in their efforts to do their jobs properly. Concerns about the financial condition, and questions of mismanagement, resulted in an investigation by the Kansas Corporation Commission and the Commission's support for the dismissal of the incumbent CEO.
Hauck's prior employment experiences had taught him what he did not want in a job or a company. From his past employment in senior positions, Hauck had seen bosses and work environments that no one should tolerate. He knew that as the new CEO he wanted to create an environment in which people would thrive, not just survive.
Shortly after his arrival, the new CEO had to deal with the residual effects of the previous management style. One of his senior executives was a particularly abusive manager. The manager frequently engaged in the practice of berating one supervisor until the man became physically sick. This supervisor and his group were so fearful of the executive and his predictable reaction to any mistakes they might make that they avoided taking the reasonable business risks that were necessary for them to succeed. Their work performance was dismal. Hauck dismissed the executive and made clear to all employees that he counted on them to use their judgment, including taking thoughtful risks. As the group came to believe that it really was part of their "job description" to risk reasonable mistakes, their performance improved dramatically, and these improvements led to significant, and much needed, rate reductions.
Dismissing the abusive manager and setting a different tone set the stage for building a better work climate, but there was more to do. Hauck found that Sunflower's entire executive management was seriously misaligned. The misalignment was evident in the conflicts over decisions, recurring turf issues, and the withholding of information by managers. To help address these problems, Hauck, with the support of the senior staff, began looking for a consulting firm with the expertise to help the company better align its management. Eventually, Sunflower developed a sound, long-term relationship with a Denver-based firm, Applied Behavioral Sciences, PC. This marked a new direction in how Sunflower would conduct business.
REDEFINING THE PROBLEM
Hauck initially defined the management difficulties as "people problems" that would go away if individuals could just be given the right psychological assistance to help them "fix" their personal shortcomings. But Sunflower's new consultants, Drs. Justin Schulz and Tom Traynor, emphasized that organizational development isn't just a matter of changing individuals. Rather, they explained the importance of interviewing the entire executive and senior management group, along with conducting an assessment of the company as a whole, in order to have an understanding of the organizational environment and to grasp how effectively it functioned in decisionmaking, communication, and utilization of human capital. The consultants explained that to attack the most aggravating symptoms, such as "misalignment" and "dysfunctional behavior," without an understanding of what triggers and perpetuates them can lead to changes that make the problems worse, rather than better. Schulz and Traynor interviewed the entire Sunflower management team and administered an objective behavior survey throughout the company. A week later, they met with the Sunflower executives to report the results, and, as one may have suspected, there was much more to the story than the executives had grasped.
While there had been a recent improvement in the overall climate, there were still significant deficiencies. Simple rejection of problematic practices of the past had not created a new organization. While the practices of the old regime had been renounced, people were not clear on what to do instead. The work environment did not include any new coherent cultural values or norms of expected behavior. Rejection of the old practices had created a vacuum. While operating in this vacuum, managers still engaged in unproductive conflict and withheld information, micromanaged staff, and blamed others.
In spite of Hauck's desire to create open, honest work relationships, an overall lack of trust prevailed, especially between work units. Many people expressed frustration at not being able to have more latitude in how they did work, as well as at the lack of progress in creating an emotionally safe and open work environment.
One thorny issue was the behavior of a particular supervisor. Although highly regarded for his knowledge and experience, the supervisor's behavior had triggered numerous complaints about his combative, and disrespectful manner. If the company managers were going to "talk the talk" about having a better work environment, something would have to be done. But what?
THE CEO's DILEMMA
Hauck had approached the management alignment problems as a problem with "them." The assessment of how the organization was functioning, as done by Schulz and Traynor made it clear that the problem was with "us," that is, the entire company. Addressing the perceived shortcomings of individual managers might provide some temporary improvements in specific cases, but the benefit would have little impact on the larger functional problems that involved the entire company. Creating a healthier, more effective company would require an entirely new approach by management.
Hauck realized that to create the kind of company he envisioned, he would have to give up control in exchange for leadership. This posed a serious dilemma when he considered his own business skill set. In all of his professional life, he had come to understand that the role of executives was to be in charge - to "make things happen." The last thing a real executive did was to give up control - especially in the tradition-bound electric utility industry where being in control was the way utilities were always run.
With consultation from Schulz and Traynor, Hauck redefined his job. The concept of servant leadership struck a sympathetic chord with Hauck and his personal belief system. As a servant leader, Hauck saw that he, and all of the Sunflower executives, were accountable to Sunflower as stewards in a much larger community. Hauck, and his executive team, began to approach their jobs as being responsible for managing the assets of their members and helping employees do their jobs. Since their jobs were now to help people get their work done, they could devote their efforts to supporting staff rather than managing them.
Hauck also realized that to effectively lead the entire team to accept the concept of servant leadership, he would have to lead by example. Acting on his belief that this was the right direction, Hauck laid out a new ground rule for doing business-- from now on, everyone in Sunflower was to hold him accountable to act consistently with his stated values, and if anyone disagreed with his decisions, they were to confront him directly.
Reflecting on their collective responsibility, the executive team identified a core value that would be the overriding principle for how Sunflower would conduct its business: Above all else, people are to be treated with dignity and respect. In the following years, this principle would prove to be a true benchmark for guiding actions that Sunflower could rely on time-after-time.
IT TAKES A MANAGEMENT TEAM
To DEVELOP A COMPANY
At this point, Schulz and Traynor began coaching the executive group on leadership practices that would demonstrate a commitment to treating people with respect and dignity and, at the same time, increase accountability. In the course of this phase, the executive group determined that they needed to be more proactive in addressing problematic behavior on the part of managers or supervisors. After more thorough consideration of the problems they were having with a key manager, they determined that, in fact, part of the problem was a mismatch between the manager's personality and style and what they were expecting him to do. They had put the wrong person in the position. Rather than trying to "fix" the manager, they decided to rotate him to a demanding senior staff position that would capitalize on his considerable technical talents, while changing the interpersonal dynamics of his work to better suit his interpersonal style.
Moving the manager meant finding a replacement for a key position. The executive team decided to promote a supervisor whose interpersonal style seemed more in line with the environment they wanted to nurture. Using the personnel change to shake up "the old way of doing things" and implement cultural change, Hauck's team wanted to unleash the potential of people that was not being tapped.
Hauck's vision involved an organization where people, at all ranks and in all positions, took initiatives without fear of reprisal. Leadership was not to be top-down, but a responsibility shared by everyone. To introduce the operational managers and supervisors to a new way of looking at running the business, Schulz and Traynor designed a four-day leadership development program for all Power Production and Transmission (Operations) management - thirtyfive managers and supervisors. Not until the fourth day of the program would Hauck and his executive group participate. On that last day of the program, the participants would share what they had learned and devise a plan for implementing new practices.
This program did not resemble training, as everyone knew it in the past, but was a bold test of the executive group's belief that leadership could come from all ranks. The program, The Spirit of Leadership, was convened at an executive conference center 250 miles away from Sun flo we r's center of operations. With all operational managers at the program , Operations' functions would be the total responsibility of line staff for that week. If the most vital operations could be managed on a day-to-day basis without management, both the line staff and the management staff would have to rethink their roles and business operations. And rethink it they did, beyond anyone's expectations.
This management leadership program became a watershed event for Sunflower. The goal had been to promote a more open, participative style and to put an end to the turf battles and micromanagement that had stifled employees. By the third day, the operations supervisors and managers had "caught the fever" and had changed the workshop agenda. The management group started to become a cohesive team, and as a team they set as their highest priority the task of creating a set of principles for guiding their daily actions. When Hauck and his executive group joined the participants on the last day, they encountered a more cohesive management team with a new set of practices for conducting the business-their Management Commitment Statement. The management team had drawn a line in the sand; a standard for their accountability (See page 9 for a copy of the statement).
A follow-up assessment by Schulz and Traynor revealed that change had begun, but there was more work ahead, especially in one unit. The most noticeable improvements had occurred among managers and supervisors. For example, line employees noted that the management group was being much more cooperative with one another, but this had not extended to substantial improvements in the working relationships between managers and supervisors. Line employees believed that they were listened to more and that their input was solicited, but they were unable to tell whether their input made much difference. Line employees also perceived that this newfound enthusiasm for openness, respect, and dignity was driven entirely by the CEO and was not widely embraced among the executive team or among the broader senior management group. Sunflower now had to take the next step to extend these changes.
The next phase of development was targeted at expanding the increased cooperation and improved communication vertically. This phase included training for line personnel, first-line supervisors and ongoing process consultation for the Operations Managers. Individuals were given training in conflict resolution, and learned strategies for working with others. By April of 1993, the anticipated changes were beginning to take hold. Six months before, many employees had stated, in effect, that "nothing really changes, they just paid lip service." Now, the complaints were aimed at the small number of managers and supervisors who were still not acting to give employees more say in managing their work. At the same time, it was apparent that there was conflict within the executive team, including very sensitive interpersonal conflicts. These conflicts were not getting addressed, much less resolved. An underlying "hot" issue that continued to impede the executive group's development was Hauck's own management style. While endorsing a more open, participative work climate, his fellow executives often felt intimidated and unable to confront him when they had serious differences of opinion. The realization that the executive group was not yet a team brought home to Hauck that change really would have to begin at the top. The realization of the development needs of the executive group led to the next phase in Sunflower's development - process consultation with the executives.
PROCESS CONSULTATION WITH THE
EXECUTIVES
Unfortunately, after much initial progress, development not only stalled, but a reassessment revealed that some units had actually regressed.
Some of this was due to Sunflower's vulnerability as a "single-- shaft" G&T with all of its base-load requirements produced at Sunflower's coal-fired Holcomb Station. The Power Production Manager felt significant pressure to keep Holcomb Station running with on-line availability expected at higher-than-average industry performance. The fear of "The Big Mistake" among Operations people seemed to contribute to an erosion of Sunflower's reputation for exceptional productivity rates. But most of the regression in performance seemed directly related to the avoidance of conflict among management.
After experiencing the satisfaction of being a more cohesive team, the management group found itself unable to address conflict openly and productively. As a consequence, accountability, as well as decisionmaking, deteriorated. Out of frustration, some line supervisors reverted to the old, abusive practices that had been displaced. Employees complained of feeling less empowered and resentful when people were not held accountable for living by The Management Commitment Statement.
Closer inquiry into the difficulty revealed that the accountability demanded by a more open, participative management practice was triggering significant personal conflicts for some managers and executives. Under the old commandand-control regime, many had been able to let someone else (i.e., "the boss") apply the heavy hand of telling people what to do; supervisors could sidestep feeling responsible for decisions as they implemented these directives knowing that they were just doing what they were told. However a more open process, based upon full sharing of information, weighing ideas by their merits and following through on commitments required a higher level of personal responsibility than most had been used to. A more open, participative management style now meant that everyone was responsible for holding each other accountable; a responsibility that made several key people extremely uncomfortable.
Additionally, some executives perceived that Hauck moved so quickly with new ideas that they did not have enough time to absorb them, or that he did not commit sufficient time to important considerations. As well as the personal style differences among Hauck and his executives further compounded the problem, as these differences generated communication conflicts that led them to question each others' motives. They were not sure how much to trust each other. The focus now had to be on building a greater degree of trust among executives and managers.
Because the changes that had been implemented had created personal developmental conflicts with several key people, individual executive coaching was added to the process consultation that Schulz and Traynor were providing to the executives as a group. This individual coaching helped these managers establish personal development plans to complement the work that the management and executive teams were doing on resolving their interpersonal differences.
During this phase, the executive group began to address their real perceptions of, and feelings toward, one another. In the process, they became much better listeners, "Seeking first to understand before seeking to be understood." They made the transition from being an executive team in name to becoming an executive team in fact. They also began to openly discuss how their own styles and ways of dealing with people and anxiety-provoking issues undermined the changes they were trying to bring about.
The Power Production managers and supervisors and the Vice President of Administration were soon given an opportunity to test their new skills when implementing a "no facial hair" policy for personnel whose jobs required the possible use of respirators as part of their fire fighting gear. In the past, a policy would have been announced, and if people did not like it, they would have been given a hostile reply of "Tough." But now, that employee input was sought and considered, making management apprehensive about how to implement a necessary policy that they knew would provoke intense criticism from employees very attached to their beards. The emotional attachment some employees had to their facial hair threatened to turn this seemingly minor policy into a major source of resentment.
The time spent developing themselves as a management team had paid off, as they tackled this thorny issue. As apprehensive as some were about the flak they expected to receive from some employees, as a team they were better able to use each other's ideas, collaborate and prepare the implementation of the policy. To avoid having the announcement be impersonal, they decided that the Power Production Manager would announce the new fire fighting gear policy at an all-hands meeting, rather than by written communication. That Manager felt confident that his managers, who had helped craft the implementation strategy, were fully supportive. As expected, there was some resistance to the policy. But the support he had from his managers made it easier for the Power Production Manager to announce the policy, listen to complaints without being defensive, acknowledge the anger that some might feel, and make clear that the policy must be implemented. Although there was some grumbling, it faded as people accepted the policy.
Hauck also began noticing a change in the relationship of the executive team and senior managers with Sunflower's Board of Directors. As he noted, "We're talking more with the Board, now, rather than to the Board." Addressing the interpersonal issues within the executive team was, at times, uncomfortable, but it enabled them to create the kind of team they wanted. Decision making was more efficient, they were quicker to voice concerns or differences of opinion, they spent more time inquiring about one another's ideas and perceptions, and they had a better appreciation of their individual differences, needs, and perceptions. The executive team now had a shared vision: It was not just one CEO's vision; it was the executive team's vision, shared and supported by all on the team.
In the course of its develop-ment, Schulz and Traynor helped the Executive team see that they were evolving toward a specific type of organizational culture, one known as a Competence Culture. The essence of a Competence Culture is that it constantly pursues new frontiers; it is driven to excellence in new ideas and innovation. Effective leaders in Competence Cultures are visionaries and standard setters, challenging themselves and others to seek new achievements. In the Competence Culture, ideas are judged only by their merit. Anyone can come up with a "best idea." In contrast, in the Control Culture, the culture more commonly found in the utility industry, seniority and conservatism prevail in judging ideas; ideas from juniors in the organization must be carefully checked by those higher up to assure that they do not introduce risk or too much change. Status in Control Cultures comes from your position in the organizational hierarchy, not from the quality of ideas.
Having this clearly defined core culture as their goal, management now had a systematic way of thinking about their culture and the leadership practices that best suited the needs of Sunflower. Complex planning activities, such as outage planning or restarting a mothballed unit, are driven by those who have essential knowledge or insights about the issues, rather than by those who control turf. This leads to a high degree of information exchange with a common understanding of the critical issues. Because of the openness of the process and focus on best ideas, all those involved feel ownership for the decisions. The value of Sunflower's deliberate development of its core culture and leadership practices has been demonstrated time-and-again as decisions become increasingly complex, require a more thorough understanding of the issues, and require quicker reactions.
THE WORK CONTINUES
For Sunflower, organizational and leadership development are not events, but an essential part of the ongoing business. Because of its own commitment to developing as a leadership team, the Executive Team has become a cohesive, aligned group. Differences in ideas are not just expressed - they are thoroughly explored until there is a clear agreement on how to proceed. Ultimately, each idea is measured by how well it serves Sunflower and its stakeholders, and differences in psychological styles are seen as strengths, because the executive team relies on the different styles of its members to complement one another.
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For the year 2001 and beyond, the development plan is to further extend the circle of leadership in Sunflower beyond those in managerial and executive positions. To advance this development, Schulz and Traynor meet regularly with employees from both the supervisory and line ranks to improve significant work processes.
As Sunflower moves ahead, the Executive Team is beginning to identify leadership for the future as they plan for developing succeeding generations of leaders in the company.
THE RETURN ON INVESTMENT
Contrary to predictions in the late 1980s, Sunflower not only survived, but thrived. Today Sunflower employees flourish in an environment of trust and synergistic interdependence. Sunflower enjoys an exemplary reputation as a caring and productive community citizen, and, within the electric utility business, as an example of excellence in achievement in virtually every measurable operating parameter, including rate decreases to members over the period amounting to 34%, an 89% increase in megawatt-hour sales, generation performance that greatly exceeds industry statistical norms in availability, and in recording significant productivity gains.
An intended and important success of Sunflower's process has been the ability to approach important decisions confidently and efficiently. One important decision of the last decade was whether to reactivate Sunflower's mothballed 100 MW gas-steam generating unit, and if so, how to most efficiently deploy it in the power markets. The decision-making process that was used involved the participation of virtually all of senior management meeting together for a free exchange of ideas and strategies. The participants unanimously acclaimed the meeting as an incredible display of the synergy, which the team had acquired from the on-going management development efforts. Their collaboration produced rewards and opportunities beyond the wildest dreams of the group, providing the cornerstone of a business arrangement that led to more than an $8 million annual reduction in Sunflower's rates.
Sunflower pays attention to its culture and values. The benefit is not only to Sunflower as a company, it is also to its employees and their families. Family members have reported that the employees' experiences with cultural transformation have brought a significant improvement in the overall quality of their family relationships and quality of life. In several cases, an employee's spouse has reported that the employee's personal growth from on-the-job interpersonal skill development had carried over into their marriage, enabling their family to stay together.
IMPLICATIONS FOR OTHER
COOPERATIVES
The experience at Sunflower highlights important considerations for any cooperative that plans to develop its corporate culture as part of its strategy for success. First, cooperative executives must be clear about what culture they wish to create or strengthen. Looking back on the early days that set the stage for change, the managers were correct; the change they needed had to be deep. Pursuing "management de jour" - latching onto the latest management fad - would not be a path to real change.
One way of testing the depth of the transformation envisioned for executives is to ask some questions about the culture they will build.
* Upon what values or principles is this culture based?
* How deeply rooted are these values or principles, and who is committed to living by them?
* How can the desired culture be described to others so that they can understand what it is like?
* How do people act within this culture so that they know what will be expected of them?
* How will building or strengthening this culture change the way the cooperative functions?
* How will it make life better for people?
A second consideration is having a compelling event or circumstance to motivate people to pursue cultural change. In Sunflower's case, the compelling circumstance was its financial crisis that required debt restructuring and employment of a new CEO. Without a compelling event or circumstance, people are often too comfortable with the way things are to drive real change. Cooperatives that are threatened by the changes occurring in today's power markets may well feel so anxious about their future survival that they are ready to change.
A third consideration is about planning. Successful cultural change efforts have to be strategic and tactical at the same time. In Sunflower's case, development was evolutionary, in that the initial effort was focused on part of the company - Operations - and grew over time to be applied across all elements of the company.
Although the focus was not initially corporate-wide, it was always aimed at changing interpersonal and organizational processes to reflect the core value of treating people with respect and dignity, as well as building a competence culture. Whether initiating change in some parts of the organization first or going company-wide at the outset, we would argue that many attempts at major organizational change fail, either because the intended change has no real relevance to the company's core business strategy or because the change efforts are not integrated in a manner that creates a synergy among the change activities. Cultural change efforts are much more likely to succeed if there is a coherent developmental plan that aligns business strategy, culture development and leadership development.
Fourth, organizational and leadership development are ongoing. If these are treated just as occasional events or "training," they will not make significant contributions to the organization. Organization and leadership development are core responsibilities for executives and managers. Truly dynamic organizations cultivate leaders rather than managers. The ones that are most succesful at using the power of corporate culture are those who cultivate leaders who reflect their cooperative's core culture and values.
Fifth, executives are so close to the day-to-day activities that they need someone from the outside with a detached point of view to help them see their company objectively. Work demands can interfere with stepping back and being objective. People may fail to give executives a complete picture of all that is going on within the organization. Additionally, the size and complexity of organizations, and the work that goes on within them, are often more than one individual can absorb. In Sunflower's case, Chris Hauck found that he needed the outside point of view, as well as coaching from his consultants to fully appreciate his own thinking, personal reactions and effects on others and make the best use of his talents.
Developing powerful company cultures is real work, and it is strategic work. Like all effective strategic work, it requires a clear vision of where you are going, a plan for getting there, bold action, and a commitment to follow through to achieve results. And, as Sunflower discovered, it can pay off many times over.
[Sidebar]
MANAGEMENT COMMITMENT
October 8, 1992
Sunflower Management Workshop
[Sidebar]
We, the members of the Sunflower Management Team, are committed to work together toward the continuing improvement of Sunflower, the specific goals developed at
[Sidebar]
the October 1992 Workshop and toward the following general goals for Sunflower:
[Sidebar]
1. To have a positive attitude toward Sunflower, toward each other within the Sunflower Management Team and toward all other Sunflower people.
2. To cooperate when working with each other and to promote and support intra-department and inter-department cooperation.
3. To work toward total company alignment and to empower people to this result.
4. To trust each other and to earn the trust of the Sunflower people. To demonstrate the Respect and Dignity ideals of Sunflower,
5. To recognize that it is our responsibility to manage environments and things, not to manage people. Our responsibility is to empower people to manage themselves. We will ask, "What can I do as a member of the Sunflower Management Team to help people perform their work?"
6. To develop healthy, positive and more thorough communications throughout Sunflower.
7. To identify and resolve interpersonal problems at the most immediate and practical level.
8. To supervise and evaluate performance objectively, consistently and respectfully.
[Sidebar]
We invite all Sunflower People to join with us in this commitment.
[Sidebar]
Types of Organizational Cultures
[Sidebar]
From years of researching the cultures of companies, Dr. William Schneider has identified the four following types of organizational cultures: Control, Collaboration, Competence, and Cultivation. These four cultures can be identified by their distinctly differing approaches to strategy, leadership, and organizational behavior.
[Sidebar]
Control cultures drive for predictability and order. Leadership is authoritative and conservative, with a high regard for "proper channels." The strategy for success is to create and enforce order throughout the organization and with customers. (Think: Exxon or Proctor & Gamble.)
Collaboration cultures pursue close relationships with customers. Mirroring this emphasis on the quality of relationships, their leadership invites high participation and focuses on building highly cohesive teams. Success comes from the quality of relationships, both within the organization and between the organization and its customers. (Think: Southwest Airlines or Charles Schwab.)
Competence cultures pursue excellence, innovation, being the first with new ideas. Leadership in competence cultures is visionary, sets high standards and encourages people to achieve new heights. The strategy for success is to be exceptional, unique. (Intel or the old Bell Labs would fit here.)
Cultivation cultures pursue life enrichment, for customers and employees. Leadership is charismatic and inspirational. (Examples: W.L. Gore and Habitat for Humanity.)
[Author note]
Justin W. Schulz, Ph.D., is a corporate psychologist and president of Applied Behavioral Sciences, a professional corporation providing organizational and leadership development services. He has assisted dozens of organizations in the electric utility, health care, manufacturing, oil & gas, and high tech industries with reorganizations, aligning organizational culture and leadership with business strategy, and with mergers and acquisitions. He played a key role in the decommissioning of Fort St. Vrain Nuclear Power Station for Public Service Company of Colorado. His numerous publications include articles for the electric utility industry in Nuclear Engineering International Ra"aste, and Public Utilities Fortnightly. He lives with his wife and children in Littleton, Colorado. He can be reached via email at [email protected].
[Author note]
L. Christian Hauck, is president and CEO of Sunflower Electric Power Corporation, Hays, Kansas, a G&T that serves most of the wholesale power and energy delivered in the 34 counties of western Kansas. Prior to coming to Sunflower in 1988, Chris served in senior executive and legal positions at Colorado-Ute Electric Association, Florida Power & Light Company, Southern California Edison Company, Lockheed Aircraft International, Inc., and the Los Angeles Department of Water and Power. He holds a B.A. in Economics from California State University at Los Angeles, and a J.D. from UCLA School of Law. He and his spouse Rita have two sons, both graduates of the United States Air Force Academy, who are currently on active duty, one an F-16 fighter pilot; the other a health care facilities officer.
Rita M. Hauck, Ph.D., is an Assistant Professor of Technology Studies at Fort Hays State University, Hays, and Kansas. She holds an MBA in Management from FHSU, has taught in the University's School of Business, and has extensively studied management theory as a student, professor and consultant to her co-author. In addition to her substantive input to this article, Dr. Hauck also made significant editorial contributions.
Put your knowledge of constructive criticism to work! Consider a major conflict you have had in the past with another person. Reflect on how the issue was resolved (or how it wasn't resolved) and how you might have handled the conflict better making use of the conflict resolution skills you have learned.
Considering the topics for this lesson (diversity, bias, effective communication, conflicts, criticism) write a 500-word essay describing how you made use of effective conflict resolution skills or how you might have improved the outcome if you could go back and apply these skills. Remember, you are to focus on the issues of communication, conflict resolution, and constructive criticism. In your essay, you should focus on the following:
How do you feel the conflict was handled? What were the positive points? What were the negative points?
How was your delivery? Did the other person feel you made valid points?
Was the other person defensive? Can you suggest a more assertive or less critical method of your delivery?
Did you apply some of the strategies of constructive criticism in addressing the issue you were discussing? What were they? If you didn't, what particular strategies might you have tried?
Were you the dispenser or the receiver of the criticism? How did you feel in the role you had taken in the conflict? Was this a hard role for you to take?
Please note that while you may choose to write about some powerful, personal conflicts that you have experienced, do not forget to focus on the lesson objectives. You may do this by describing how the skills you've learned in this lesson have enhanced your ability to resolve (or at least to better understand) these conflicts.
This case study is a succinct look at what happens when two sets of cultures collide; first, the national cultures of the United States and that of the fictitious illustrative country of "El-Pais" located in Central America; and secondly the business cultures of an American company headquarters unit in Boston and that of the operational subsidiary unit in a latin society in Central America. There are many issues: Cultural differences between the societies; Economics; Change need and acceptance; Inventory Management and Logistics; Sales and Marketing; Inter-personal conflict in the leadership and management of the subsidiary; and overlaying all of this, "Corporate"s desire to modernize and upgrade its Central American SBU into a world-class production facility.
One hint: Visiting the Hofstede site will be beneficial.
RESEARCH PROJECT
WHAT DO MANAGERS DO?
INTERVIEWING QUESTIONNAIRE
At least three different managers, preferably from three different organizations, should be interviewed for the purpose of this paper. The managers should have positions of as great authority as possible. Describe in the paper what their positions are, what their responses are to the questionnaire, how the three different managers compare in terms of their respective responses, and what you learned from doing the exercise. These papers will be discussed in class
Based on research managers have been shown to perform at least ten roles. Not every manager performs every role; not every role is equally important in each manager's job. There may be things managers do that are not included on this list. Indeed, there is an "Other" category for including those things which are not found in this exercise.
The object of this assignment is to provide an experience in which you can collect some information on what contributions managers make to achieving organizational goals. For purposes of this study, a manager is anyone whose job consists primarily of supervising other people in organizations.
INSTRUCTIONS
1. Find three managers and conduct the interviews, using the attached form as a guide. Obtain numerical answers, using the scale provided, for all of the questions, and place their answers in the suggested summary sheet at the end of this outline. Determine:
a. Which are the most important roles-those which contribute to effective performance on the job?
b. Which are the most time-consuming?
c. Ask the manager to give an example of the role in question.
2. Discuss the results with the manager. Ask: Were there any roles that you had expected to be more (or less) important before the interview? Were there any roles where the time consumed seemed disproportionate to the importance of the role?
3. Take notes on the interview and bring them with you to class for reference in the class discussion when the project is considered.
4. You do not need to supply the name of the manager interviewed. We are only interested in developing a sample of managerial views of their job. The responses will be anonymous, and you should treat the interview as a confidential communication.
The ten roles and the typical activities involved in them are listed below, together with a space for you to list items that may be important but not provided for. For each role, enter the appropriate numbers based upon the following scale.
For the category "Importance", enter a number reflecting how important the role is to effective job performance for the manager. The scale of values for this category are: 1 = of no importance; 2 = of minimal importance; 3 = of some importance; 4 = of considerable importance; 5 = of very high importance.
The next category, "Time", describes how time-consuming the role is for the manager. The scale values for this category are: 1 = no time consumed; 2 = minimal time consumed; 3 = some time consumed; 4 = considerable time consumed; 5 = a very high amount of time consumed.
Finally, in the category "Example" briefly note an example of the job duties performed in fulfilling this role. Complete each of these categories for the three managers even if examples are difficult.
1. Acts as legal and symbolic head; performs obligatory social, ceremonial, or legal duties (retirement dinner, luncheon for employees, plant dedication, annual dinner dance, civic affairs, signs contract on behalf of firm etc.)
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
2. Motivates, develops, and guides subordinates; staffing, training, and associated duties (management by objectives, provides challenging assignments, develops people, selects personnel, encourages subordinates, trains new employees)
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
3. Maintains a network of contacts and information sources outside own group to obtain information and assistance (attends staff meetings, takes customer to lunch, attends professional meetings, meets with manager of department X, keeps abreast of upcoming design changes etc.).
Importance ______ Time ______ Example _____________________________
_________________________________________________________________
4. Seeks and obtains information to understand organization and environment. Acts as nerve center for organization (charts work flow, work-place meetings, audits expense control statements, reviews exception reports, reviews quotations, meets with production control)
Importance ______ Time ______ Example _____________________________
_________________________________________________________________
5. Transmits information to subordinates within own organizational area of responsibility (workplace meetings, disseminates results of meetings, transmits policy letters, briefs subordinates, sends out copies of information, posts schedules and forecasts).
Importance ______ Time ______ Example _____________________________
_________________________________________________________________
6. Transmits information to persons outside of organizational area of responsibility (works with product committee, prepares weekly status reports, participates in meetings, deals with customer's coordinator, field sales).
Importance ______ Time ______ Example _____________________________
_________________________________________________________________
7. Searches organization and its environment for "improvement projects" to change products, processes, procedures, and organization. Supervises design and implementation of change projects as well (cost reduction program, plant trip to X Division, changes forecasting system, brings in subcontract work to level work load, reorganizes department.
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
8. Takes corrective action in time of disturbance or crisis (handles union grievances, negotiates sales problems, redistributes work during "crash programs," handles customer complaints, resolves personal conflicts, assigns engineers to problem jobs).
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
9. Allocates organizational resources by making or approving decisions. Scheduling, budgeting, planning, programming of subordinate's work, etc. (budgeting, program scheduling, assigns personnel, strategic planning, plans manpower load, sets objectives).
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
10. Represents organization in negotiating of sales, labor, or other agreements. Represents department or group negotiating with other functions within the organization (negotiates with suppliers, assists in quoting on new work, negotiates with union, hires, resolves jurisdictional dispute with department X, negotiates sales contract)
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
11. Other:
Importance ______ Time ______ Example ____________________________
_________________________________________________________________
The Mintzberg roles are given - though not labeled - on the questionnaire in the following order:
Interpersonal Roles Information Roles Decisional Roles
1. Figurehead 4. Monitor 7. Entrepreneur
2. Leader ("Nerve Center" 8. Disturbance
3. Liaison in Mintzberg) Handler
5. Disseminator 9. Resource Allocator
6. Spokesperson 10. Negotiator
In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management functions. Do this by function rather than by manager, i.e., compare all three managers' responses functionally. Use the examples they gave you to document your conclusions. Discuss any differences and the "other" category. Original methods of interpreting and analyzing your data are encouraged.
Summarize the report in terms of why you believe the managers agreed and disagreed on the importance rating and time consumed for the functions discussed. Be prepared to discuss your results in class.
Please use the following suggested Report Format for summarizing your interviews. Please average the importance and time categories for your three managers. This will provide an index of the most important and time consuming functions as well as giving an overall importance/time indicator.
See Sample What Do Managers Do Paper at the end of the menu
REPORT FORMAT
IMPORTANCE RATING AND TIME CONSUMED
FOR MANAGERS INTERVIEWED BY FUNCTION
(I = IMPORTANCE RATING
T = TIME CONSUMED)
Functional
Average Avg. Ratio
Role Manager A Manager B Manager C Importance Time I / T
INTERPERSONAL ROLES
Figurehead I T I T I T AVG. AVG. I / T
Leader I T I T I T AVG. AVG. I / T
Liaison I T I T I T AVG. AVG. I / T
Interpersonal Role
Averages I T I T I T AVG. AVG. I / T
INFORMATIONAL ROLE
Monitor I T I T I T AVG. AVG. I / T
Disseminator I T I T I T AVG. AVG. I / T
Spokesman I T I T I T AVG. AVG. I / T
Informational Role
Averages I T I T I T AVG. AVG. I / T
DECISIONAL ROLE
Functional
Average Avg. Ratio
Role Manager A Manager B Manager C Importance Time I / T
Entrepreneur I T I T I T AVG. AVG. I / T
Disturbance Handler I T I T I T AVG. AVG. I / T
Resource Allocator I T I T I T AVG. AVG. I / T
Negotiator I T I T I T AVG. AVG. I / T
Decisional Role
Averages I T I T I T AVG. AVG. I / T
Total Average I T I T I T AVG. AVG. I / T
Manager I / T Ratio I / T I / T 1 / T
In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management roles and functions. Use the examples they gave you to document your conclusions. All papers will include a research report as detailed above. Discuss any differences and utilize the "other" category. Do not simply itemize each manager. It is ESSENTIAL to compare and contrast all three managers functionally by incorporating the overall findings from your research report. What is required here is critical comparative thinking. Use the I / T ratio to compare the managers in terms of the importance they give to an individual function and the time they actually spend doing it.
Example from Research Paper from a student from previous semester:
Duties of a Manager
A manager is a person accountable for planning and directing individuals, monitoring their work, and taking corrective actions when necessary. A managerial position holds more responsibility than an ordinary employee of a company. The manager is responsible for the establishment and execution of company plans that are necessary towards the completion of goals for the team. His creativity and motivation keeps the team on a consistent path of thinking to accomplish the tasks at hand. A manager is also in charge of directing operational activities, such as allocation of company resources including people and budgeting.
Managers in charge must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well.
Above are basic duties managers must carry forward within their company. We will now look at Henry Mintzbergs theory by focusing on 10 managerial roles and express their functions.
Mintzbergs Theory
Mintzbergs empirical research involved observing and analyzing the activities of the CEOs of five private and semi-public organizations. Mintzberg identified ten separated roles in managerial work, each role defined as an organized collection of behaviors belonging to an identifiable function or position. He separated these roles into three subcategories. List of the managerial work roles are as follows:
Interpersonal:
1. Figurehead: the manager performs ceremonial and symbolic duties as head of the organization.
2. Leader: fosters a proper work atmosphere and motivates and develops subordinates.
3. Liaison: develops and maintains a network of external contacts to gather information.
Informational:
4. Monitor: gathers internal and external information relevant to the organization.
5. Disseminator: transmits factual and value based information to subordinates.
6. Spokesperson: communicates to the outside world on performance and policies.
Decisional:
7. Entrepreneur: designs and initiates change in the organization.
8. Disturbance Handler: deals with unexpected events and operational breakdowns.
9. Resource Allocator: controls and authorizes the use of organizational resources.
10. Negotiator: participates in negotiation activities with other organizations and individuals.
Mintzberg also examined managerial ten roles and created six work related characteristics. He then identified four clusters of independent variables that included external, function related, individual, and situational. The following are eight roles that Mintzberg later defined as natural configuration of the job.
1. Contact Manager: figurehead and liaison
2. Political manager: spokesperson and negotiator
3. Entrepreneur: entrepreneur and negotiator
4. Insider: resource allocator
5. Real-Time Manager: disturbance handler
6. Team Manager: leader
7. Expert Manager: monitor and spokesperson
8. New Manager: liaison and monitor
Mintzberg exposed nature of managerial work ethics and myths never known to business world before. In this project we will test his theory by interviewing three different managers and test the results outlined under Mintzbergs managerial roles.
Analyzing Mintzbergs Ten Managerial Roles
To properly examine Mintzbergs ten managerial roles we conducted interviews with three managers from three different companies. The interviews revealed contributions made by these managers to achieve organizational goals within their company. Mintzbergs managerial roles were outlined to each manager during each interview and based on each managers response to importance, time, and functional ratio this results were obtained.
To better outline the results in this project, each manager will be specified to the discipline they belong to. This will enhance the accuracy of the results and for each Mintzbergs managerial role; the reader will have a better understating of the three comparisons.
1st Manager: The first manager that I interviewed works for a small Consulting Engineering firm in Far Rockaway, Queens. He works directly under the owner of the company and has about 10 people under him. He has been at this company for past 15 years. His estimated annual profits are from $100,000 to $150,000. For the purpose of this report he will be named Manager-Eng Firm.
2nd Manager: The second manager that I interviewed works for Citi Bank located in Franklin Square, New York. She is the branch manager at this branch for 2 years and manages all aspects of banking. Along with other mnagers, she oversees 12 people that work directly under her. This manager will be recalled as Manager-Citi Bank to report findings during her interview.
3rd Manager: The third and last manager belonged to hair salon located in Manhattan, New York. She is a manager who works under direct supervision of the owner of the salon. When the owner of the salon is present she acts as a regular employee, but manages the entire salon when owner is absent. She has been a manager at this salon for 3 months and she manages 6 employees under her when the owner is not present. She will be recalled as Manager-Salon for the purpose of this report.
Interpersonal
1. Figurehead: A figurehead within a company is a person who is considered to be a symbolic head and is obliged to perform a number of routine duties considered to be legal or social nature.
Figurehead
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
5.00 4.00 1.25 4.00 3.00 1.33 5.00 3.00 1.67 4.67 3.33 1.42
Looking at the data Manager-Eng Firm scored highest out of all three managers. Second best was Manager-Salon and third place was Manager Citi Bank. Manager-Eng Firm did the best due to what he represents to his clients and also many engineering disciplines that he covers as a project manager.
Manager-Salon explained the importance of being a figurehead when the owner of the salon is not present, but also explained that she does not spends most of her time at this position as the owner of the salon is present and deals with figurehead role.
Manager-Citi Bank came last because there were other managers working within this branch who also oversee and manage the employees and bank related issues.
2. Leader: Leader role embedded within a manager is high respectful and appreciated. This role is also responsible for hiring and staffing of employees. He is a source of encouragement and can also promote and discipline member or the organization. He is meant to balance the needs of the employees and the company to ensure smooth operations.
Leader
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
3.00 3.00 1.00 4.00 1.00 4.00 4.00 2.00 2.00 3.67 2.00 2.33
In this category, we can clearly see a big variation within the three managers. Manager-Eng Firm shows equal time and importance as a leader and this is very important when acting as a leader for a company. Meanwhile, other managers have uneven rating due to not having as much experience as Manager-Eng Firm. Other two manager show high numbers for importance due to what their job requires, but fall behind under time as they dont lead their companies.
3. Liaison: The manager maintains a self-developed network of outside contacts and informers who in turn can provide favors and information vital (facts, requirements, probability, etc.) to the organizations success.
Liaison
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
5.00 3.00 1.67 4.00 2.00 2.00 5.00 1.00 5.00 4.67 2.00 2.89
Under this category Manager-Eng Firm is a better liaison. He works in a competitive field and has to maintain external contacts to ensure his company is better than his business rivals. During the interview, he mentioned that he welcomes any Engineering related work that he can get and works with his clients hand in hand to outcome any engineering challenge.
Manager-Salon showed importance towards being a liaison for her salon, but also mentioned that she invests very little time on organizing and managing her clientele. Manager-Citi Bank during her interview mentioned that she gives great importance to liaison, but does not have the time to deal with each individual client as her work requires her to manage many things at once.
Informational
4. Monitor: Manager as a monitor seeks and receives information from many sources. This information can then be used to evaluate the organizations performance and well-being. Monitoring of internal operations, external events, trends, ideas are all very important for any manager. The manager must install and maintain such informational systems by developing contacts and training the staff to deliver such information.
Monitor
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
3.00 2.00 1.50 5.00 4.00 1.25 3.00 2.00 1.50 3.67 2.67 1.42
In this category, Manager-Citi Bank is efficient in the role of a monitor. Under her job description, she must gather data from external and internal sources about the performance levels of the branch, employees, stocks, interest rates, loans and many other relevant things that directly impact her and Citi Banks reputation.
Other two managers did equally well in this category. Both of these managers were not as much interested as to Manager-Citi Bank because they are not that much concerned of how their industry is changing. Manager-Eng Firm explained that he does not have to monitor internal and external changes as the owner of the company monitors all of the changes, trends, ideas and implements the desired changes with his likings.
5. Disseminator: The disseminator transmits information and also receives external sources as well as other subordinates to the members of the company. The information provided has to be interpreted when pertaining to the policies, rules and regulations of the company.
Disseminator
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
5.00 2.00 2.50 5.00 4.00 1.25 3.00 1.00 3.00 4.33 2.33 2.25
The best disseminator is Manager-Citi Bank because she spends much of her time communicating internally and externally with clients, corporate office and other sources that affect her work. As mentioned during the interview, she mentioned that her job requires her to be someone who is as informative as the president. She must transmit all of her findings, changes, and new company regulations among colleges and other managers.
Manager-Eng Firm also showed much importance to this category, but also explained that he does not invest much of his time under this category. All other employees working under him carry forward their own task within his firm and external and internal communication is all done by the owner of the company.
6. Spokesperson: The manager acts as a lobbyist and informant to external members, such as key influencers and stakeholders, who have to be informed of the organizations, plans, policies, and performances.
Spokesperson
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
5.00 3.00 1.67 3.00 2.00 1.50 5.00 4.00 1.25 4.33 3.00 1.47
In this category Manager-Salon is the winner as she manages all of the employees who work under her when the owner of the salon is not present. She has full authority from the owner to manage the salon and instruct any employee. She also deals with customers, cash and manages regular operations of the salon.
Manager-Citi Bank did the worse in this category as she shares this category with other branch managers who work side by side with her. Manager-Eng Firm showed importance for this category but told during his interview that he spends very little time as a company spokesperson.
Decisional
7. Entrepreneur: Manager within a company holding a position as an entrepreneur is responsible for the organization, strategy making system here important decisions are generated and linked. The manager has the authority, information and capacity for control and integration over important decisional powers. Exploration of new business opportunities that can benefit the company is a big decision and it is managers responsibility to initiate necessary changes to move their company forward.
Entrepreneur
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
4.00 1.00 4.00 4.00 4.00 1.00 3.00 1.00 3.00 3.67 2.00 2.67
In this section, Manager-Citi Bank did good compare to other two managers. Even though she shares her position with several other managers within this bank, she deals significantly with entrepreneurship within her branch.
Manager-Eng Firm did second best under this category as he is required to communicate with clients on daily basis and give his educated advice and guide his clients to proceed with engineering projects. During the interview, he gave great importance to entrepreneurship, but mentioned that he does not invest much time in this category.
8. Disturbance Handler: A manager within a company is responsible for executing corrective actions when the organization faces important disturbances. Such disturbances can arise from threats, staff and due to unexpected consequences.
Disturbance Handler
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
5.00 5.00 1.00 5.00 4.00 1.25 3.00 3.00 1.00 4.33 4.00 1.08
Based on data gathered, best suited manager is Manager-Eng Firm. During the interview he mentioned that his type of work he has to be ready for almost anything that comes in his way. He deals directly with clients and moves major projects towards completion. He has to meet deadlines and carry each project individually to conform to NYC Building code, NFPA, and several other authorities with jurisdiction.
Manager-Citi Bank also mentioned during her interview that as a branch manager she has to be ready to tackle any obstacle that is on her way. On daily basis, she does not invest much of her time tackling this category, but she has to be mentally and physically ready to work in a major bank.
Manager-Salon defined her as semi disturbance handler and mentioned that because the owner of the salon deals with all major disturbances, she is not directly involved in this category.
9. Resource Allocator: the manager is the key person within a company who should be in charge of allocating resources. Employees must get managers approval in allocating companys resources.
Resource Allocator
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
1.00 1.00 1.00 3.00 2.00 1.50 5.00 4.00 1.25 3.00 2.33 1.25
In this category, Manager-Salon did the best as she is required to manage entire salons inventory each week. She is the only manager this salon has and even when the owner is present inside the salon, the Manager-Salon is required to allocate each salon related item to the employees and has to keep up to date data of all inventory. She is solely responsible for ordering and managing resources within this salon.
Manager-Eng Firm did poorly in this category as he does not deal with company resources or manages them. Staffs under him manage all stationary, kitchen items and all required resources.
Manager-Citi Bank during her interview explained that she as a branch manager shares this duty of being a resource allocator. As a bank, her branch has limited resources and such resources as stationary and functioning necessities are all governed by area manager.
10. Negotiator: A negotiator role within a manager requires skills and experience. This category is highly in demand as companies need managers with negotiation skills to save capital and progress growth.
Negotiator
Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average
Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio
5.00 4.00 1.25 1.00 1.00 1.00 5.00 2.00 2.50 3.67 2.33 1.58
In this last category, Manager-Eng Firm did good compare to other managers. During his interview, he explained how it is important to negotiate price, proposed work, time limitations, design limitations, and progress. He gave great importance to this category and mentioned that because his type of work involves a lot of money; he has to negotiate on almost every job that he supervises.
Manager-Salon also showed great importance to this category and explained that sometimes she has to deal with customers who want to negotiate the price for her services. She does not invest much of her time in this category as owner is present most of the time to tackle customers who want to negotiate the price.
Manager-Citi Bank showed the least importance to this category as much of her goods and services are already set forth by higher authorities within her bank.
Conclusion
Conclusion of this project is based on managers who did the best in each of 10 manegarial roles. For this project Interpersonal, Informatinal, Decisional managerial role categories were tested on three managers from three different backgrounds. Ten sub-managerial roles of figurehead, leaders, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator were considered and tested for each manager during individual interviews.
Interpersonal Informational Decisional
Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator
Manager-Salon ? ?
Manager-Citi Bank ? ? ?
Manager-Eng Firm ? ? ? ? ?
These results indicate that Manager-Eng Firm hold a perfect managerial position and follows five out of ten managerial roles outlined by Henry Mintzberg. Manager-Eng Firm had the most points under figurehead, leader, liaison, disturbance handler, and negotiation roles. Considering he has been with company for past fifteen years, he surely knows his role as a manager within his engineering consulting firm.
Manager-Citi Bank came second and best suited for managerial roles of monitor, disseminator, and entrepreneur. As a Citi Bank branch manager she has to carefully monitor entire branch, transmits factual information, and designs and initiates changes within her branch.
Manager-Salon came third with best suited managerial roles of spokesperson and resource allocator. The managerial positions that she holds and conditions set forth by the owner of the salon, her managerial role is limited at times and is very powerful when owner of the salon is not present.
References
1. Management at Work, Mintzbergs 10 Managerial Roles. 15 April 2008. MaW. 19 November 2008. http://management.atwork-network.com/2008/04/15/mintzberg%E2%80%99s-10-managerial-roles/
TITLE: The Acts of Christianity; the Origin, Purpose, and Destiny of a Christian
1st NOTE: This paper needs to be formatted in the Turabian format!! I have a template if you need one from an earlier assignment for clarity and writing style purposes.
2nd NOTE: The following outline is merely a series of thought progessions for the flow and content of the paper
3RD NOTE: I use NASB for all my scripture citing?s
4TH NOTE: THIS PAPER IS BASED ON OUR ASSIGNMENT TO READ AND STUDY THE BOOK OF ACTS
I was thinking maybe it would be a good idea to start the paper with a little imagery by saying something like:
? If you were tried in the court of Law and the prosecution was using nothing but the book of Acts as the only submittal documentation, would this be enough evidence to convict you of being a Christian or would it be worse and they find you guilty of perjury for claiming to be a Christian but you actually were not!
? Going to church doesn?t make you a Christian any more than going into a doughnut shop makes you a cop!
? If I call myself a hiker but never slip on a pair of hiking boots and never hit the hiking trail, I?m not a hiker I?m a hiker want to be! The same is true for a Christian.
ORIGIN:
a. Defined:
b. History
c. Christianity began as a sect within Judaism.
After Christ's resurrection His disciples continued to remain within the fold of Judaism. The small community of believers was later called a sect by the Jews (Acts 24:5, 28:22), but it was still purely Jewish. Although their teachings were highly unpopular, day after day Christians went to the Temple to worship and to preach the Gospel (Acts 2:46-47, 3:1, 5:20).
The Jews in power seem to have tolerated their teachings until Christians began to attract large numbers of converts, including priests. The Temple officers, who were Sadducees, wanted to kill the apostles not for their abrogation of Judaism but because they were stirring people up over the death of Christ.
According to Hans Conzelmann,
"The first Christians are Jews without exception. For them this is not simply a fact, but a part of their conscious conviction. For them their faith is not a new religion which leads them away from the Jewish religion" (History of Primitive Christianity, Hans Conzelmann, p. 37).
? Christian mentioned only 3 times (Acts 11:26, 26:28, and 1Peter 4:16). **write a little here on how the term Christian was usually a negative term used to describe a follower of Jesus**
? They were sometimes referred to as "The Way", although this was also not their preferred name, but more likely a term of abuse given to them by others, for example in Acts 24:14.
? It is possible that the term "Christian" was also given to them as a term of abuse, although they gladly adopted it for themselves because they were happy to accept suffering and abuse in the name of Yeshua (Jesus).
? The two most popular names that they normally called themselves were "Disciples" and "Saints".
? The word "Disciple" (mathetos in Greek) means one who is trained or taught, and appears 31 times in the book of Acts, starting with Acts 1:15. And in those days Peter stood up in the midst of the disciples...
? The Hebrew equivalent is "talmid", which means a student who follows a Rabbi.
? The word "Saint" (hagios in Greek) means set apart or separated, and appears 62 times in the New Testament, most commonly in the letters of Paul. The Hebrew equivalent is "kadosh" which has the same meaning. The word "Saint" has subsequently been distorted to mean a state of holiness which very few can attain, but in New Testament times it was a regular title for those who believed in Yeshua.
? The origin of the term "Christian" is given in Acts 11:25-26 as follows:
"Then departed Barnabas to Tarsus, for to seek Saul, and when he had found him, he brought him unto Antioch. And it came to pass, that a whole year they assembled themselves with the church, and taught much people. And the disciples were called Christians first in Antioch".
What early Christians and others thought of themselves:
1. So they went on their way from the presence of the Council, rejoicing that they had been considered worthy to suffer shame for His name (Christ). And every day, in the temple and from house to house, they kept right on teaching and preaching Jesus as the Christ (Acts 5:41-42).
2. Justin Martyr explained to the Romans, ?Since our thoughts are not fixed on the present, we are not concerned when men put us to death. Death is a debt we must all pay anyway.?
Bercot, David (2011-11-06). Will the Real Heretics Please Stand Up (Kindle Locations 308-310). Scroll Publishing Co.. Kindle Edition.
3. The work of an unknown author, written in the 1st century, describes Christians to the Romans as follows: ?They dwell in their own countries simply as sojourners.... They are in the flesh, but they do not live after the flesh. They pass their days on earth, but they are citizens of heaven. They obey the prescribed laws, and at the same time, they surpass the laws by their lives. They love all men but are persecuted by all. They are unknown and condemned. They are put to death, but [will be] restored to life. They are poor, yet they make many rich. They possess few things; yet, they abound in all. They are dishonored, but in their very dishonor are glorified.... And those who hate them are unable to give any reason for their hatred.?
Bercot, David (2011-11-06). Will the Real Heretics Please Stand Up (Kindle Locations 300-306). Scroll Publishing Co.. Kindle Edition.
d. Requirements: (use Acts 4:12 and 16:30-31 as a starting point)
e. The Results: the acts of the Holy Spirit through the Conversion of Peter and Paul
? Luke 22:57-62 ? Peter denies knowing Christ
? Acts 4:8-20 ? Peter being filled with the spirit can?t deny Christ
? Acts 5:40-42 ? Peter considers it an honor to be tortured!
? Paul persecutes and kills Christians -
(Use Acts 7:57-60; Acts 8:1-3, Galatians 1:13-14, Philippians 3:5-6)
? Paul has a divine encounter and excepts his calling to the ministry not from men
(Use Acts 9, Galatians 1:11-16)
***Please briefly mention there is no conflict between Acts 9:7 and 22:9 regarding Paul?s vision***
? Paul without fear and timidity shares his testimony to the Jews and to the Romans!
(Use Acts 22 and Acts 26)
***Please briefly mention here if Paul had lied about any of his testimony to the Jew or to the Roman they would have immediately called him to the carpet!***
? True vs. false Christian witness (use here the story of Phillip who was a true Christian and Siimon the Sorcerer who ?Acted? like one but was only in it for the money (Acts8)
***I want to emphasize here that baptism (Simon?s) without the witness is only wetness this is why Jesus told Nicodemus that we must be born again spiritually not physically***
PURPOSE:
a. Acts 2:42 - goals and purpose of the Christian: fellowship, nurture, and service (see Hebrews 10:19-25).
b. Acts of a Christian (mention here the healing, caring of, Agape love, and missionary journeys to save the lost)
? To share the faith to the ends of the earth - Acts 1:8 & Acts 13:47
Solve Conflicts with quick Resolutions:
? Use Acts 6 where Hebrew widows were being cared for while the Grecian widows were neglected.
? However Luke writes the apostles solve this problem by appointing seven men to new leadership positions. If you look closely you will find that these men are all Hellenized Jews. The apostles apparently realized that the minority class needed representation in the leadership of the church. (modern church could take lessons here)
? Use Acts 15:36-41 where a ?sharp contention? developed between Paul and Barnabas. They could not reach an agreement, and so they split up. As far as the sacred record indicates, these two remarkable men never saw one another again.
? However, this apparent dissension between Paul and Barnabas was not over a doctrinal issue. The rupture involved a personal dispute based upon a judgment call. To their credit, neither Paul nor Barnabas let the conflict distract them from their respective efforts of spreading the gospel. For Paul would later affectionately mention Barnabas as being worthy of financial support in his work of proclaiming the gospel (1 Cor. 9:6) and the fact that this personal conflict is openly displayed on the pages of the New Testament is evidence that the Holy Spirit guided the writer, Luke, in producing this narrative. Natural inclination would have led Paul?s friend to omit this potentially embarrassing incident!
DESTINY:
d. Acts 1:8 is a partial fulfillment to the prophecy of Joel 2:28-32 (see Matthew 24)
? "but you will receive power when the Holy Spirit has come upon you; and you shall be My witnesses both in Jerusalem, and in all Judea and Samaria, and even to the remotest part of the earth."
? The book of Acts isn?t complete for the destiny of the Christian and of the church was yet to be fulfilled in the writings of Paul?s epistles and the Book of Revelation. Jesus prayer that He taught His disciples in Matthew 6 was an unanswered prayer for He says ?Thy kingdom come Thy will be done? this will not be fulfilled until Christ comes back and redeems His church (which are His people).
? Christian destiny is to simply be saved! See following verses:
a 'AND IT SHALL BE THAT EVERYONE WHO CALLS ON THE NAME OF THE LORD WILL BE SAVED' (Acts 2:21)
b. "But we believe that we are saved through the grace of the Lord Jesus, in the same way as they also are." (Acts 15:11)
c. They said, "Believe in the Lord Jesus, and you will be saved, you and your household."
(Acts 16:31)
CONCLUSION:
Possible conclusion ideas:
? God can do amazing things through ordinary people when He empowers them through His Spirit. God essentially took a group of fisherman and used them to turn the world upside down (Acts 17:6). God took a Christian-hating murderer and changed him into the greatest Christian evangelist, the author of almost half the books of the New Testament. God used persecution to cause the quickest expansion of a "new faith" in the history of the world. God can and does do the same through us?changing our hearts, empowering us by the Holy Spirit, and giving us a passion to spread the good news of salvation through Christ. If we try to accomplish these things in our own power, we will fail. Like the disciples in Acts 1:8; we are to wait for the empowering of the Spirit, then go in His power to fulfill the Great Commission (Matthew 28:19-20).
? Are the Acts of a 1st century Christian prevalent in the Acts of a modern Christian today? Within three hundred years, Christianity had become an organization with a clergy presiding over rites taken from pagan mysteries and Judaism. It had borrowed the best elements of Greek philosophy and formed a dogma appealing to human reason and emotion.
FINAL NOTE:
Please by all mean use whatever resources, writings or analogies you have to your creative disposable! I wrote this outline only to emphasize the idea and flow of the paper and to bring to the attention of origin, purpose, and destiny of a Christian found in the book of Acts.
Conflict, Decision Making, and Organizational Design
Research the company at which you now work and in which you:
1. Discuss how you could apply negotiation strategies to address potential conflicts in the workplace.
2. Determine how evidence-based management could be applied to the work environment you researched.
3. Analyze the blocks, stages, and methods of creative decision making to determine the best approach the employer you researched should follow when making managerial decisions.
4. Discuss the environmental and strategic factors that affect the organizational design of the company you researched.
PS> I am currently not working, but my company used to be TEST RITE, I worked in their call center. This is a manufacturing company. You can also do a different company, it doesn't matter. Thank you for your help.
Personal Leadership Plan
Complete and submit a 1,750- to 2,450-word paper in which you describe your personal plan for becoming a leader of the future.
? In addition to reflecting on previous leadership plans, include key concepts from the Brent & Dent, Deal, Nahavandi, and Yukl texts, and other readings. The plan must focus on specific behaviors needed to be a scholar-practitioner-leader of the future.
Format your paper consistent with APA guidelines.
Suggested References
Brent, M., & Dent, F. E. (2010). The leader?s guide to influence: How to use soft skills to get hard results. Harlow, Great Britain: FT Press.
Deal, J. J. (2007). Retiring the generation gap: How employees young and old can find common ground. San Francisco, CA: Jossey-Bass
Nahavandi, A. (2012). The art and science of leadership (6th ed.). Upper Saddle River, NJ: Pearson Education.
Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Avolio, B. J., & Yammarino, F. J. (Eds.) (2013). Transformational and charismatic leadership: The road ahead. Bingley, UK: Emerald.
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge (5th ed.). San Francisco, CA: Jossey-Bass.
CONFLICT RESOLUTION PAPER
Write a six-page scholarly paper about conflict resolution. You must use at least 3 professional quality
resources.
Marking Scheme
APA format (spelling, grammar, citing, title page, flow of paper, 2
reference page), etc.
Introduction including statement about your topic and an outline of what your
paper will cover. 1.5
Body of the paper:
Discuss the positive and negative aspects of conflict and support with
scholarly literature. 5
Describe a situation where you have encountered conflict related to nursing. 2
Describe how you handled the situation. Can you identify any patterns 3
of behaviour on your part? Can you apply your patterns to any other
conflict situations? Provide supporting evidence.
Outline the steps you could take to improve the situation. How could you 3
negotiate to improve the situation? Provide supporting evidence
What have you learned about conflict resolution and negotiation? 2
Conclusion 1.5
TOTAL 20
Personal and Professional Health Care Communication
? Write a 1,050- to 1,400-word paper directed to a specific audience, such as for a group of family caregivers, staff and in-service training, nursing students in a pre-licensure program, or peers. All key elements of the assignment must be covered in a substantive way. The paper must include the following:
o A definition of health care communication
o The relevancy of effective personal health care communication with other health care professionals, clients, and patients
o The relevancy of effective professional health care communication to health outcomes
o How the lack of effective personal and professional health care communications contributes to poor health outcomes
o The theories and principles of therapeutic communication in health care settings for the health care professional
Format your paper consistent with APA guidelines.
Use at least three references; textbook may count as one
Text unlock is password: boobers2
Personal Leadership Journal etries for 7 weeks.
I will email a formatof the journal and additional helpuf information.
Please ask Writers There are faxes for this order.
Conflict Management Scenarios in XYZ hospital.Brief memo to supervisor...Create a scenario in which a conflict situation within(XYZ)hospital is described. (1)The scenario will reflect inter-group conflict.(2)Identify relevant variables which affect the selection of an appropriate conflict management style and discuss each in terms of its importance in the conflict situation.Evaluate a subset of approaches to dealing with this conflict, and recommend the appropriate conflict management style to implement and provide rational for your decision.
Structure of Memo:
a. Describe the situation
b. Identify the issues important to a decision on a recommendation
c.Evaluate various approaches to resolve the conflict
d. Recommend the preferred style of conflict management
e. Provide a rationale for your recommendation
Conflict Management Approaches & Human Behaviors
Expectations and Introduction
The intent of the SLP is for you to apply the theoretical and general aspects covered in each module, to real-life and practical cases.
Conflict is an integral part of our lives, and we encounter it in every aspect of our personal and professional activities.
Surely, you have observed (or even participated in) some form of conflict at your workplace, be it a simple but heated interpersonal matter, or a full-scale organizational dispute.
Part I - Background and Settings (in about a page):
The Organization - Without revealing proprietary information, describe the organization of your choice (It should be one that you are familiar with, so preferably it would be easier, if it would be your own).
The Conflict - Describe the workplace conflict issue you have chosen to write about.
o What is the underlying problem or difference?
o Who are the parties or sides in this conflict?
Choose a Side - Choose one of the parties or sides in the conflict and let me know of your choice.
Part II - How was it Managed? (in about 1 full page):
Describe "your chosen" side's decisions and/or behaviors and/or actions to the following:
o What management approach or strategy was chosen to deal with this conflict?
o What were the major considerations behind this choice?
o Was it effective?
Part III - What Would You Have Done? (in about 1 full page):
Assuming you are the principal representative for your "chosen side":
o What would YOU have done in this case?
o What management strategy would YOU have chosen and implemented in this case?
Customer is requesting that (infoceo) completes this order.
Personal Ethics Development Paper
Write a 1,050- to 1,200-word paper on personal ethics development that examines your personal ethical system and ground rules, including its origins and development.
? Incorporate the terms found in the University of Phoenix Material: Key Terms located on the student Web site.
? Focus on the developmental aspect of your ethics rather than on a particular position on any issue.
? Define your underlying ethical system, its primary principles, the sources that helped shape your ethics?such as people, institutions, events, and so forth?and the criteria and decision-making factors you used to revise them.
? Discuss the potential effect of your ethics on your performance or use of them in your workplace using a specific personal example.
? Explain why ethics are needed in an organization and how ethics are integrated into the organization to achieve its direction and goals. What effect does the application of these ethics have on individuals, organizations, and society?
Format your paper consistent with APA 6th Edition guidelines. Include at least one reference and the corresponding in-text citation(s).
References: Trevi?o, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right (4th ed.). Hoboken, NJ: Wiley.
Personal Values Analysis: You are to write one personal value analysis, centering around one of the values below. since this list is derived from the "values" document for the World War I cultural matrix (Bureaucracy), you should consult that article and specific section for background information. Connect the background information to your personal value discussion. You must define the value as it was expressed in the World War I CM, and then show how it had been enacted in your own life. Remember everything you write much include values, relationships, perpectives and a connection to the integrating value of bureaucracy.
The list:
-Motion/Speed
-Organisms
-Novelty/Change
-Cooperation
-Unconscious Desire
-Individualism
-Anti-traditionalism
-Propaganda/Advertising
-Mechanism/Fascination with Machines
-Impersonality
-Expertise
-Conformity
-Control
-Certainty/Predictability
-Totalitarianism
-Organization/Management
Personal Values Analysis: you are to write one personal values anlysis, centering around one of the values below. since this list is derived from the "values" document for the World War II cultural matrix, you should consult that article and specific section for background information. You must define the values as it was expressed in the World War II CM, and the show how is has been enacted in your own life.
The list:
-Technique
-Efficiency
-Quantification
-Standardization
-Expertise
-Size/Mass popularity
-Speed
-Information
-Post-modernism
-Subjectivism
-Lack of standards in post-modern art
-Multi-culturalism/Internationalism
-Do-it-yourself"ism/Handicraft
-Nature/Environmentalism
-Spirituality
P.S. I want my paper to be written by the writer username "dmusings" I could really apperciate that I like his/her work. Thanks.
Personal Power Plan Assignment
In the textbook you have read about types of power that exist in organizations. Personal power is one power component that influences the operation of organizations and an individual's effectiveness in leading and managing. The purpose of this learning activity is to help you reflect on your own personal power and to identify areas that you can work to improve your personal power base. Use your text readings on politics and power to guide your reflection.
Your Task
Address the following items:
? Identify your greatest areas of personal power.
? Identify one area of personal power that you can strengthen.
? Create at least three specific strategies you could use to strengthen your personal power in the area you selected.
? Post a one half to one page plan that includes the three items above. Bullet points may be used in this assignment
Post your work in Assignments.
Grading
This assignment is worth 5 Points and will be graded using the Personal Power Plan Assignment Rubric attached in resources.
Conflict Model
Identify a conflict situation occurring in a particular social context (classroom environment, personal counseling, workplace, etc.). Research conflict management models and identify one model you believe would be the most effective in managing/resolving the conflict. Use at least five to seven peer reviewed resources in addition to the text.
a. Description of the conflict situation
b. Description of the social context and participants
c. Identification of antecedent conditions
d. Identification of the behavior reflecting the cognition and personalization by individuals of the conflict
e. Identification of the conflict management model
f. Description of research supporting the model
g. Brief description of conflict resolution techniques reflective of the model
h. Anticipated outcomes
Deutsch, M., Coleman, P. T., & Marcus, E. C. (Eds.). (2006). The handbook of conflict
resolution: Theory and practice (2nd ed.). San Francisco: Jossey-Bass. ISBN:978-0-7879-8058-0
Conflict resolution emphasizes four(4) basic premises about virtually any conflict situation. Describe each of the premises and detail current or potential applications in your present or anticipated post graduate professional career.
conflict happens. A groups ability to manage conflict will enhance their ability to reach their goal. This of course is much easier said than done. If you can recognize the source of the conflict and identify the type of conflict, you can often manage the conflict so that it does not prohibit your team from reaching their goals.
Consider the following scenario:
Assume you are part of a church committee assigned to explore and make a recommendation concerning church property. The info is in a chart and will will be sent throught the resource files.
The recommendation is supposed to be made next month at the annual meeting. The committee has been meeting for several months, and while they have narrowed the options down to two, they now seemed to be seemed deadlocked. The last three meetings have ended with either yelling or tears, or both. The minister has added three new people to the committee hoping to break the deadlock. These people are all neutral.
History of the Difference:
Some members wish to build a new church in a new location. They believe that a new modern facility in the north-side upper-class suburb would attract more members and would better serve the needs of the many programs offered by the church. They further believe that moving to the suburb will attract higher-income people. They point out that the existing structure needs repair and that they do not have enough parking.
Other members believe that because the church started at this location over 100 years ago and has a rich history and beautiful building they should not relocate. They are centrally located in the heart of the city and draw members from all parts of town. They agree that more space is needed. They know that the property on one side of the church is going to be put on the market, and the church owns the property and house on the other side of the church. The church has ample parking for all activities that take place during the week. It has a long-standing agreement that the members can use the school parking lot across the street for Sunday services. The only time there is a parking problem is on the rare occasion that the church and the school have big events on the same evening. They agree that parts of the church need major remodeling and updating. They would like to see the church renovated and build offices on one side and education wing on the other side. They believe they would lose members if they moved to a suburban location.
You are listening to the debate:
Mary Alice: I have made copies for the new members of the committee of the historical brochure from a few years ago. You will notice we have had some very influential members. Our church dates back to 1887, and is the oldest church in the city??"in fact, the state. We have
Paul: I hate to interrupt, Mary Alice, but they can read the history. We need to fast forward to today. I admit that the church has been magnificent in the past, but if were going to stay up with the times, we need to build a new, modern building with a wired sanctuary. We have the architectural drawing right here. We...
Mary Alice: Excuse me, Paul. What do you mean by wired sanctuary?
Eric: He means one with the latest in electronic equipment and sound system. We could
Cindy: Excuse me, Eric??"we just redid the entire sound system and its one of the best in the city. I think we need to explain the two options to the newcomers. We also have drawings of what the new additions would look like.
Paul: Im the chair of the committee and I did not approve having those done. Who went behind my back and made unauthorized expenditures?
Adam: Now Paul, calm down. There was no expenditure. I asked my brother to do them. He does all the building for our restaurants.
Mary Alice: And beautiful restaurants I might add.
Paul: Lets stay on the subject??"the drawings are still not authorized, and we are not going to look at them. As chair, I will not permit them to be presented here. Unless we vote,
Adam: I move we vote
Jennifer: I second it.
Paul: OK, all in favor? Motion carries 7 to 2. Jennifer, Im surprised??"I thought you wanted to move.
Jennifer: I do, but I also want to see the drawings.
Cindy: Paul why dont you get down off your high horse and lets weigh the facts. Look, I will make a T chart here and well put the reasons on each side. We have the reasons to move on the left and the reasons to stay on the right.
Paul: We can read, Cindy??"were not your students.
Adam: Paul, that wasnt necessary.
Paul: She treats us like were 7. Im the chair and I will decide how we will proceed.
Adam: I move we continue with Cindys chart.
Mary Alice: I second it
Paul: Ok, all in favor? 7 to 2. Ok, go ahead with your little chart. I want to put up on the left that we will be able to get more high-income people in the suburbs.
Mary Alice: And I guess you think Adam and I are low-income people? I seemed to remember that our finances are in good order.
Paul: Im on the finance committee, and I should know about the church finances. We may be OK now, but if we dont do something about this old worn building we wont be. It might be good enough for you, Mary Alice, but it is not for the younger members.
Eric: Come on, Paul. Youre going to turn people against moving. I want to put up the wired sanctuary. It will attract a lot of young people.
Adam: I think we should put on the right that whenever you change a location, you will lose some of your following.
Paul: Adam, please wait to be recognized. Besides, this is not a restaurant??"we dont sell hot dogs.
Jake: (Getting up) Ive had enough. I thought I might be able to help make this decision, but all you people want to do is bicker and name call.
Terry: I certainly understand your frustration, but the members are counting on us to make a decision. Paul, since you have a dog in this fight, why not let me lead the discussion? Im neutral. Now back to the chart. Lets weigh the cost benefit of each side. Cindy, I like your idea of a chart, but lets use two flip charts. Eric, will you bring that other flip chart over here?
Eric: I have a better idea. I can project it from my computer. Here, let me make the chart. Ok, I am ready.
Terry: Good idea. Now, lets just go around the room and state benefits on either side or costs on either side.
Tasks:
Answer the following questions about the scenario:
What types of conflict did you witness? (Hint: see p. 175). Explain your answer.
Identify the conflict management styles witnessed (Hint: see pp. 178??"179). Explain your answer.
Explain strategies the committee can use to come to a resolution by next months meeting.
How could you help to keep the conflict from disrupting the meeting again?
There are faxes for this order.
Conflict Between Research and Ethics Paper
On the Tuskegee syphilis study (conducted by the U.S. Public Health Service which became the subject of Congressional Hearings in 1973)
Address the following issues:
a. Patient consent
b. Benefits to patient, society, and medical professionals; therapeutic research; and research outcomes
c. The potential role(s) institutional compliance and/or ethics committees
d. Potential responsibilities of management
e. What managerial approach would you have taken if you were in a position of power?
Content:CONFLICT BETWEEN RESEARCH AND ETHICS PAPER should address A.Advantages and disadvantages of medical research and identify ethical dilemmas
B.Analyze areas of conflict between research and ethics
Background In this module, you will be assessing your own personal conflict style and considering the situations in which the style might be helpful, and when it might be less…
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In this module, you will be assessing your own personal conflict style and considering the situations in which the style might be helpful, and when it might be less…
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The Report The finished paper should be approximately 4 pages and will consist of two parts. Part I - Description and Analysis - In this section you should try…
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Complete the Intercultural Conflict Style (ICS) Inventory (available on Mod 1 Handouts . Score and interpret the inventory, based on the scoring guidelines available on and Hammer (2005). (1) Describe…
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research project what do managers do? interviewing questionnaire At least three different managers, preferably from three different organizations, should be interviewed for the purpose of this…
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Sunflower seems like it had a corporate culture that was neither sunny nor floral. Actually, it sounds like a pretty nasty place to work. And then they…
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Put your knowledge of constructive criticism to work! Consider a major conflict you have had in the past with another person. Reflect on how the issue was resolved (or…
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This case study is a succinct look at what happens when two sets of cultures collide; first, the national cultures of the United States and that of the fictitious…
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RESEARCH PROJECT WHAT DO MANAGERS DO? INTERVIEWING QUESTIONNAIRE At least three different managers, preferably from three different organizations, should be interviewed for the purpose of this paper.…
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TITLE: The Acts of Christianity; the Origin, Purpose, and Destiny of a Christian 1st NOTE: This paper needs to be formatted in the Turabian format!! I have a template if…
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Conflict, Decision Making, and Organizational Design Research the company at which you now work and in which you: 1. Discuss how you could apply negotiation strategies…
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Personal Leadership Plan Complete and submit a 1,750- to 2,450-word paper in which you describe your personal plan for becoming a leader of the future. ? In addition to reflecting on…
Read Full Paper ❯
CONFLICT RESOLUTION PAPER Write a six-page scholarly paper about conflict resolution. You must use at least 3 professional quality resources. Marking Scheme APA format (spelling, grammar, citing, title page, flow of paper, 2 reference…
Read Full Paper ❯
Personal and Professional Health Care Communication ? Write a 1,050- to 1,400-word paper directed to a specific audience, such as for a group…
Read Full Paper ❯
Personal Leadership Journal etries for 7 weeks. I will email a formatof the journal and additional helpuf information. Please ask Writers There are faxes for this order.
Read Full Paper ❯
Conflict Management Scenarios in XYZ hospital.Brief memo to supervisor...Create a scenario in which a conflict situation within(XYZ)hospital is described. (1)The scenario will reflect inter-group conflict.(2)Identify relevant variables which affect…
Read Full Paper ❯
Conflict Management Approaches & Human Behaviors Expectations and Introduction The intent of the SLP is for you to apply the theoretical and general aspects covered in each module, to real-life…
Read Full Paper ❯
Personal Ethics Development Paper Write a 1,050- to 1,200-word paper on personal ethics development that examines your personal ethical system and ground rules, including its origins and development. ? Incorporate the terms…
Read Full Paper ❯
Personal Values Analysis: You are to write one personal value analysis, centering around one of the values below. since this list is derived from the "values" document for the…
Read Full Paper ❯
Personal Values Analysis: you are to write one personal values anlysis, centering around one of the values below. since this list is derived from the "values" document for the…
Read Full Paper ❯
Personal Power Plan Assignment In the textbook you have read about types of power that exist in organizations. Personal power is one power component that influences the operation of organizations…
Read Full Paper ❯
Conflict Model Identify a conflict situation occurring in a particular social context (classroom environment, personal counseling, workplace, etc.). Research conflict management models and identify one model you believe would be…
Read Full Paper ❯
Conflict resolution emphasizes four(4) basic premises about virtually any conflict situation. Describe each of the premises and detail current or potential applications in your present or anticipated post graduate…
Read Full Paper ❯
conflict happens. A groups ability to manage conflict will enhance their ability to reach their goal. This of course is much easier said than done. If you can recognize…
Read Full Paper ❯
Conflict Between Research and Ethics Paper On the Tuskegee syphilis study (conducted by the U.S. Public Health Service which became the subject of Congressional Hearings in 1973) Address the…
Read Full Paper ❯