Leadership Self -Assessment

The purpose of this paper is for you to examine your leadership style. Using your textbook as a reference, write a paper describing your own leadership style.



For this paper:



? Identify the key characteristics that represent your strengths as a nurse leader

? Identify the areas of professional development that you need to work on to further develop your leadership abilities

? Describe how your unique characteristics will support change in your workplace, and how they may create barriers to change.

? Describe what other types of styles you would seek out for your leadership team. For example, as a very conceptual thinker or a visionary leader, it may be best to team up with a detail oriented team member.



This paper should be APA formatted and should be 5-6 pages including the cover page and reference page.

Leadership in Organizations
MGT 380

Organizations refer to their upper managers and their boards as the leadership team. They both influence employees and direct work. But are they all leaders? What is it that leaders and managers do? Can leaders and managers be one in the same? Just because a person is a manager does that make them a leader? Write a 3 to 4 page paper where you address these questions.


Customer is requesting that (bolavens) completes this order.

There are two parts in this order. 2 pages for each assignment
Part 1: Leadership Models
Select one of the leadership theories/models from the list provided:
o McGregor (McGregor)
o Likert?s System 4 (Likert)
o Situational (Hersey & Blanchard)
o Servant (Greenleaf)
o Participatory/Shared (Multiple authors)
Research academic sources and write a two-page literature review, highlighting the efficacy of the theory/model in its approach to leadership.

Part 2: Course Project Reading, Analysis & Comprehension
Write a well written two pages APA initial comprehension report about the Course Project: Overview Emerging Trends in Global Leadership Team?Case Study Project.
Emerging Trends in Global Leadership Team
The ability to lead cross-cultural collaboration across geographically distributed organizations is a highly valued skill. No single company has yet mastered these skills, so the opportunities for research in this are endless.
Analyze the course project readings & materials of Kankanhalli, Tan, & Wei (2006) describe a global organization in which teams are involved. Start researching and readings.
Analyze Hofstede (1977) is a researcher known for a number of publications on the nature of cultural differences in global operations. It is suggested that you consider the body of Hofstede?s work. Go to the Argosy University Online Resource database (accessed via the Library link on the left,) and research those relevant articles on conflict and performance in global virtual teams.
Conflict exists in geographically distributed teams. Find what the research says about:
? The nature of conflict in geographically distributed teams.
? The causes of conflict in teams.
? The relationship between cultural diversity and team conflict.
? The means used for communication and collaboration across geographical distance.
While doing your review and analysis, you are not limited to the reading listed for the modules. Please conduct your own research and use whatever articles you find relevant, including the texts and cited articles. Evaluate these articles to state whether or not you agree with the findings, and finally, describe how you would apply the results in your organization if it were working internationally with multiple cultures in a team.

Individual Assignment: Options for Implementing a Leadership Change

Imagine your team members are siblings of the late Don Ruiz. Everyone has a different opinion about the Gene One leadership and how that leadership must change to implement a successful initial public offering.

Select leadership structure and styles with the teams end vision for Gene One.


GENE ONE-COMPANY OVERVIEW

In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eradicated disease in tomatoes and potatoes. As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals. The win-win situation helped Gene One grow to a $400 million company in just eight short years.

Accordingly, sharply rising stock indices on Wall Street indicate a growing interest in biotechnology. And leadership changes at the Food and Drug Administration are further enhancing investor confidence in the industry. At Gene One, the CEO and his Board believe that in order to keep pace with demand and realize conservative annual growth targets of 40 percent, Gene One is going to have to go public within the next three years. The time seems right, but the company needs IPO capital for new development, advertisement, and marketing if it is to remain successful.

Working toward a 36-month maximum deadline, the CEO and his Board have devised a clear strategy with the help of key members in the investment community. It is their hope that implementing it will help Gene One realize its growth targets, establish the company as a strong competitor and show Wall Street that Gene One has the leadership and organizational capabilities to succeed as a public entity.


THE PLAYERS

Don Ruiz, Chief Executive Officer: At age 37, Don became a young entrepreneur when he recruited four colleagues to make his brainchild -- Gene One -- a reality. As CEO and creative force behind Gene One, Don not only brought his extensive technology and industry knowledge to the company, but a significant part of the $2 million dollar start-up investment as well. Now, as a $400 million company, Gene One is positioned to realize growth targets that will make it an industry leader. Don is excited about the company's IPO opportunity, and has engaged his leadership team, as well as an external consulting firm, to develop a sound strategy to ensure that Gene One not only serves the public but leaves a legacy of his work.

Michelle Houghton, Chief Financial Officer: Part of the start-up five, Michelle invested everything she had into Gene One and, as a result, feels a strong sense of ownership and emotional attachment to the company. Don and Michelle share a solid working relationship and friendship; in fact, with their spouses, they socialize often. Reserved and quiet, Michelle is often mistaken for a pushover when in truth, she is passionate about issues that put the company at risk and has been very successful in securing funding from government and private investors. At 35, Michelle had never before directed Finance in a large corporation or been involved in an IPO; nonetheless, she has earned a credible reputation with the leadership team, the Board, the FDA leadership and the government.

Charles Jones, Marketing Officer: Two years after Gene One's start-up, Don recruited 35-year-old Charles because of his reputation for "smart" risk-taking and his biotechnology connections. Don saw him as the perfect person to develop and implement Gene One marketing strategy. Self-confident and moral, Charles easily garners trust for himself and the company. He has no personal investment in Gene One, but his professional pride motivates him to work hard at defining products that will sell, and creating a Gene One brand image that is synonymous with technology innovation, future of America, potential for major economic returns, etc. But Charles likes to focus on the big picture rather than the details, which means his efforts to design and implement a marketing infrastructure have yet to be completed.

Teri Robertson, Chief Technology Officer: Part of the original start-up team, and Don's niece, 37-year-old Teri has a world-renowned reputation; it was her doctoral research that led to the genetic breakthrough discovery that Gene One's success is built on, and she holds a number of patents pertaining to it. A scientist at heart, Teri is highly competent with a passion and talent for technology research and development. Though Charles involves her in marketing to a degree, he recognizes where her talents lie and, most often, leaves her to them. That suits Teri just fine; Gene One has become her life.

Greg Thoman, Chief Human Resources Officer: Six years ago, at age 30, Greg came to Gene One after an eight-year stint at a Human Resources Consulting company. Known for his "can do" attitude, Greg has staffed Gene One with talented researchers and innovative product developers. In the past two years, Gene One's massive growth has meant thousands of new hires, and Greg has had his hands full with staffing. As a result, he hasn't had time to focus on developing future talent, or creating a corporate culture conducive to growing the business.

John Kirby, Executive Director Board Member: CEO of Nuke, Inc., a nuclear medicine company, John has spent more than thirty years in the science and technology industry. His expertise has made him an influential member of the industry community and he knows it -- when he wants something, he doesn't take no for an answer.

Susan Wells, Executive Board Member: Serving her second term, 62-year-old Wells is a well-respected Board member with myriad connections in the media and political communities. She's very thorough and logical, and has been known to reverse decisions at the eleventh hour based on new data received from her vast network of influential friends.

Implementing a Leadership Change
Leadership change at any organization can cause an organization to experience deeper changes and shifts within an organization. Many times new leadership comes into an organization with a new plan as to how it will operate. This can cause employees to feel threatened and unsure about their security and position. More times than not, leaders do not take into consideration how important communication about the change is within the organization. They are quick to announce the change within and outside of the organization, but they tend to forget how that will affect the company as a whole.
Gene One is company that is exploding in growth. The leadership of Gene One believes it is time to take the company pubic. In doing so, several changes will have to take place within the organization. The senior leadership has several different views on what should happen. Some feel that this change is perfect timing, while others feel that going public would be a huge mistake because the company is not ready for it.
The CEO Don Ruiz realizes that the company has no experience with IOPs and that it is important that the company explore what needs to be done to take the company public. Michelle, the CFO thinks that taking the company public is a good idea; however, she questions if the timing is right and questions if the company will be able to overcome the bad publicity the industry has recently received. Teri is Dons niece and is the Chief Technology Officer. She seems somewhat resistant to change, however has valid points as to how the changes should be handled. Charles is the Marketing Officer who is brilliant at marketing, however, needs help focusing on the details. These are just few of the players in this scenario.
Exploring the scenario of Gene One was interesting. Our team discussed how the change might affect the team and who might be good in leadership positions. As shown in the scenario, there was one employee who quit Gene One on the brink of the company going public. I think this is something that can be expected in this kind of change. There are those who embrace change and there are othrs who will resist it at every turn. The way to address this is to make sure that the organization is consistent in their communication with employees and to gather feedback and ideas from the employees. This will make them feel that they are part of the change and have a hand in making it happen. This should help alleviate some of the feelings of uncertainty within the organization.
Some of the specific things that can take place to bring Gene One public is to have Michelle and Greg, the head of human resources look into the Sarbanes-Oxley Act. This act affects the company in many ways and is vital to the company going public. The Sarbanes-Oxley Act requires that the IPO board be comprised of independent directors and that at least one member have a financial background as a CPA or CFO. The financial implications are that the company will have to provide the SEC with financial statements for which they will be personally responsible. Michelle feels that this will require an external accounting firm to make sure the numbers are correct. Greg noted from an HR perspective that the board and executives will need to be squeaky clean and that their compensation methods be above board. Greg also noted that it is important how the company handle breaking the news to the employees that the company is going public.
On the innovation front, Teri is brilliant at coming up with new inventions, however, she is resistant to expanding and change. This could possibly inhibit innovation or it could save the company from costly mistakes. I think that with Teris creativity and Michelles financial know how, this company could reach a balance in creativity and financial responsibility. The two do clash from time to time, however together they seem to bring about productive discussions and new ideas.
I think that utilizing the situational style of leadership is the best in handling the changes within Gene One. Management and leadership will have to adapt to changes and relate to the shifting that will take place among the staffing and management. Keeping employees up to date and included in the changes will help alleviate tensions and reduce the loss of staff due to the changes.
The leadership style that we chose to implement within the change is the Situational Leadership style. This style incorporates several styles and tries to strike a balance in decision-making. Situational leadership focuses on that no one particular type of leadership is best for all situations. Instead, it focuses on that the situation dictates how leadership should manage change within a company. Hersey and Blanchard first introduced the concept of situational leadership in Life Cycle Theory of Leadership (Hersey & Blanchard, 1969). In their 25-year retrospective of Situational Leadership, Blanchard, Zigarmi, and Nelson, (1993, p. 22) noted that the theory and its name were inspired by the changing leadership style needed by parents as a child grows from infancy through adolescence to adulthood. Gene One could be viewed in this way. The leadership acts as the parents and the company is the child. As the company grows and changes, so does the way in which the company is managed. Striking a balance between task and relationship behaviors is the best way to lead people and manage a company. The Situational Leadership Model is about being more effective as a leader. This involves matching your leader behaviors (behaviors you use when trying to influence someone else) with the performance needs of the individual or group that you work with. It is about adapting the directive and supportive behaviors you use to match the readiness of others to perform specific tasks or functions. The model is simple, it works, and achieves results. Gene One needs effective leaders and supportive behaviors in order to implement the changes needed to go public.

The end-vision that is best suited for Gene One is as follows: Gene One's end-vision is to create new and better produce varieties that can change the lives of people around the world. Our vision is to strive to create new and innovative technologies that will bring healthy, fresh and affordable produce to the world. Gene One strives also to make contributions to their stakeholders and to society.
This end-vision shows that the company is committed to their stakeholders and to what is best for society. This statement will hopefully strike a balance is the way the public reacts to Gene One going public. The company will have to be committed to their stakeholders financially, this is something that every public company should be committed to, however, Gene One must also appeal to the publics interests and what is best for the world as a whole.

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.

Please I need help writing this essay. I would like to see this project finished so I can request more essays.
What is the critical leadership problem facing the 56th HBCT Brigade Commander and how will you improve the organization?
The purpose of this paper is for you to demonstrate your ability to synthesize the organizational development processes to a case study. Ensure you address the criteria when formulating your response. Your answer should be no less than four (4) pages
Analysis: Apply critical-thinking skills to identify, explain, and defend the selection of the critical leadership problem. Use relevant facts and assumptions from the 56th HBCT case study to support your argument.
Synthesis: Describe the process you will use to solve the problem and improve the organization
Outcome: Describe your expected end-state and how that will help you achieve your vision for the organization and measure effectiveness.
This is the case study

?The 56th Heavy Brigade Combat Team?

You are LTC Wood a promotable lieutenant colonel who commanded a battalion in the 56th Heavy Brigade Combat Team (HBCT). One month ago you returned to the 56th HBCT after a 2 ?-year absence to assume the Deputy Brigade Commander?s (DCO) position. While you are excited about getting reacquainted and acclimated with your old unit, you know that a lot has happened, including a deployment, in your absence.

The 56th Heavy Brigade Combat Team (HBCT) returned from Afghanistan 55 days ago and is now in its RESET phase of the ARFORGEN process. The 56th?s parent division headquarters and the other three divisional BCTs did not deploy with the brigade. Instead, the 56th HBCT worked for two other divisions during their deployment and with a number of other BCTs. Further, due to operational needs and capability shortfalls in another brigade, the 56th detached one of its combined arms battalions for thirteen of the deployment?s fifteen months. The brigade has been back at home station for almost two months; Reintegration Training and block leave are complete. As you settle into your new position and surroundings, you realize that few, if any, of the HBCT staff remains from your last tour with the unit. Further, many of the current HBCT staff will PCS in the next few months. The change of command for five of the six battalions is scheduled in the next 30 days. Your initial conversations with COL Domingo, the brigade commander (BCO), LTC(P) Johnson, the outgoing deputy brigade commander (DCO), and CSM Howell, the brigade command sergeant major, were positive. All appear to have genuine concerns about the actions needed to improve the brigade and prepare it for the next mission.

You remember that just three short years ago, the 56th HBCT was considered among the best maneuver brigades in Forces Command. By all measurements, the brigade excelled. Morale across the brigade was high, as it seemed the brigade attracted the best of the officer and non-commissioned officer corps. Leaders wanted to lead, Soldiers wanted to soldier, and a supportive family atmosphere existed among the battalions. There was a strong work ethic. Problems existed, but there was a prevailing attitude that all could be resolved. More often than not, the problems were solved at lower levels and rarely reached the brigade command level. Competition within the brigade existed, but it was positively oriented toward the success of the brigade. Frequent coordination occurred among peers to share information, resources, and lessons learned. Often, the brigade and battalion officers would meet informally for happy-hour type social events. Although these were definitely social occasions, the leaders could not help but discuss ways to improve their brigade. Leaders shared information freely with little regard for ownership or competitiveness. Brigade officers were often ridiculed by their peers in the division as ?whackos? who always wanted to discuss ?work? issues. Often, the battalion and brigade commanders were active participants. A similar environment existed among the battalion and brigade NCOs.

Just prior to your departure as a task force senior trainer at the Joint Multinational Readiness Center (JMRC) in Germany, the 56th HBCT received notification that its deployment location changed from Iraq to Afghanistan and that the deployment would be 15 rather than 12 months long. As a battalion commander, you took pride as you observed all leaders pitching in to ?make it happen.? Although some officers, non-commissioned officers, Soldiers, and families voiced concerns about the impact the deployment?s length and the significant change in operating environment could have on the brigade, all were committed to making the transition occur as smoothly as possible. Soon after the notification and your departure, the brigade experienced a change of command. The new brigade leadership team assumed responsibility for the predeployment train-up period. Your remaining brigade contacts indicated the transition and train-up seemed to go as well as could be expected. The 56th completed its Mission Readiness Exercise (MRE) at the National Training Center and deployed for war.

While the majority of the brigade took block leave over the last month, you have had the opportunity to review a number of historical documents, attend routine battle rhythm events, speak with members of the brigade, and walk around the brigade?s footprint.

Your review of the brigade?s historical unit status reports (USR), shows that the 56th HBCT completed all necessary training and received its required equipment prior to departure. The HBCT deployed with a personnel strength of 92 percent, and an assigned strength of 105 percent. The commander?s comments specifically highlighted that brigade leaders and Soldiers were well-trained and qualified. The majority of the non-deployable Soldiers remained at home station for medical reasons that came to light within 60 to 90 days prior to the departure date. During the deployment, the brigade redeployed over 100 Soldiers for non-combat-related medical problems. While the installation?s medical providers addressed many of the non-deployers? medical concerns, a significant number of non-deployable Soldiers remain on unit roles. Additionally, since returning, the number of medical non-deployable soldiers has slightly increased above pre-deployment numbers.

The brigade?s historical records from Afghanistan reveal that the unit was fairly successful in accomplishing all missions. The documents suggested that violence in the 56th?s sector did not significantly increase, nor did it decrease, and casualties in Afghanistan were considered light with one critical exception. Security of the populace and US forces was a major priority that was accomplished very well, but the records indicated the HBCT?s ability to support the host nation was mixed, with limited success in training Afghan Army units and police forces. It appeared the HBCT staff was able to manage day-to-day operations effectively, but struggled with their ability to capitalize on opportunities and to anticipate potential threats.

Approximately five months into the brigade?s fifteen month deployment, a suicide vehicle-borne IED (SVBIED) attacked a patrol in one of the maneuver battalion?s sector. The attack killed the brigade commander, brigade command sergeant major, and one of the Battalion Commanders as well as wounded several other Soldiers and Afghan Security Forces. In the immediate aftermath of the attack, LTC(P) Johnson assumed command of the brigade until the arrival of COL Domingo and CSM Howell. The division headquarters assigned LTC Baker, a battalion command-selectee already commanding a MiTT team with the brigade, to assume battalion command.

Another document you reviewed was a comprehensive report with the findings of a Center for Army Lessons Learned (CALL) study conducted for the 56th in Afghanistan. From all accounts, the HBCT performed as well as possible in Afghanistan, and the leadership performed well given the circumstances. However, the official record also indicated significant challenges requiring attention. The extensive study identified several specific issues that may have an impact on the BCT?s future effectiveness. You highlighted the following sections of the report.

Multiple and often incompatible communications systems hampered command and control throughout the brigade. At battalion and below levels, the varying battlefield, electronic, and environmental conditions required leaders to carry multiple radios to communicate effectively. Further, the dispersed nature of multiple Combat Outposts (COPs) and Joint Security Stations (JSS) created significant digital network challenges for the brigade?s network technicians. The digital network frequently crashed making communication loss between the brigade and subordinate battalion headquarters a normal, if not daily, occurrence. While tactical satellite (TACSAT) and high frequency (HF) radios provided some redundancy, the limited number of systems and frequencies available to the brigade in some cases created operational and personal friction.

Personnel authorizations on the battalion staffs were not sufficient to allow 24-hour operations over a sustained period. Often, battle captains were taken ?out of hide? to conduct the mission, resulting in unqualified and untrained personnel attempting to perform battalion tactical operations center functions, especially during the evening hours. This contributed to increased friction between the brigade and battalion staffs.

The DCO?s role was not clearly defined. During the brigade?s deployment, the DCO was tasked at different times to supervise the military transition teams (MiTTs) operating within the brigade?s battlespace, synchronize the operations of the brigade support battalion (BSB) at a different forward operating base, be the ?voice? of the HBCT to the media, LNO to coalition forces, and act as a BCT chief of staff. These varied missions for the DCO created confusion within the brigade, and this confusion created the perception of a weakened HBCT command structure.

The modular BCT structure, first implemented during your time as a battalion commander, continued to create training challenges, especially within the combined arms battalions. Whereas previously the maneuver battalion commanders and staffs were able to focus on traditional infantry and armor skills (e.g., Bradley and tank gunnery, individual infantry and armor soldier skills, infantry and armor platoon skills), the same commanders and staffs were required to attain and maintain proficiency at planning and executing individual and collective skills in areas outside their areas of expertise. Moreover, the report identified subject-matter expertise, once resident within the maneuver battalions, was diminished within the maneuver battalions. The impact of this additional complexity and burden was identified at all levels of leadership. The Army?s decision to augment the brigade with three MiTTs just prior to the MRE required the leaders to rethink combat organization.

The Afghanistan environment placed severe demands upon available manpower. Specifically, the need to protect the population and expand operations in previously unsecured areas increased the need for infantry squads. As a result, armor, engineer, artillery, and other Soldiers filled the void performing typical infantry tasks and not their own military occupational specialty (MOS) core competencies. Soldiers from the Forward Support Companies also augmented maneuver platoons as vehicle drivers and as alternate Quick Reaction Forces (QRF) within the maneuver battalions.

The 56th HBCT trained for the wrong mission-essential tasks during its training ramp-up for deployment to Afghanistan. The brigade trained exclusively on their assigned M1 Abrams, M2 Bradley combat platforms (focusing on gunnery skills and qualification) prior to deployment and during stability operations. However, upon arrival in theater, operational necessity required use of seven different mine-resistant armor protected (MRAP) variant vehicles in lieu of tanks, Bradleys, and up-armored HMMWVs. The brigade had few assets available at Bagram Airbase to execute drivers? training during RSOI, requiring the creation of a drivers? training program to train drivers during the first few months in combat. Further, the number of ?patrol sets? required to support the operational tempo (OPTEMPO) affected not only the maneuver units, but the brigade?s special troops battalion (STB) and the brigade support battalion (BSB). The brigade STB was specifically affected due to a lack of critical MTOE authorizations for the battalion staff to support both brigade and battalion operations. The dispersed nature of the battalions required the BSB to spend increased time on the roads resupplying outlying locations. Lastly, during pre-deployment train-up, the artillery battalion provided indirect fire support for the cavalry squadron and combined arms battalions? tank and Bradley platoon qualification tables. The six months dedicated to supporting this mission, including both an internal artillery gunnery certification program and the direct support to maneuver platoons, limited the amount of time available at the platoon and battery level to train on dismounted infantry and patrolling skills.

The stability operations mission created unique issues for the 56th HBCT. Although the size of the HBCT staff had a positive effect on shaping operations within their battlespace, the additional tasks associated with resourcing and supporting the MiTTs from members of the BCT staff created a ?dual-hatted? staff, which reduced the staff?s effectiveness.

You also received a 360-degree commander and staff assessment of the 56th HBCT from the Center for Army Leadership?s (CAL) Leadership Assessment and Feedback Program. A summary of trends from the assessment indicates that the staff had the trust and confidence of the subordinate units. It revealed the NCOs display confidence in their abilities and have a good tactical and technical knowledge. On the other hand, the assessment revealed that commanders share a lack of willingness to include subordinates in decision-making, and they fell short of expectations on developing subordinates, coaching, and counseling.

The last historical document you reviewed was the brigade?s Reset plan and timeline. A careful study of the document reveals that the brigade is currently at R+55. According to the DA G3/5/7 Reset EXORD for the brigade?s redeployment, the brigade has another 125 days in the ?Reset? Force Pool before transitioning to the ?Train/Ready? Force Pool. Of immediate concern is the pending arrival of the unit?s containers and redeploying equipment not turned in to Army Material Command (AMC) in Afghanistan. The ship arrived at the port ten days ago and immediately began downloading equipment to rail back to home station. Equipment is expected to start arriving and be complete over the next two weeks. Of critical importance is the turn in of ancillary equipment (NBC, NVGs, and Radios) to the Special Repair Teams beginning in ten days. The Special Repair Teams are expected to keep the brigade?s equipment for the next 4 to 6 weeks to complete technical inspections and repair.

You attended the AMC ARFORGEN synchronization conference last week for the HBCT that included representatives from FORSCOM, Department of the Army G1, G3/5/7, G4, G8, AMC, and the division staff primaries; there, you learned from the PM HBCT representative that because the BDE turned in all of its combat platforms (tanks, Bradleys, M113s, Paladins, and TOC equipment) at Bagram during redeployment, you will not receive your new issue for at least another 90 days. Further, PM TOC told you that the brigade will receive all new TOC equipment (tracks, tentage, and C2 systems), but he did not think the equipment would be ready until for another 85 days. The CECOM representative also provided less than optimistic information regarding reset of the brigade?s satellite communication packages. Because the brigade chose to forego much-needed system upgrades prior to the last deployment, the majority of the components on the existing satellite trailers are out of date and no longer under warranty. Additionally, the Army is fielding new communication trailer systems over the next three quarters of the fiscal year with the brigades not scheduled for delivery until just before R+180. Lastly, the AMC representative informed you that the ancillary equipment (wheeled vehicles, trailers, water buffalos, MHE, etc.) the brigade turned into AMC prior to the deployment as left behind equipment (LBE) will be ready for reissue over a 7-week period beginning at R+80.

While the information provided at the conference seemed pretty grim, the Division Chief of Staff, who attended the final outbrief, pledged to both COL Domingo and you that he would remain on top of the Division G4 and G8 to ensure that program managers and AMC upheld their end of the Reset agreement and returned equipment as soon as possible.

The manning section of the reset plan looked about as optimistic as the equipment reconstitution section. The brigade was just about to end the DA mandated 60-day stabilization window and begin shedding people as they PCS?d to new assignments or ETS?d out of the Army. Most significantly, the change of command ceremonies for five of the brigade?s six battalions is slated to occur in the next two weeks. LTC Baker, commander for one of the combined arms battalions, and COL Domingo, will remain in command for at least the next 12 months because they took command while in Afghanistan. On a positive note, about half of the field grade officers in the battalions will remain in the brigade because they deployed late after completing ILE or their division staff time. Generally speaking, the battalion XOs all appear competent and have a good understanding of their battalion?s strengths and weaknesses and brigade-level systems. The brigade did receive some replacement personnel during the deployment, but can expect to fall to below 65 percent strength overall and less than 30 percent strength in key MOSs, especially senior noncommissioned officers until at least R+120. The DA Reset EXORD states HRC is not required to fill the brigade at 80 percent available strength overall and 75 percent senior grade until the end of our Reset window (R+180).

Major Volar is the Brigade S4. The S4 section performed poorly during the last deployment. While MAJ Volar appears to be a good officer that knows the technical aspects of supply and maintenance management he suffers from a lack of understanding of how to run his staff. His staff is seen as one that lacks to commitment to the ideas and direction of the Brigade Commander. The Battalion Commanders also complain of a lack of support from the S4 section when it comes to critical supply efforts to support operations. The S4 section also has conflict with the Division G4 that has lead to an adversarial relationship.

Major Springsteen, the brigade?s S6, appeared to be the least likely officer to complain about workload. However, last week after a particularly stressful staff meeting, he commented, ?Sir, I know you are busy, but I have to talk to someone. I?m not sure how much more of this I can take. Nothing we do on this staff seems to be good enough and staffing actions never seem to get the time they deserve. We?re not allowed to make routine decisions at our level, and it seems we jump from one crisis to another with no apparent vision, goals and objectives. I thought when we returned from Afghanistan the pace would improve a bit, at least for a short while, and allow me to once again get acquainted with my family. It has been far from that! I even had my leave shortened to support the division command post exercise. A division CPX for crying out loud! We just returned from combat! We were told the division?s new staff needed to resolve some internal staffing procedures, so they scheduled an out-of-cycle training exercise. Given this division?s 24/7 mentality and helter-skelter attitude, I would almost rather be back in Afghanistan. At least there everyone knows they have to work 24/7, and no one really expects to know what will happen next. Plus, you don?t have the family wondering why Daddy isn?t home. Even my wife, who basically ran the brigade?s Family Readiness Group (FRG) when we were deployed and is a very dedicated Army wife, is about to throw in the towel.?

Last week, you witnessed an exchange at a BCT command team meeting. The commander and command sergeant major of one of the brigade?s combined arms battalions provided COL Domingo and CSM Howell a detailed review of the effect of the installation?s ?red cycle? on their unit training plans, receipt of equipment and execution of the reset of personnel and equipment, reestablish garrison systems, and leader and incoming Soldier training to address shortfalls identified in Afghanistan. The battalion commander stated, ?We?re caught between a rock and a hard place because we tell Soldiers to reconnect with their families after being away for fifteen months, then pile so many competing requirements on the plate that they have to work until 1900 each night to meet turn-in suspenses. When you add on red-cycle taskings, the problem increases because you have fewer Soldiers to do the same amount of work. When I have to defer equipment turn-in for two weeks or keep Soldiers late telling them it?s more important to guard motor pools and ranges than recover our equipment from war, we all lose credibility. Soldiers know the difference between activity to keep them alive, and make-work.?

The battalion CSM added, ?This is worse than I?ve ever seen it. It seems we cannot catch a break on the ever-increasing extra duties and work details. When I mentioned this to the division CSM at his last senior NCO call, he dismissed me by saying, ?we have had red cycles throughout my 26 years in the Army. They?ll always be here, so live with it. Quit complaining! You guys have been nothing but whiners since you returned from Afghanistan!?? In support of the battalion?s argument, CSM Howell described his attempt to convince the division CSM of the impact the red cycle was having upon the 56th. He expressed his frustration and stated, ?I?m not sure why the division seems to have different interests than we do. I once thought we were all on the same team, but now I?m not sure.? After hearing this, COL Domingo turned to CSM Howell and asked him to once again talk to the division CSM. He stated, ?We have got to try and get a handle on this quickly. I?ll talk to the division commander. Meanwhile, let the BXO know of your discussions with the division CSM.?

Your experiences with the officers in the brigade S3 shop were positive. All appeared professional, cooperative, and well-motivated by LTC Rockwell. However, recent comments to you by two battalion S3s indicated a dictatorial side to the brigade S3. They indicated Rockwell?s unwillingness to consider new ways of approaching the diverse training needs brought by the reconfiguration. Moreover, Rockwell indicated if they took their concerns to their battalion commanders (one of whom was fairly new) they would regret it. When this was mentioned to LTC(P) Johnson, he stated, ?Hell, that?s just Rockwell flexing his muscle. There?s no better brigade S3 in the division, and everyone knows it. Those battalion officers need to quit sniveling and get to work.?

In a private conversation last week, CSM Howell shared with you, ?I?m worried about my senior NCOs. They appear competent, but I don?t see any results from their work. There appears to be little teamwork among themselves and their officers. When I ask them why they don?t speak up and get involved, they ask, ?Why should I? Nothing ever comes of it.??
Finally, your informal conversations with friends within the division suggest the 56th gained a reputation in Afghanistan for being very ?heavy-handed? in dealing with locals. While the characterization started during the initial relief-in-place/transition of authority (RIP/TOA), their behavior took a marked downturn after the death of the brigade command team and battalion commander. According to several sources outside the brigade, this approach appeared to inhibit the brigade?s ability to conduct host-nation responsibilities. One of your more trusted sources stated emphatically, ?Johnson?s negative attitude of the Afghanis created a cancer among some within the brigade, and it?s still there. You need to be very careful.?

The past few weeks have been a blur for you. You understand the brigade has undergone numerous changes and know significant challenges lie ahead. Fortunately, the information you received from historical records, CALL and CAL assessments, and conversations and observations with leaders throughout the brigade and division provided some much-needed information. You are scheduled for a meeting with the brigade commander to provide your assessment of the brigade?s status and to chart a course for the next few months. His major concern is where to start. He knows there is not much time before the brigade will be back in the rotation for deployment.

One Week Later

Situation:

You are the Deputy Brigade Commander, LTC(P) Wood. The BCO has asked for your assessment of the Brigade, a recommendation for improving the organization, and how you propose to measure success. He also asked for a recommended vision statement based on your assessment and where you see the Brigade in the future. You have one week to prepare your assessment of the brigade including identification of the critical leadership problem facing the brigade, the process you will recommend for solving the problem and how you will measure success related to your proposed vision.

Hello,
I would like to request Purple Moon as my writer if possible.

Specifics: the paper needs to include 15 quotes, 15 parenthetical citations from both the empirical and practice based readings.It needs to be in APA format.

Subject: How can formal school leaders, such as superintendents, principals and assistant principals, utilize leadership teams to leverage change or improve schools? Effective practices for engaging others in the school improvement process.

I will send the PDF files in another email.

Thank you!
There are faxes for this order.

Organizations refer to their upper managers and their boards as the ?Leadership Team.? This team manages the employees and directs the resources of the organization, but they may or may not all be considered leaders. In a 3-4 page paper, address the following using examples:
? Describe the role of leaders and managers in an organization.
? Logically compare and contrast the roles of leaders and managers.
? Provide a rational argument supporting or opposing the premise that all managers are leaders.

This course is leadership and ethical decision making. The set up is two companies doing a merger into one big company and they need help to do make the transition as smooth as possible.
The background of both companies

Company Name UWEAR
Headquarters New York City, NY
Ownership Publicly held
CEO Tom Tramlin
Number of Facilities 4 in the US
(1 manufacturing plant + 3 distribution centers)
Number of Employees 100
Company Description UWEAR is an upscale uniform supply company that has been in business for over 40 years. They design, manufacture, and supply uniforms for hotels, restaurants, resorts, and cruise lines from around the world. UWEAR is recognized worldwide as the leading supplier of elegant durable uniforms.

Company Name PALEDENIM
Headquarters Cincinnati, OH
Ownership Privately held
CEO Mike Miller
Number of Facilities 1 in the United States
(sales office and distribution center)
Number of Employees 15
Company Description PALEDENIM supplies low cost denim and coveralls to the trades industry and their main customer base is located in the Midwestern United States. They have been in business for only 5 years but are gaining market share rapidly due to their entry-level pricing structure. They do not manufacture any of their products.

The two companies have decided to combine their marketing, sales, strategic analysis, human resources, and leadership teams. primary responsibility is going to be solving problems and resolving conflicts within and between the companies,?

THE ACTUAL ESSAY:

Your work with UWEAR and PALEDENIM has been completed. You have sent an e-mail to the client requesting feedback on any final requests before you close the project. Tom Tramlin, the chief executive officer (CEO), has sent you the following e-mail in response:

It has been a pleasure working with you on this project. For your final deliverable, we are requesting a comprehensive code of conduct framework that we can use to build upon as we move forward. What I envision is an outline that includes the 3 policies that you have drafted during your work here, along with basic standard policies that we should implement, as follows:

Reporting violations
Compliance with laws and regulatory orders
Any additional policies that you feel are pertinent

What would be the best possible deliverable that you could offer to your client?
What do you know about their code of conduct?
What should be included that you have not already established?
What standard policies could be incorporated for UWEAR and PALEDENIM that they can utilize?

Requirement: This is your end-of-block exam for L100. The purpose of this assessment is for you to demonstrate your achievement of the TLO for L100. The TLO for L100 is, ?Explain how field grade officers lead in the development of organizations and leaders to achieve results.?
This exam is based on the 56th Armor Brigade Combat Team case study and the L100 learning objectives. The L100 exam case study is available to you in a separate document. You will answer the questions from the perspective of the new brigade commander, LTC (P) Osborne.

You will synthesize the organizational development processes you learned from the L100 lessons (specifically L101-L109) and apply them to a problem. The assessment rubric for the exam is listed below on page two and provides the grading criteria for the exam question. Ensure you address the specified criteria when formulating your response. Ensure you write your response as an essay.

The L100 exam requires you to write your essay in first person to take personal credit for your leadership knowledge, skills, and abilities. Your answer will be no less than four (4) pages and no more than five (5) pages in length (double-spaced, using 12-point Times New Roman Font, and one-inch margins). Your completed essay is due at the end of the block, after lesson L111. The L100 exam is worth 60% of the L100 block grade.

In addition to the case study, you MUST integrate concepts from L100 into your responses. Specifically, you should use some of the models or theories discussed in L100 as you answer your exam. However, do NOT regurgitate the process or model; instead, explain how you will use the process or model applied to the exam case study. Finally, you do not have to submit a CGSC Form 1009w writing evaluation for this assignment.

Always cite your sources. If something is not your original thought, you need to cite your source using either footnotes or endnotes IAW the Turabian style of documentation; do not use parenthetical citations. This includes direct quotations, paraphrases, and summaries of the assigned readings, doctrinal references, or outside sources. You may use the L100 online lessons, readings, and reference materials to help you prepare your assignment. You also may use ST 22-2 as a reference for writing.

ALL work must be your own. You may NOT discuss this exam with any other person except your DDE academic advisor or faculty member. Another person may proofread your paper for correctness and clarity only; however, this person may not be a current or former CGSOC student. You must list this person as a reference in your footnotes or endnotes.
Questions

Using concepts from L100, what is the critical leadership problem facing the 56th ABCT? How will you use the processes and concepts from L100 to improve the ABCT and achieve your vision? Clearly and comprehensively, explain, defend and justify your answers.
Assessment Rubric
Evaluative Criteria (90 Points)
Score

Apply critical-thinking skills to identify, explain, and defend the selection of the critical leadership problem. Use relevant facts and assumptions from the 56th ABCT case study to support your argument. (30 Points)

Describe your vision for the brigade. (10 Points)

Applying concepts and processes from L100, describe how you will solve the problem, implement your vision and how you will measure effectiveness in achieving your vision. (50 Points) 1
Communication Criteria (10 Points)

The introduction clearly states the thesis and introduces major points.

Major points are fully developed using clear reasoning.

The conclusion reinforces the thesis and major points.

Style is concise, primarily in active voice, and generally free of errors in grammar, punctuation, and spelling.
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HERE IS THE CASE STUDY
US ARMY COMMAND AND GENERAL STAFF COLLEGE
US Army Command and General Staff School
Command and General Staff Officer Course (CGSOC) Common Core
L100: Developing Organizations and Leaders

L100 Exam Case Study
AY 13-14
?The 56th Armored Brigade Combat Team?

You are LTC Osborne a promotable lieutenant colonel who commanded a battalion in the 56th Armored Brigade Combat Team (ABCT). One month ago, you returned to the 56th ABCT after a 2 ?-year absence to assume the deputy brigade commander?s (DCO) position. While you are excited about getting reacquainted and acclimated with your old unit, you know a lot has happened, including a deployment, in your absence.

The 56th Armored Brigade Combat Team (ABCT) returned from Afghanistan 55 days ago and is now in its RESET phase of the ARFORGEN process. The 56th?s parent division headquarters and the other divisional BCTs did not deploy with the brigade. Instead, the 56th ABCT worked for two other divisions during their deployment and with a number of other BCTs. Further, due to operational needs and capability shortfalls in another brigade, the 56th detached one of its combined arms battalions for thirteen of the deployment?s fifteen months. The brigade has been back at home station for almost two months; reintegration training and block leave are complete. As you settle into your new position and surroundings, you realize that few, if any, of the ABCT staff remains from your last tour with the unit. Further, many of the current ABCT staff will PCS in the next few months. The change of command for five of the battalions is scheduled in the next 30 days. Your initial conversations with COL Timmons, the brigade commander (BCO) and CSM Rose, the brigade command sergeant major, were positive. Both appear to have genuine concerns about the actions needed to improve the brigade and prepare it for the next mission. Your discussions with LTC (P) Mills, the outgoing deputy brigade commander (DCO), seemed out of synch with the BCO and CSM and caused you some concerns about the current climate within the brigade.

You remember just three short years ago, the 56th ABCT was considered among the best maneuver brigades in Forces Command. By all measurements, the brigade excelled. Morale across the brigade was high, as it seemed the brigade attracted the best of the officer and non-commissioned officer corps. Leaders wanted to lead, Soldiers wanted to soldier, and a supportive family atmosphere existed among the battalions. There was a strong work ethic. Problems existed, but there was a prevailing attitude that all could be resolved. More often than not, the problems were solved at lower levels and rarely reached the brigade command level. Competition within the brigade existed, but it was positively oriented toward the success of the brigade. Frequent coordination occurred among peers to share information, resources, and lessons learned. Often, the brigade and battalion officers would meet informally for happy-hour type social events. Although these were definitely social occasions, the leaders could not help but discuss ways to improve their brigade. Leaders shared information freely with little regard for ownership or competitiveness. Often, the battalion and brigade commanders were active participants. Brigade officers were often ridiculed by their peers in the division as ?whackos? who always wanted to discuss ?work? issues. A similar environment existed among the battalion and brigade NCOs. Now it appears the environment has changed and the battalions are competing not to improve the brigade, but to make themselves distinct from the brigade. Camaraderie amongst the outgoing battalion commanders and command sergeant?s major appears to be only skin deep. You are concerned this is due to the environment set by the BCT command team.

Just prior to your departure as a task force senior trainer at the Joint Multinational Readiness Center (JMRC) in Germany, the 56th ABCT received notification its deployment location changed from Iraq to Afghanistan and the deployment would be 15 rather than 12 months long. As a battalion commander, you took pride as you observed all leaders pitching in to ?make it happen.? Although some officers, non-commissioned officers, Soldiers, and families voiced concerns about the impact the deployment?s length and the significant change in operating environment could have on the brigade, all were committed to making the transition occur as smoothly as possible. Soon after the notification and your departure, the brigade experienced a change of command. The new brigade leadership team assumed responsibility for the predeployment train-up period. Your remaining brigade contacts indicated the transition and train-up seemed to go as well as could be expected. The 56th completed its Mission Readiness Exercise (MRE) at the National Training Center and deployed for war.

While the majority of the brigade took block leave over the last month, you had the opportunity to review a number of historical documents, attend routine battle rhythm events, speak with members of the brigade, and walk around the brigade?s footprint.

Your review of the brigade?s historical unit status reports indicates the 56th ABCT completed all necessary training and received its required equipment prior to departure. The ABCT deployed at 92 percent strength although the assigned strength was 105 percent. The commander?s comments specifically highlighted that brigade leaders and Soldiers were well-trained and qualified. The majority of the non-deployable Soldiers remained at home station for medical reasons that came to light within 60 to 90 days prior to the departure date. During the deployment, the brigade redeployed more than 100 Soldiers for non-combat-related medical problems. While the installation?s medical providers addressed many of the non-deployers? medical concerns, a significant number of non-deployable Soldiers remain on unit roles. Additionally, since returning, the number of medical non-deployable soldiers has slightly increased above pre-deployment numbers.

The brigade?s historical records from Afghanistan reveal the unit was fairly successful in accomplishing all missions. The documents suggested violence in the 56th?s sector did not significantly increase, nor did it decrease, and casualties in Afghanistan were considered light with one critical exception. Security of the populace and US forces was a major priority that was accomplished very well, but the records indicated the ABCT?s ability to support the host nation was mixed, with limited success in training Afghan Army units and police forces. It appeared the ABCT staff was able to manage day-to-day operations effectively, but struggled with their ability to capitalize on opportunities and to anticipate potential threats.

Approximately five months into the brigade?s fifteen-month deployment, a suicide vehicle-borne IED attacked a patrol in one of the maneuver battalion?s sector. The attack killed the brigade commander, brigade command sergeant major, and one of the battalion commanders as well as wounded several other Soldiers and Afghan Security Forces. In the immediate aftermath of the attack, LTC (P) Mills assumed command of the brigade until the arrival of COL Timmons and CSM Rose. The division headquarters assigned LTC Hendrix, a battalion command-selectee already with the brigade, to assume battalion command.

Another document you reviewed was a comprehensive report with the findings of a Center for Army Lessons Learned (CALL) study conducted for the 56th in Afghanistan. From all accounts, the ABCT performed as well as possible in Afghanistan, and the leadership performed well given the circumstances. However, the official record also indicated significant challenges requiring attention. The extensive study identified several specific issues that may have an impact on the BCT?s future effectiveness. You highlighted the following sections of the report.

Multiple and often incompatible communications systems hampered command and control throughout the brigade. At battalion and below levels, the varying battlefield, electronic, and environmental conditions required leaders to carry multiple radios to communicate effectively. Further, the dispersed nature of multiple combat outposts and Joint Security Stations created significant digital network challenges for the brigade?s network technicians. The digital network frequently crashed making communication loss between the brigade and subordinate battalion headquarters a normal, if not daily, occurrence. While tactical satellite and high frequency radios provided some redundancy, the limited number of systems and frequencies available to the brigade in some cases created operational and personal friction.

Personnel authorizations on the battalion staffs were not sufficient to allow 24-hour operations over a sustained period. Often, battle captains were taken ?out of hide? to conduct the mission, resulting in unqualified and untrained personnel attempting to perform battalion tactical operations center functions, especially during the evening hours. This contributed to increased friction between the brigade and battalion staffs.

During the brigade?s deployment, the DCO was tasked at different times to supervise the MiTTs operating within the brigade?s battlespace, synchronize the operations of the brigade support battalion at a different forward operating base, be the ?voice? of the ABCT to the media, LNO to coalition forces, and act as a BCT chief of staff. These varied missions for the DCO created confusion within the brigade, and this confusion created the perception of a weakened ABCT command structure. This perception was strengthened when COL Timmons assumed command but left many of the responsibilities for daily operations with the DCO.

The modular BCT structure, first implemented during your time as a battalion commander, continued to create training challenges, especially within the combined arms battalions. Whereas previously the maneuver battalion commanders and staffs were able to focus on traditional infantry and armor skills (e.g., Bradley and tank gunnery, individual infantry and armor soldier skills, infantry and armor platoon skills), the same commanders and staffs were required to attain and maintain proficiency at planning and executing individual and collective skills in areas outside their areas of expertise. Moreover, the report identified subject-matter expertise, once resident within the maneuver battalions, was diminished within the maneuver battalions. The impact of this additional complexity and burden was identified at all levels of leadership. The Army?s decision to augment the brigade with three MiTTs just prior to the MRE required the leaders to rethink combat organization. The BCT never quite compensated for this additional mission even after COL Timmons, who had MiTT experience, arrived to take command. The strain between the MiTT mission and the combat role of the BCT was known throughout the BCT and the division staff.

The Afghanistan environment placed severe demands upon available manpower. Specifically, the need to protect the population and expand operations in previously unsecured areas increased the need for infantry squads. As a result, armor, engineer, artillery, and other Soldiers filled the void performing typical infantry tasks and not their own military occupational specialty core competencies. Soldiers from the forward support companies also augmented maneuver platoons as vehicle drivers and as alternate quick reaction forces within the maneuver battalions.

The 56th ABCT trained for the wrong mission-essential tasks during its training ramp-up for deployment to Afghanistan. The brigade trained exclusively on their assigned M1 Abrams, M2 Bradley combat platforms (focusing on gunnery skills and qualification) prior to deployment and during stability operations. However, upon arrival in theater, operational necessity required use of seven different mine-resistant armor protected variant vehicles in lieu of tanks, Bradleys, and up-armored HMMWVs. The brigade had few assets available at Bagram Airbase to execute drivers? training during RSOI, requiring the creation of a driver?s training program to train drivers during the first few months in combat. Further, the number of ?patrol sets? required to support the operational tempo (OPTEMPO) affected not only the maneuver units, but the brigade?s special troops battalion (STB) and the brigade support battalion (BSB). The brigade STB was specifically affected due to a lack of critical MTOE authorizations for the battalion staff to support both brigade and battalion operations. The dispersed nature of the battalions required the BSB to spend increased time on the roads resupplying outlying locations. Lastly, during pre-deployment train-up, the artillery battalion provided indirect fire support for the cavalry squadron and combined arms battalions? tank and Bradley platoon qualification tables. The six months dedicated to supporting this mission, including both an internal artillery gunnery certification program and the direct support to maneuver platoons, limited the amount of time available at the platoon and battery level to train on dismounted infantry and patrolling skills.

The stability operations mission created unique issues for the 56th ABCT. Although the size of the ABCT staff had a positive effect on shaping operations within their battlespace, the additional tasks associated with resourcing and supporting the MiTTs from members of the BCT staff created a ?dual-hatted? staff, which reduced the staff?s effectiveness.

The CALL Report also indicated a potential problem exists within the culture of the organization. The desire to be seen as an elite, highly professional unit led to the development of unit rituals that were generally good natured and helped instill an espirit de corps within the unit. However, the CALL reports contain information that implies some NCOs and junior officers allowed these events to devolve to an extreme degree during the deployment. The report suggests that the events have progressed from espirit building to ?sanctioned hazing? according to one junior NCO.

You also received a 360-degree commander and staff assessment of the 56th ABCT from the Center for Army Leadership?s Leadership Assessment and Feedback Program. A summary of trends from the assessment indicates that the staff had the trust and confidence of the subordinate units. It revealed the NCOs display confidence in their abilities and have a good tactical and technical knowledge. On the other hand, the assessment revealed that commanders shared a lack of willingness to include subordinates in decision-making, and they fell short of expectations on developing subordinates, coaching, and counseling. This is apparently driven by a seeming lack of concern for leader-development by the brigade commander. The report indicates company commanders are not routinely counseled on their performance and receive little to no developmental guidance from either their rater or senior rater.

Recently the BCT HQ completed a command climate survey. There are some inconsistencies in the survey report. Many of the Soldiers within the HQ seem to like being a member of the BCT but report they are stressed because of the upcoming deployment and the effect they anticipate on their families. In addition, there is clearly some disappointment with the leaders in the BCT indicated by comments like, ?COL Timmons tells us in formations to take care of our families but he never gives us time to do the things we need to do for them. My wife is really fed up with this unit.? Another comment reads, ?MAJ Wilson (brigade S4) is always talking to the female soldiers. I can tell he makes them uncomfortable by the amount of attention he pays them. There are some that he even goes out of his way to get into his office. I think it is affecting the performance of the section but what can I do, I am only a specialist.? You can find no indication that any action was taken by the BCT leadership on the issues within the survey.

The last historical document you reviewed was the brigade?s RESET plan and timeline. A careful study of the document reveals the brigade is currently at R+55. According to the DA G3/5/7 RESET EXORD for the brigade?s redeployment, the brigade has another 125 days in the ?RESET? Force Pool before transitioning to the ?Train/Ready? Force Pool. Of immediate concern is the pending arrival of the unit?s containers and redeploying equipment not turned in to Army Material Command (AMC) in Afghanistan. The ship arrived at the port ten days ago and immediately began downloading equipment to rail back to home station. Equipment is expected to start arriving and be complete over the next two weeks. Of critical importance is the turn in of ancillary equipment (NBC, NVGs, and radios) to the Special Repair Teams beginning in ten days. The Special Repair Teams are expected to keep the brigade?s equipment for the next 4 to 6 weeks to complete technical inspections and repair.



You attended the AMC ARFORGEN synchronization conference last week for the ABCT. This included representatives from FORSCOM, Department of the Army G1, G3/5/7, G4, G8, AMC, and the division staff primaries. You learned from the PM ABCT representative that because the brigade turned in all of its combat platforms (tanks, Bradleys, M113s, Paladins, and TOC equipment) at Bagram during redeployment, you will not receive your new issue for at least another 90 days. Further, PM TOC told you the brigade will receive all new TOC equipment (tracks, tentage, and C2 systems), but he did not think the equipment would be ready until another 85 days. The CECOM representative also provided less than optimistic information regarding RESET of the brigade?s satellite communication packages. Because the brigade chose to forego much-needed system upgrades prior to the last deployment, the majority of the components on the existing satellite trailers are out of date and no longer under warranty. Additionally, the Army is fielding new communication trailer systems over the next three quarters of the fiscal year with the brigades not scheduled for delivery until just before R+180. Lastly, the AMC representative informed you the ancillary equipment (wheeled vehicles, trailers, water buffalos, MHE, etc.) the brigade turned into AMC prior to the deployment as left behind equipment will be ready for reissue over a 7-week period beginning at R+80.

While the information provided at the conference seemed pretty grim, the division chief of staff, who attended the final outbrief, pledged to both COL Timmons and you he would remain on top of the division G4 and G8 to ensure program managers and AMC upheld their end of the RESET agreement and returned equipment to the brigade as soon as possible.

The manning section of the RESET plan looked optimistic. The brigade was just about to end the DA mandated 60-day stabilization window and begin shedding people as they PCSd to new assignments or ETSd out of the Army. Most significantly, the change of command ceremonies for five of the brigade?s battalions will occur in the next two weeks. LTC Hendrix, commander for one of the combined arms battalions, and COL Timmons, will remain in command for at least the next 12 months. On a positive note, about half of the field grade officers in the battalions will remain in the brigade because they deployed late after completing CGSOC or their division staff time. The battalion XOs all appear competent and have a good understanding of their battalions? strengths and weaknesses and brigade-level systems. The brigade did receive some replacement personnel during the deployment, and can expect HRC to fill the brigade at 80 percent available strength overall and 75 percent senior grade during the RESET window.

Major Wilson is the brigade S4. The S4 section performed poorly during the last deployment. While MAJ Wilson appears to be a good officer who knows the technical aspects of supply and maintenance management, he suffers from a lack of understanding of how to run his staff. Many of the brigade leaders view his section as lacking commitment to the ideas and direction of the brigade commander. The battalion commanders note that the S4 section can meet critical supply efforts to support operations, but struggles with the myriad of garrison procedures and inspections. The S4 section has conflict with the division G4 that has lead to an adversarial relationship. The soldiers in the section seem unmotivated and have a general lack of discipline across the group.

Major Springsteen, the brigade?s S6, appeared to be the least likely officer to complain about workload. However, last week after a particularly stressful staff meeting, he commented, ?Sir, I know you are busy, but I have to talk to someone. I?m not sure how much more of this I can take. Nothing we do on this staff seems to be good enough and staffing actions never seem to get the time they deserve. We?re not allowed to make routine decisions at our level, and it seems we jump from one crisis to another with no apparent vision. I thought when we returned from Afghanistan the pace would improve a bit, at least for a short while, and allow me to once again get acquainted with my family. It has been far from that! I even had my leave shortened to support the division command post exercise. A division CPX for crying out loud! We just returned from combat! We were told the division?s new staff needed to resolve some internal staffing procedures, so they scheduled an out-of-cycle training exercise. Given this division?s 24/7 mentality and helter-skelter attitude, I would almost rather be back in Afghanistan. At least there everyone knows they have to work 24/7, and no one really expects to know what will happen next. Plus, you don?t have the family wondering why Daddy isn?t home. Even my wife, who basically ran the brigade?s family readiness group (FRG) when we were deployed and is a very dedicated Army wife, is about to throw in the towel.?

Last week, you witnessed an exchange at a BCT command team meeting. The commander and command sergeant major of one of the brigade?s combined arms battalions provided COL Timmons and CSM Rose a detailed review of the effect of the installation?s ?red cycle? on their unit training plans, receipt of equipment and execution of the reset of personnel and equipment, reestablish garrison systems, and leader and incoming Soldier training to address shortfalls identified in Afghanistan. The battalion commander stated, ?We?re caught between a rock and a hard place because we tell Soldiers to reconnect with their families after being away for fifteen months, then pile so many competing requirements on the plate they have to work until 1900 hours each night to meet suspenses. When you add on red-cycle taskings, the problem increases because you have fewer Soldiers to do the same amount of work. When I have to defer equipment turn-in for two weeks or keep Soldiers late telling them it?s more important to guard motor pools and ranges than recover our equipment from war, we all lose credibility. Soldiers know the difference between activity to keep them alive, and make-work.?

The battalion CSM added, ?This is worse than I?ve ever seen it. It seems we cannot catch a break on the ever-increasing extra duties and work details. When I mentioned this to the division CSM at his last senior NCO call, he dismissed me by saying, ?we have had red cycles throughout my 26 years in the Army. They?ll always be here, so live with it. Quit complaining! You guys have been nothing but whiners since you returned from Afghanistan!??

The response of COL Timmons to both of his subordinate leaders was telling. He responded with, ?Commander, you have to figure it out! Nothing is coming off the plate. Do not expect me or my sergeant major to plead your case with the division. This is life! Meet the mission!?

Your experiences with the officers in the brigade S3 shop were positive. All appeared professional, cooperative, and well-motivated by LTC Fogarty. However, recent comments to you by two battalion S3s indicated a dictatorial side to the brigade S3. They mentioned Fogarty?s unwillingness to consider new ways of approaching the diverse training needs brought by the reconfiguration. Moreover, Fogarty indicated if they took their concerns to their battalion commanders (one of whom was fairly new) they would regret it. When you mentioned this to LTC (P) Mills, he stated, ?Hell, that?s just Fogarty flexing his muscle. There?s no better brigade S3 in the division, and everyone knows it. Those battalion officers need to quit sniveling and get to work.?

As you moved throughout the brigade, you perceived an undercurrent of discussion that centers on a potential incident of sexual harassment within the brigade between an officer and a soldier. The conversation centers around one of the ?superstar? company commanders within the brigade, CPT Cooper. As a platoon leader, he was in charge of the PSD for COL Timmons. After the deployment, COL Timmons placed CPT Cooper in command ahead of other senior captains that were waiting for command. While these are troubling discussions, you assume they are formed from jealousy among the other officers in the brigade. You recall your initial conversations with the DCO and begin to wonder about the depth of the apparent positive command climate within the 56th ABCT. When you mention what you heard to LTC (P) Mills he avoids the question and changes the topic of discussion to a number of late personnel actions from the S1.

In a private conversation last week, CSM Rose mentioned ?I?m worried about my senior NCOs. They appear competent, but I don?t see any results from their work. There appears to be little teamwork among themselves and their officers. When I ask them why they don?t speak up and get involved, they ask, ?Why should I? Nothing ever comes of it. Our officers are only concerned about themselves, not the unit.??

You have also found out the BCT is experiencing a growing trend in three negative areas: domestic abuse, DUI, and divorces. The increases are across all battalions as well as the HQ. The reports are a strong indicator of the increased stress across the BCT. While the BCT commander put policies in place to ensure immediate reporting of both abuse and DUI cases there is no plan for prevention. The BCT seems to be in a react mode in these areas. Your discussions with the BCT chaplain confirm the increase in divorces. He mentions to you the reason appears to be marital unfaithfulness during the last deployment and a continued OPTEMPO that is causing the spouse at home to feel alone and without hope. He also indicates he believes most of the issues with infidelity are internal to the brigade with a few cases among the senior members of the brigade staff that are still on-going. Col Timmons?s response to the chaplain?s concern about these allegations was simply, ?Those are only rumors. Don?t bring me that stuff without proof!?

Finally, your informal conversations with friends within the division suggest the 56th gained a reputation in Afghanistan for being very ?heavy-handed? in dealing with locals While the characterization started during the initial relief-in-place/transition of authority their behavior took a marked downturn after the death of the brigade command team and battalion commander. According to several sources outside the brigade, this approach appeared to inhibit the brigade?s ability to conduct host-nation responsibilities. One of your more trusted sources stated emphatically, ?Mills?s negative attitude of the Afghanis created a cancer among some within the brigade, and it?s still there. COL Timmons only made things worse with his hyperbole and force oriented approach to the security in the BCT AO. You need to be very careful.?

The past few weeks have been a blur for you. You understand the brigade has undergone numerous changes and know significant challenges lie ahead. Fortunately, the information you received from historical records, CALL and CAL assessments, and conversations and observations with leaders throughout the brigade and division provided some much-needed information. COL Timmons knows there is not much time before the brigade will be back in the rotation for deployment and he appears nervous about preparing for a return to the same area. You are scheduled for a meeting with the brigade commander to provide your assessment of the brigade?s status and to chart a course for the next few months. Your major concern is where to start.


One Week Later

Situation:

You are the deputy brigade commander, LTC (P) Osborne. At 22:00 hours yesterday the division secretary of the general staff called and asked you to report to the division commander?s office immediately. Upon your arrival, the division commander informed you he has lost confidence in COL Timmons?s ability to command effectively. He also informed you that you would immediately take command of the brigade.

As you leave the meeting with the division commander, you know you need to identify the significant challenges you see within the brigade, the processes you might use to improve the brigade, and how you will know you are successful in improving the brigade.


Requirement:

You will answer the L100 exam (in the form of an essay) related to this case study and the situation described above. You MUST integrate concepts from L100 into your responses. The L100 exam contains the specific instructions and grading criteria.

this assignment has two parts

To complete this paper i will send you the following documents:

1- a doc file called template it contains the same assignment information it also has bulletpoints that will deal with part 1 - a & b, it also deals with part 2-a (i have included the completed table). my own words are colored red in the document, please use it for your write up.

2- if you read the assignment carefully it calls for utilizing "the insights". this is a self assessment test and it generate a personality profile. i have included it as a PDF file called insights.

3- a doc file called Saad_Careerleader its another professional self assessment test, it'll help better understand the perspective you write with.

4- 5 other general articles, the assignment calls for utilizing the readings, i have included the ones that relates to this topic.

please remember that:

1- part 1 (5 pages) includes two section
2- part 2 (4 pages) includes two section
3- i have completed part 2-a, it only requires your analysis (discussion), and you may want to add stuff to the threats section.
4- please utilize as many articles as you need.
5- read on for the assignment.





PERSONAL REFLECTION/VISION PAPER
This assignment is designed to enable and enhance your future personal development and leadership effectiveness, and includes leadership self-reflection, and personal development plan. Synthesis between your personal reflections and academic material is the key to success for this paper. This is an academic as well as a practical assignment, so use applicable course leadership theories, models, and materials studied to demonstrate your understanding and ability to apply them in a real world situation. This material could include your Insights profile, the experiences from working with your team, plus any of the models studied in the course.



PART 1.......(5 pages). Personal Reflections and Vision ??" Looking Back: The first step, utilizing your log, is a personal reflections and vision section, addressing the following:


a. Personal reflections: What are your key values today and what people and events influenced those values during the development stages of your life? What are a few of the key defining moments from your personal history? What have you learned about yourself, self-management, social awareness and relationships? How do the readings, leadership, team-building models, and Insights help you understand who you are today and who you are as a leader?
b. Personal vision: What is your personal leadership vision? Who do you want to be as a leader? How do you want to be remembered? How will you have uniquely impacted the world from a leadership perspective? Please consider from both a personal and professional standpoint, and, as with the reflections portion, discuss your vision in relation to the readings, models, etc. that youve studied in the course.

These questions are meant to be illustrative and to spur your thinking about yourself. You are not required to answer each question; in fact, papers that are just the answers to these questions usually dont do a good job of conveying your reflections. Your job is to clearly identify who you are now, as a leader, and who you want to be, as a leader. Use the questions to help you think about those issues.

This portion of your paper should be no longer than 5 pages.

Part 2......(4 pages)... SLOT Analysis and Leadership Development Plan (LDP) ??" Looking Forward: The second portion of your paper starts with an analysis to identify the gap between where you are as a leader and where you want to be. Use the SLOT format to give a very brief summary of your Strengths, Limitations, Opportunities, and Threats.

Given your assessment of where you are and where you want to be, plus your SLOT, what steps will you take to move closer to your vision? You should consider the feedback you received from your teammates during the Edge weekend to decide on specific steps you can take to develop your leadership potential. This paper has two components:

a. SLOT Analysis: Who are you now and who do you want to become?
Your Plan starts with a SLOT analysis of yourself. Based on your reflection/vision paper, identify your Strengths, Limitations, Opportunities, and Threats, as they relate to your leadership vision.

b. Leadership Development Plan: How will you become the leader you want to be?
Based on your reflection/vision paper and SLOT analysis, create a set of specific goals and action steps that are responsive to your identified development needs. Your goals should relate either to limitations or threats you need to deal with, or with strengths or opportunities you need to leverage to attain your leadership vision.
This plan is not a job search plan or career plan; i.e., it is not about what job titles you aspire to. This plan should identify the personal characteristics and qualities you need to develop to become the person you need to be to accomplish what you want to accomplish in life, both personally and professionally. So, for example, I want to attain a division management position within 5 years is not the type of goal this assignment calls for because that goal tells you nothing about how to become a better leader. Your plan can include the leadership skills and characteristics you need to develop to obtain that division management position.
Your LDP will be assessed against SMART criteria. For each of your goals, ask whether the goal is:
Specific: Provide enough detail so there is no indecision as to what exactly you should be doing when the time comes to do it.
Measurable: Ensure when you are through with your goal you have some real evidence of completion.
Achievable: Create goals that motivate and challenge. If a goal is too easy or too difficult, it becomes meaningless.
Relevant: Create goals that link to your department and organizational objectives.
Time-bound: State when you plan to achieve your goal. Your goals should have target dates within the next six months.

There are faxes for this order.

These are for 4 discussions questions and response should be 100 - 150 words each and written, cited, and referenced in APA style. When submitting back to me, please include the original question along with the response under it for each of the 4 questions. Please use the reference for each question and list it under the question. I will include them in the attachment. I have also attached samples that have been done for me before by Writemyessay.com, the only thing is they didnt list the reference under the question. Please add the reference under the question. Thank you.

1) The readings for this unit explore several ideas about how leaders and followers form relationships, and the impact of those relationships on followers, leaders, and organizations. These include relational leadership theory (RLT), leader-member exchange theory (LMX), and direction-alignment-commitment (DAC). For your initial post for this discussion, compare two of these leadership models. Present your analysis of the similarities and differences of the models. Then, address how you could apply these two models to help leaders become more effective. Which of these models might help you become a more effective leader, and in what ways?
Reference: Drath
Uhl-Bien
Brower

2) In Unit 2, you looked at theories of leadership from an entity or individual reality perspective. In this unit, you are looking at theories of leadership from a relational perspective, in which leadership is seen as a two-way influence relationship between a leader and a follower. In your initial post to this discussion, respond to these questions: Why is it important to conceptualize leadership from a relational perspective? Why is this shift in ontology important for moving the theory and practice of leadership forward?
Reference: Judge
Graend and Uhl-Bien

3) Makri and Scandura (2010) discuss two dimensions of strategic leadership?operational and creative?that were specifically developed for framing the behaviors of top executives of high-technology firms. Alternatively, Hitt and Duane (2002) discuss a model of strategic leadership that emphasizes building company resources and capabilities by focusing on intangible human capital and social capital. Porter and Nohria in What is Leadership? The CEO's Role in Large, Complex Organizations (Nohria & Khurana, 2010) conducted research on the role of the CEO and what makes a CEO effective.
In your initial post to this discussion, compare these conceptualizations of strategic leadership. Then, synthesize your own model of strategic leadership based on the various theoretical perspectives. Create a visual model along with your explanation of the elements of the model.
Reference: Makri and Scandura
Hitt and Duane

4) One of the challenges of leadership at the top of organizations is effectively working with top leadership teams to create alignment in the organization and influence performance. Wagerman and Hackman in What Makes Teams of Leaders Leadable? (Nohria & Khurana, 2010) look at the ways teams of leaders work together. Flood, et. al. (2000) studied the impact of top leadership style on team effectiveness.
In your initial post to this discussion, respond to these questions: As a scholar-practitioner, what conclusions can you draw from reviewing this research? What do we know about the effectiveness of top leadership teams? What are some gaps in our knowledge? What types of questions can you generate from your reading of this and other relevant articles that might be important for conducting future research?
Reference: Flood, P., Hannan, E., Smith, K., Turner, T., West, M., & Dawson, J. (2000). Chief executive leadership style, consensus decision making, and top management team effectiveness. European Journal of Work & Organizational Psychology, 9(3), 401?420.
Nohria, N., & Khurana, R. (Eds.). (2010). Handbook of leadership theory and practice. Boston, MA: Harvard Business Press.

request for awest!

Point of in interest: Thesis

Question:

Come May 2008, I need to have a "Literature Review" research project completed and ready to defend. I would like essaytown to create this project for me, as I am finding my time to be limited and might not allow this to be done on time.

Level: Master
Type: Thesis (complete)
Subject: Leadership
Topic: The Ineffectiveness of Leadership during Business Transformation



Requirements: The research project will target "the decay of leadership in the 21st Century." The research problem will include an examination of "the ineffectiveness of leadership during business transformation."

The focus of the project's research should look at trends, situations, moral dilemmas, character traits, behavioral patterns, leadership styles, theories, practices and things leaders did in the past versus what they do today that works or doesn't work.

The examination of this the ineffectiveness of leadership should be based on a hybrid analysis, using qualitative and quantitative samplings.

Seeing that company that I work for is in the midst of a transformation of their largest divisions IT department, I would be interested in which companies have went through transformation of their IT or related functions and experience leadership problems.

The overall research project will be a Master Thesis presented as a Literature Review.

I hope this is enough introductory information to provide me feedback on my question. In the following pages, you will find:

- The initial prospectus
- Preliminary work on this project done by me (chapters outlined)






















ORGANIZATIONAL LEADERSHIP AND ADMINISTRATION
RESEARCH PROSPECTUS
A LITERATURE REVIEW

EXAMINATION OF INEFFECTIVE LEADERSHIP DURING IT DIVISIONAL RESTRUCTURING AND TRANSFORMATION

SUBMITTED BY SYLVESTER JOHNSON



PROBLEM STATEMENT
Harman International Industries Incorporation (HIII) has recently restructured and transformed one of its Global Information Technology (IT) divisions. The problems and concerns with leadership that have surfaced as a result of this effort, has justified the need for an independent study into transformational leadership. This study is designed to examine the causes of ineffective corporate leadership during these types of situations and analyze various themes to provide recommendations.

Harman International is a 4.3 billion dollar company. It has market presence in three different countries (North America, Europe and Asia). Harmans business model caters to three particular verticals Professional, Consumer and Harman Becker Automotive Systems (HBAS). The success of the company is due to its market dominant products speakers, amplifiers, home entertainment and navigation systems called Infotainment.

Because of its strong reliance on innovative technology as the bases for development and support of its products, the Information Technology divisions are viewed as major core competencies within its business model and strategies. Harman has multiple locations around the world that represent its collective IT divisions (Professional, Consumer and HBAS). IT management existed in two geographical locales North America and Germany.

To address the inefficiencies of its dispersed IT function and with strategic pursues to align its services, products and teams with the business and culture demands; Harman took on the task to create and present a global IT shared services image and business support model by consolidating its decentralized IT units, starting with HBAS.

In March of 2006, the decision was made to restructure and transform the HBAS IT division. In this decision, the only executive level management in North America was removed and all IT management was shifted to their VP management leadership team in Karlsbad, Germany. This would create a situation where strong transformational leadership skills would be essential, if this effort was to be successful. However, the absence of these skills in the leadership team would prove disastrous!

After 8 months into the process and multiple meetings to review, discuss and measure the effects of the restructuring and transformation, the major impact revealed was extreme ineffectiveness in leadership and management during this period.

The ineffectiveness in leadership left the former decentralize model and hoped-for consolidated IT model in despair, less efficient, less effective and tainted with a dysfunctional image in the eyes of the business. This also created a problem with perception regarding the future functionality and effectiveness of the entire IT division across Harman International.

While IT projects, services and support continues, leadership is under severe scrutiny for their lack of transformational skills in the areas of: visibility, providing followers with clear direction, communicating the essence of the vision and mission, prompt and accurate decision making regarding processes and project management, establishing creditability, buy-in, and the inability to create team synergy; resulting in employee retention issues and confidence in transformational leadership being questionable.

PURPOSE STATEMENT
The purpose of this independent study is to:

Identify specific factors that contribute to the ineffectiveness of leadership during an IT divisional restructure and transformation process.

Consider those contributing factors, analyze them and offer recommendations for correction and prevention.


LITERATURE REVIEW AND ANALYSIS
The literature review and analysis will be based on the transformational leadership model. The focus of our independent study will be the examination of traits and behavioral patterns (in leaders, managers and followers). Utilizing secondary research, provide insight into why IT division restructuring produces a decline in leadership effectiveness.

Some of the themes we will examine are:

Management v. Leadership the differences in perception during change
Diversity v. conversity introverted and extroverted communications
Culture boundaries leadership behavioral patterns during change
Leader-follower relationship identifying this dynamic during change


DATA COLLECTION METHODOLOGY AND FRAMEWORK
The data collection methodology will consist of interviews, surveys, journals, articles and OLA program literature that is specific to IT leadership and management styles. The framework will be established through different qualitative matrixes to illustrate patterns pertaining to potential cultural, environmental conditions, situations and economic variances.

Quantitative analysis will be used to present any imperial or historical data that supports or disannuls the logic or trends of leadership ineffectiveness, during periods of restructuring and transformation.


TIMELINE FOR COMPLETION
Considering data availability for this independent study and the overall time to complete the project is eight months, the following timeline represents the milestones for this effort:

Problem identification and prospectus submittal 1st month
Literature review, data collection and framing 2nd 6th months
Preliminary presentation review and advisory steering 7th month
Revising and final presentation of study 8th month













EXAMINATION OF INEFFECTIVE LEADERSHIP DURING BUSINESS TRANSFORMATION




BY SYLVESTER JOHNSON

A LITERATURE REVIEW




SUBMITTED TO THE PROGRAM IN ORGANIZATIONAL LEADERSHIP AND ADMINISTRATION





IN PARTIAL FULFILLMENT OF THE REQUIREMENTS


FOR THE DEGREE OF


MASTER OF SCIENCE
IN
ORGANIZATIONAL LEADERSHIP AND ADMINISTRATION


MARCH 6, 2008










TABLE OF CONTENTS




APPROVAL iii



ABSTRACT iv



CHAPTER

I. Description of the Problem 1


II. Literature Review 2


III. Description of the Research Method 8


IV. Summary of Results 9


V. Conclusion and Recommendations 10



BIBLIOGRAPHY 11



APPENDICES 12

APPROVAL
ABSTRACT
CHAPTER I Description of the Research Problem

The purpose of this research is to determine what contributes to ineffective leadership during business transformation, site examples and offer recommendations. The research will be based on a case study regarding Harman international Industries Incorporations Harman Becker business division, with a focus on their automotive division.

Harman International is a 4.3 billion dollar company. It has market presence in three different countries (North America, Europe and Asia). Harmans business model operates three different markets Professional, Consumer and Harman Becker Automotive Systems (HBAS). The success of the company is due to its market dominant products speakers, amplifiers, home entertainment and navigation systems called Infotainment.

To address the inefficiencies of its dispersed Global IT division and strategic pursuit to align its services, products and IT teams with the business culture; In March of 2006, the decision was made to restructure and transform its Automotive IT division. However, the absence of strong transformational leadership skills produced broken continuity between IT management, leadership and teams.

The questions become, why did this happen and what could have been done to prevent it? In our review of researched literature, we will examine and site causes, effectives and recommend solutions to these occurrences.


CHAPTER II Literature Review
What are the problems that contribute to Leaderships ineffectiveness during periods of business transformation? One of the problems weve began to see is an increase and frightening level of decay and propensity of erratic leadership behavior. This decay is like weve never seen before in the 20th Century.

Over last 20 years or so, the holistic image of leadership has been severely tarnished and broken in values integrity, truthfulness, compassion, focus and vision. There are many ideas as to what leadership is or should be. But these have been considered only theories. When the current state of this global economy where markets and businesses now operate in international territories. Where the leaders of major companies are sited for unreeled behavior is view closely, it speaks to this very fact that leadership has become transparent and not apparent!

In the past, weve had leaders that paved the way to what a modeled leader should represent such as: Jesus Christ, Moses, Abraham Lincoln, Martin Luther King Jr., Gandhi, Colin L. Powell, John F. Kennedy and many more and the character and behavioral traits they should possess. But over time, the rod of these standards, ethics and the moral principles to sustain this movement has struggled, and brought peerless times to those that look for hope and improvement, through leadership. In an article called: Can America deal with the 21st century: "Strong and imaginative leadership, coherent policies, and responsible politics and government will sustain our great nation. USA Today (Society for the Advancement of Education); March, 2006 by Chuck Hagel;(1) it states: MORE THAN 230 years ago, a group of exceptional individuals set upon a perilous and uncertain course in a land that would become the United States of America. They had a purpose to their lives and a vision of liberty with a life free from tyranny, where industry, not privilege, would determine one's future. These free-thinking people were imbued by a sense of fair play, and religious and social tolerance. They possessed a spirit that history never before had seen. They went about building a new land of hope and opportunity.
Yet, the Founding Fathers were not perfect. Slavery and the treatment of Native Americans were two blights oil this new land and this legacy remains with us today. Imperfect as they were, however, the Founders built for this nation the sturdy foundation for a democratic and vibrant society that has prospered since its creation.
Now, as then, we live at a time of historic transformation. The world is confronted with a universe of challenges, threats, and opportunities unlike any that we ever have known. In a 21st century global community, all leaders of all institutions are faced with more uncontrollables than at any time in history in their efforts to govern and lead. This will require a 21st century frame of reference. The margins of error for miscalculation are razor-thin. The 24-hour news cycle that dominates our lives--coupled with the rate and intensity of change--complicates leadership, governance, and society. There is greater diffusion of economic power and global access to information--meaning newfound global economic power--than in the past.
These trends and issues can be contributed to leadership, their incompetence and behavioral traits that have become ineffective as well as inefficient during time of change, transition and transformation.



Believe it or not, change is inevitable! But before change can be made, decisions the right decision must be made. History seems to have a way of repeating itself. Whether good or bad, it will set the stage for the future and the events that shape it. These changes come at the hand of leadership and can influence people, demographics, geographical areas, families, businesses and world! Whether the decisions are right or wrong, the effects will impact those that depend on them.

Considering most decisions are made by leadership that causes tasks contributing to change, transitioning and transformation to be executed; whats the problem? Answer: decision making! According to Justin Menkes in his book called: What Great Leaders Have Executive Intelligence; decision making is the main problem we face with leadership today. We need to understand when leadership is transparent and not apparent, they are not supporting the decisions that are made and taking the responsibilities for their actions and the results. Justin Menkes (in chapter one, speaks about Making the invisible visible) states: In todays workplace an individual cannot become a star executive without processing a unique type of business smarts that we call Executive Intelligence. Historically, business smarts has been a bit like a word indecency. (2) As stated earlier, this decision making epidemic is proliferating across all borders of the world and we see it in the news, internet and in major companies (such as Harman International) more prevalent than ever, on a daily bases.



Since the problems surrounding ineffective leadership during business transformation occur at the executive level, we have identified a point of origin, but not the root cause. Justin continues to elaborate and share insight regarding discovery of root cause: To create a useful understanding of the concept of business smarts, we need to pull back the curtain and show how the magic trick is done. Whats more, we need a consistent and reliable way to recognize and measure this kind of intelligence if we are to develop it in ourselves and also ensure that decision-making responsibilities are assigned to those best qualified to handle them.(3) Cleary we can see that intelligence is key to the success of any decision having a positive impact. But not everyone posses it nor have the ability to recognize those that do!

Justin defines Executive Intelligence and indicates the application in which its measured: So how do we define Executive Intelligence? In its simplest form, it is a distinct set of aptitudes that an individual must be able to demonstrate in three central contexts of work: the accomplishment of tasks, working with and through other people, and judging one-self and adapting ones behavior accordingly. Decision making is a skill. Whether innate or learned, its relevant! This skill is depended upon ones ability to think critically and clearly. One of the greatest tools we have available to us is our brain. Using this tool allows us to tap into the Executive Intelligence needed to make the right decision in atimely fashion, based on the situation.



The problem leadership has with decision making is due to the overwhelming pace of business transformation and transactional needs. And critical thinking has become a dying art in executive decision making.

Our challenge is to ask the hard questions and get the right answers:
1. How do we get this ability back in to the forefront and thought process of leaderships critical thinking process, as a number one item before decisions are made execution occurs?
2. How do we improve the behavior and sustain the integrity in leadership that people rely on and have come to trust in?

The King James Version (KJV) of the Bible (Psalms 37:37) states: Mark the perfect man, and behold the upright: for the end of that man is peace. (4) We must strive to identify those that have strong decision making abilities, and once found, hold on to them! These are the problems and challenges we face now and will continue to face throughout the 21st century and those that are to come, if we dont began identifying and fixing them, now!
This is a critical time for responsible governance, necessitating hard choices and difficult decisions. This requires courageous, informed, and wise leadership.

Maintaining the U.S.'s competitive position in the global economy demands that we begin to inventory and address the first-order challenges in our country such as trade, energy, deficit spending, entitlement programs, infrastructure, education, immigration, and foreign policy. We only are beginning to understand the scope and complexity of the threats from terrorism and Islamic extremism, pandemic health outbreaks, endemic poverty, environmental crises, and cycles of despair. Allies and international institutions will be essential to our successful engagement of these threats.

Today, we see some parallels to the period following World War II. The world was--and is--in the midst of adjusting to new challenges. After the war, the U.S. and its Gillies created organizations of global benefit and common purpose such as the United Nations; General Agreement on Tariffs, Trade, NATO and World Bank. These institutions and alliances are as vital today as when they were formed. However, they need constant adjustment and calibration to stay relevant to the contemporary world. What remains unchanged is the critical importance of institutions, alliances, and relationships to achieve global security, stability, and prosperity.

America needs to prepare itself for a period of global uncertainty and complexity. We are witnessing this reality being played out with the great upheavals of corporate giants like General Motors, Delphi Corporation, the major airlines, and others. Technology, productivity, and markets will continue to drive global economic dislocation. No nation will be spared from this phenomenon. (5)



CHAPTER III Description of the Research Method


CHAPTER IV Summary of Results

CHAPTER V Conclusion and Recommendations


BIBLIOGRAPHY

APPENDICES

An experiential exercise/project will provide an opportunity to put into practice the principles and concepts studied in the Course. Church leaders have asked you to develop a Lay Ministry with the focus on either: Mediation Services For Single Parents And Adolescents Between 15 And 18 Years Of Age, and present a proposal to the pastoral leadership team for review. In order to accomplish this, you have been assigned the following tasks:
a. Outline your ministry proposal in a systematic way through a detailed position paper and formal proposal. The paper must include the following elements under separate appropriately-titled headings (in approximately 8 pages):
1) name of your ministry [keep this short in one strong complete sentence]
2) purpose of your ministry [why have this ministry? What was the need that precipitated it?]
3) the counseling philosophy of your ministry [this must agree with the church philosophy and vision to have buy-in]
4) the use of supporting scriptures regarding your vision and purpose [list several scriptures that support the need for this ministry but write out only the pertinent phrases of each verse]
5) the scope of the ministry (including any limitations) - [what is the target population? specific gender or ages? who would you exclude and why? how wide a catchment area?]
6) the hours and location/s of services [address, phone, website, to where the people will come, or where the main offices are]
7) how the ministry is accessed ??" describe the process [how do you get the word out? how do the people reach you? what do they have to do to get services?]
8) the duration and process of care [what's the procedure for the service? how long do they partake of services? how do you care for them?]
9) the potential benefits of the ministry [Use Acts 1:8 as the model: start with a center and go out in widening circles thinking of all who would benefit from this ministry e.g. pastors, congregation, community, etc.]
10) any costs or fees associated with the ministry [what are both the tangible and intangible costs (borne by whom?), even if the church is already bearing some of those costs; if church policy now is not to have fees, is that wise for your program?]
11) how staff (mentors or mediators) will be selected, trained, and supervised [start with who will select the staff, how will they be trained, who will supervise them]
12) how confidentiality and consent issues will be addressed [include any appendices of forms that you may use]
13) how the ministry will be connected with other community and Christian resources [list how you will network with other ministries (which ones?) and how other ministries will support you - how might you collaborate in your Mentoring/Mediation services?]
b. List potential references and local contact points that would provide additional resources for the particular ministry focus (in approximately 1-2 pages). [are their other ministries in your community that offer similar services? The ministries should be connected with the type of services you offer]
c. Organize your proposal under the different headings or key elements listed in Sections an l and b.
d. Type the whole proposal double-spaced and approximately 12-15 pages in total length (including the Title page, TOC, and Appendices). Write the paper in APA style format and organize it in an appropriate presentation format, similar to what could be distributed for a leadership review.
***Note that you are to focus on a Mediation ministry (NOT "Counseling ministry" per se). The project is a ministry project, not a teaching project. So the process must incorporate doing mediation as a service, not teaching mentoring or mediation.

Requirement: This is your end-of-block exam for L100. The purpose of this assignment is for you to demonstrate your ability to synthesize the organizational development processes you learned from the L100 lessons (L101-L109) and apply them to a case study. The L100 exam case study is available to you in a separate document.

The assessment rubric for the exam is listed below on page two and provides the grading criteria for the exam question. Ensure you address the specified criteria when formulating your response. Ensure you write your response as an argumentative essay.

While ST 22-2 specifies third person for academic writing, the L100 exam requires you to write your essay in first person to take personal credit for your leadership knowledge, skills, and abilities. Your answer will be no less than four (4) pages and no more than five (5) pages in length (double-spaced, using 12-point Times New Roman Font, and one-inch margins). Your completed essay is due at the end of the block, after lesson L111. The L100 take-home exam is worth 60% of the L100 block grade.

Always cite your sources. If something is not your original thought, you need to cite your source using either footnotes or endnotes IAW the Turabian style (7th Edition) of documentation; do not use parenthetical citations. (ST 22-2 dated June 2012 is based on this 7th Edition.) In addition to the case study, you MUST integrate concepts from L100 into your responses. Specifically, you may want to use some of the models or theories discussed in L100 as you answer your exam. Finally, you will complete the student self-assessment portion of the CGSC Form 1009w writing evaluation, and submit that completed 1009w with your take-home exam argumentative essay for grading.





Your Exam Question

What is the critical leadership problem facing the 56th HBCT Brigade Commander and how will you, as the new brigade commander, improve the organization?

Assessment Rubric
Evaluative Criteria Communications Criteria Score
90 Points

Apply critical-thinking skills to identify, explain, and defend the selection of the critical leadership problem. Use relevant facts and assumptions from the 56th HBCT case study to support your argument. (30 Points)

Describe your vision for the brigade and how you will measure effectiveness in achieving that vision. (20 Points)

Describe the process you will use to solve the problem and implement your vision based on the readings and lesson material from L100. (40 Points)

10 Points

(1) The introduction clearly states the thesis and introduces major points.

(2) Major points are fully developed using clear reasoning.

(3) The conclusion reinforces the thesis and major points.

(4) Style is concise, primarily in active voice, and generally free of errors in grammar, punctuation, and spelling.

(5) Proper use of citations IAW ST 22-2.
_______________________________________________________________

US ARMY COMMAND AND GENERAL STAFF COLLEGE
Command and General Staff Officer Course (CGSOC) Common Core
L100: Developing Organizations and Leaders


L100 Take Home Exam Case Study
Class 13-01
?The 56th Heavy Brigade Combat Team?

You are LTC Osborne a promotable lieutenant colonel who commanded a battalion in the 56th Heavy Brigade Combat Team (HBCT). One month ago you returned to the 56th HBCT after a 2 ?-year absence to assume the Deputy Brigade Commander?s (DCO) position. While you are excited about getting reacquainted and acclimated with your old unit, you know that a lot has happened, including a deployment, in your absence.

The 56th Heavy Brigade Combat Team (HBCT) returned from Afghanistan 55 days ago and is now in its RESET phase of the ARFORGEN process. The 56th?s parent division headquarters and the other three divisional BCTs did not deploy with the brigade. Instead, the 56th HBCT worked for two other divisions during their deployment and with a number of other BCTs. Further, due to operational needs and capability shortfalls in another brigade, the 56th detached one of its combined arms battalions for thirteen of the deployment?s fifteen months. The brigade has been back at home station for almost two months; Reintegration Training and block leave are complete. As you settle into your new position and surroundings, you realize that few, if any, of the HBCT staff remains from your last tour with the unit. Further, many of the current HBCT staff will PCS in the next few months. The change of command for five of the six battalions is scheduled in the next 30 days. Your initial conversations with COL Axel, the brigade commander (BCO) and CSM Rose, the brigade command sergeant major, were positive. Both appear to have genuine concerns about the actions needed to improve the brigade and prepare it for the next mission. Your discussions with LTC(P) Lennon, the outgoing deputy brigade commander (DCO), seemed out of synch with the BCO and CSM and caused you some concerns about the current climate within the brigade.

You remember that just three short years ago, the 56th HBCT was considered among the best maneuver brigades in Forces Command. By all measurements, the brigade excelled. Morale across the brigade was high, as it seemed the brigade attracted the best of the officer and non-commissioned officer corps. Leaders wanted to lead, Soldiers wanted to soldier, and a supportive family atmosphere existed among the battalions. There was a strong work ethic. Problems existed, but there was a prevailing attitude that all could be resolved. More often than not, the problems were solved at lower levels and rarely reached the brigade command level. Competition within the brigade existed, but it was positively oriented toward the success of the brigade. Frequent coordination occurred among peers to share information, resources, and lessons learned. Often, the brigade and battalion officers would meet informally for happy-hour type social events. Although these were definitely social occasions, the leaders could not help but discuss ways to improve their brigade. Leaders shared information freely with little regard for ownership or competitiveness. Often, the battalion and brigade commanders were active participants. Brigade officers were often ridiculed by their peers in the division as ?whackos? who always wanted to discuss ?work? issues. A similar environment existed among the battalion and brigade NCOs. Now it appears the environment has changed and the Battalions are competing not to improve the Brigade but to make themselves distinct from the Brigade. Camaraderie amongst the outgoing Battalion Commanders and Command Sergeant?s Major appears to be only skin deep. You are concerned this is due to the environment set by the BCT Command Team.

Just prior to your departure as a task force senior trainer at the Joint Multinational Readiness Center (JMRC) in Germany, the 56th HBCT received notification that its deployment location changed from Iraq to Afghanistan and that the deployment would be 15 rather than 12 months long. As a battalion commander, you took pride as you observed all leaders pitching in to ?make it happen.? Although some officers, non-commissioned officers, Soldiers, and families voiced concerns about the impact the deployment?s length and the significant change in operating environment could have on the brigade, all were committed to making the transition occur as smoothly as possible. Soon after the notification and your departure, the brigade experienced a change of command. The new brigade leadership team assumed responsibility for the predeployment train-up period. Your remaining brigade contacts indicated the transition and train-up seemed to go as well as could be expected. The 56th completed its Mission Readiness Exercise (MRE) at the National Training Center and deployed for war.

While the majority of the brigade took block leave over the last month, you have had the opportunity to review a number of historical documents, attend routine battle rhythm events, speak with members of the brigade, and walk around the brigade?s footprint.

Your review of the brigade?s historical unit status reports (USR), indicates the 56th HBCT completed all necessary training and received its required equipment prior to departure. The HBCT deployed at 92 percent strength although the assigned strength was 105 percent. The commander?s comments specifically highlighted that brigade leaders and Soldiers were well-trained and qualified. The majority of the non-deployable Soldiers remained at home station for medical reasons that came to light within 60 to 90 days prior to the departure date. During the deployment, the brigade redeployed over 100 Soldiers for non-combat-related medical problems. While the installation?s medical providers addressed many of the non-deployers? medical concerns, a significant number of non-deployable Soldiers remain on unit roles. Additionally, since returning, the number of medical non-deployable soldiers has slightly increased above pre-deployment numbers.

The brigade?s historical records from Afghanistan reveal that the unit was fairly successful in accomplishing all missions. The documents suggested that violence in the 56th?s sector did not significantly increase, nor did it decrease, and casualties in Afghanistan were considered light with one critical exception. Security of the populace and US forces was a major priority that was accomplished very well, but the records indicated the HBCT?s ability to support the host nation was mixed, with limited success in training Afghan Army units and police forces. It appeared the HBCT staff was able to manage day-to-day operations effectively, but struggled with their ability to capitalize on opportunities and to anticipate potential threats.

Approximately five months into the brigade?s fifteen month deployment, a suicide vehicle-borne IED (SVBIED) attacked a patrol in one of the maneuver battalion?s sector. The attack killed the brigade commander, brigade command sergeant major, and one of the Battalion Commanders as well as wounded several other Soldiers and Afghan Security Forces. In the immediate aftermath of the attack, LTC(P) Lennon assumed command of the brigade until the arrival of COL Axel and CSM Rose. The division headquarters assigned LTC Hendrix, a battalion command-selectee already commanding a MiTT team with the brigade, to assume battalion command.

Another document you reviewed was a comprehensive report with the findings of a Center for Army Lessons Learned (CALL) study conducted for the 56th in Afghanistan. From all accounts, the HBCT performed as well as possible in Afghanistan, and the leadership performed well given the circumstances. However, the official record also indicated significant challenges requiring attention. The extensive study identified several specific issues that may have an impact on the BCT?s future effectiveness. You highlighted the following sections of the report.

Multiple and often incompatible communications systems hampered command and control throughout the brigade. At battalion and below levels, the varying battlefield, electronic, and environmental conditions required leaders to carry multiple radios to communicate effectively. Further, the dispersed nature of multiple Combat Outposts (COPs) and Joint Security Stations (JSS) created significant digital network challenges for the brigade?s network technicians. The digital network frequently crashed making communication loss between the brigade and subordinate battalion headquarters a normal, if not daily, occurrence. While tactical satellite (TACSAT) and high frequency (HF) radios provided some redundancy, the limited number of systems and frequencies available to the brigade in some cases created operational and personal friction.

Personnel authorizations on the battalion staffs were not sufficient to allow 24-hour operations over a sustained period. Often, battle captains were taken ?out of hide? to conduct the mission, resulting in unqualified and untrained personnel attempting to perform battalion tactical operations center functions, especially during the evening hours. This contributed to increased friction between the brigade and battalion staffs.

During the brigade?s deployment, the DCO was tasked at different times to supervise the military transition teams (MiTTs) operating within the brigade?s battlespace, synchronize the operations of the brigade support battalion (BSB) at a different forward operating base, be the ?voice? of the HBCT to the media, LNO to coalition forces, and act as a BCT chief of staff. These varied missions for the DCO created confusion within the brigade, and this confusion created the perception of a weakened HBCT command structure. This perception was strengthened when COL Axel assumed command but left many of the responsibilities for daily operations with the DCO.

The modular BCT structure, first implemented during your time as a battalion commander, continued to create training challenges, especially within the combined arms battalions. Whereas previously the maneuver battalion commanders and staffs were able to focus on traditional infantry and armor skills (e.g., Bradley and tank gunnery, individual infantry and armor soldier skills, infantry and armor platoon skills), the same commanders and staffs were required to attain and maintain proficiency at planning and executing individual and collective skills in areas outside their areas of expertise. Moreover, the report identified subject-matter expertise, once resident within the maneuver battalions, was diminished within the maneuver battalions. The impact of this additional complexity and burden was identified at all levels of leadership. The Army?s decision to augment the brigade with three MiTTs just prior to the MRE required the leaders to rethink combat organization. The BCT never quite compensated for this additional mission even after COL Axel, who had MiTT experience, arrived to take command. The strain between the MiTT mission and the combat role of the BCT was known throughout the BCT and was well known on the Division Staff as well.

The Afghanistan environment placed severe demands upon available manpower. Specifically, the need to protect the population and expand operations in previously unsecured areas increased the need for infantry squads. As a result, armor, engineer, artillery, and other Soldiers filled the void performing typical infantry tasks and not their own military occupational specialty (MOS) core competencies. Soldiers from the Forward Support Companies also augmented maneuver platoons as vehicle drivers and as alternate Quick Reaction Forces (QRF) within the maneuver battalions.

The 56th HBCT trained for the wrong mission-essential tasks during its training ramp-up for deployment to Afghanistan. The brigade trained exclusively on their assigned M1 Abrams, M2 Bradley combat platforms (focusing on gunnery skills and qualification) prior to deployment and during stability operations. However, upon arrival in theater, operational necessity required use of seven different mine-resistant armor protected (MRAP) variant vehicles in lieu of tanks, Bradleys, and up-armored HMMWVs. The brigade had few assets available at Bagram Airbase to execute drivers? training during RSOI, requiring the creation of a drivers? training program to train drivers during the first few months in combat. Further, the number of ?patrol sets? required to support the operational tempo (OPTEMPO) affected not only the maneuver units, but the brigade?s special troops battalion (STB) and the brigade support battalion (BSB). The brigade STB was specifically affected due to a lack of critical MTOE authorizations for the battalion staff to support both brigade and battalion operations. The dispersed nature of the battalions required the BSB to spend increased time on the roads resupplying outlying locations. Lastly, during pre-deployment train-up, the artillery battalion provided indirect fire support for the cavalry squadron and combined arms battalions? tank and Bradley platoon qualification tables. The six months dedicated to supporting this mission, including both an internal artillery gunnery certification program and the direct support to maneuver platoons, limited the amount of time available at the platoon and battery level to train on dismounted infantry and patrolling skills.

The stability operations mission created unique issues for the 56th HBCT. Although the size of the HBCT staff had a positive effect on shaping operations within their battlespace, the additional tasks associated with resourcing and supporting the MiTTs from members of the BCT staff created a ?dual-hatted? staff, which reduced the staff?s effectiveness.

The CALL Report also indicated a potential problem exists within the culture of the organization. The desire to be seen as an elite, highly professional unit led to the development of unit rituals that were generally good natured and helped instill an espirit de corps within the unit. However, the CALL reports contain information that implies some NCOs and Junior Officers allowed these events to devolve to an extreme degree during the deployment. The report suggests that the events have progressed from espirit building to ?sanctioned hazing? according to one junior NCO.

You also received a 360-degree commander and staff assessment of the 56th HBCT from the Center for Army Leadership?s (CAL) Leadership Assessment and Feedback Program. A summary of trends from the assessment indicates that the staff had the trust and confidence of the subordinate units. It revealed the NCOs display confidence in their abilities and have a good tactical and technical knowledge. On the other hand, the assessment revealed that commanders share a lack of willingness to include subordinates in decision-making, and they fell short of expectations on developing subordinates, coaching, and counseling. This is apparently driven by a seeming lack of concern for leader-development by the Brigade Commander. The report indicates that company commanders are not routinely counseled on their performance and receive little to no developmental guidance from either their rater or senior rater.

Recently the BCT HQ completed a command climate survey. There are some inconsistencies in the survey report. Many of the Soldiers within the HQ seem to like being a member of the BCT but report they are stressed because of the upcoming deployment and the effect they anticipate on their families. Also there is clearly some disappointment with the Leaders in the BCT indicated by comments like this, ?COL Axel tells us in formations to take care of our families but he never gives us time to do the things we need to do for them. My wife is really fed up with this unit.? Another comment reads, ? MAJ Blackmore (Brigade S4) is always talking to the female soldiers. I can tell he makes them uncomfortable by the amount of attention he pays them. There are some that he even goes out of his way to get into his office. I think it is affecting the performance of the section but what can I do, I am only a Specialist.? You can find no indication that any action was taken by the BCT Leadership on the issues within the survey.

The last historical document you reviewed was the brigade?s Reset plan and timeline. A careful study of the document reveals that the brigade is currently at R+55. According to the DA G3/5/7 Reset EXORD for the brigade?s redeployment, the brigade has another 125 days in the ?Reset? Force Pool before transitioning to the ?Train/Ready? Force Pool. Of immediate concern is the pending arrival of the unit?s containers and redeploying equipment not turned in to Army Material Command (AMC) in Afghanistan. The ship arrived at the port ten days ago and immediately began downloading equipment to rail back to home station. Equipment is expected to start arriving and be complete over the next two weeks. Of critical importance is the turn in of ancillary equipment (NBC, NVGs, and radios) to the Special Repair Teams beginning in ten days. The Special Repair Teams are expected to keep the brigade?s equipment for the next 4 to 6 weeks to complete technical inspections and repair.

You attended the AMC ARFORGEN synchronization conference last week for the HBCT that included representatives from FORSCOM, Department of the Army G1, G3/5/7, G4, G8, AMC, and the division staff primaries; there, you learned from the PM HBCT representative that because the BDE turned in all of its combat platforms (tanks, Bradleys, M113s, Paladins, and TOC equipment) at Bagram during redeployment, you will not receive your new issue for at least another 90 days. Further, PM TOC told you that the brigade will receive all new TOC equipment (tracks, tentage, and C2 systems), but he did not think the equipment would be ready until for another 85 days. The CECOM representative also provided less than optimistic information regarding reset of the brigade?s satellite communication packages. Because the brigade chose to forego much-needed system upgrades prior to the last deployment, the majority of the components on the existing satellite trailers are out of date and no longer under warranty. Additionally, the Army is fielding new communication trailer systems over the next three quarters of the fiscal year with the brigades not scheduled for delivery until just before R+180. Lastly, the AMC representative informed you that the ancillary equipment (wheeled vehicles, trailers, water buffalos, MHE, etc.) the brigade turned into AMC prior to the deployment as left behind equipment (LBE) will be ready for reissue over a 7-week period beginning at R+80.

While the information provided at the conference seemed pretty grim, the Division Chief of Staff, who attended the final outbrief, pledged to both COL Axel and you that he would remain on top of the Division G4 and G8 to ensure that program managers and AMC upheld their end of the Reset agreement and returned equipment to the Brigade as soon as possible.

The manning section of the reset plan looked about as optimistic as the equipment reconstitution section. The brigade was just about to end the DA mandated 60-day stabilization window and begin shedding people as they PCS?d to new assignments or ETS?d out of the Army. Most significantly, the change of command ceremonies for five of the brigade?s six battalions is slated to occur in the next two weeks. LTC Hendrix, commander for one of the combined arms battalions, and COL Axel, will remain in command for at least the next 12 months. On a positive note, about half of the field grade officers in the battalions will remain in the brigade because they deployed late after completing ILE or their division staff time. Generally speaking, the battalion XOs all appear competent and have a good understanding of their battalion?s strengths and weaknesses and brigade-level systems. The brigade did receive some replacement personnel during the deployment, but can expect to fall to below 65 percent strength overall and less than 30 percent strength in key MOSs, especially senior noncommissioned officers until at least R+120. The DA Reset EXORD states HRC is not required to fill the brigade at 80 percent available strength overall and 75 percent senior grade until the end of our Reset window (R+180).

Major Blackmore is the Brigade S4. The S4 section performed poorly during the last deployment. While MAJ Blackmore appears to be a good officer that knows the technical aspects of supply and maintenance management he suffers from a lack of understanding of how to run his staff. His staff is seen as one that lacks commitment to the ideas and direction of the Brigade Commander. The Battalion Commanders also complain of a lack of support from the S4 section when it comes to critical supply efforts to support operations. The S4 section also has conflict with the Division G4 that has lead to an adversarial relationship. The soldiers in the section seem unmotivated and have a general lack of discipline across the group.

Major Springsteen, the brigade?s S6, appeared to be the least likely officer to complain about workload. However, last week after a particularly stressful staff meeting, he commented, ?Sir, I know you are busy, but I have to talk to someone. I?m not sure how much more of this I can take. Nothing we do on this staff seems to be good enough and staffing actions never seem to get the time they deserve. We?re not allowed to make routine decisions at our level, and it seems we jump from one crisis to another with no apparent vision. I thought when we returned from Afghanistan the pace would improve a bit, at least for a short while, and allow me to once again get acquainted with my family. It has been far from that! I even had my leave shortened to support the division command post exercise. A division CPX for crying out loud! We just returned from combat! We were told the division?s new staff needed to resolve some internal staffing procedures, so they scheduled an out-of-cycle training exercise. Given this division?s 24/7 mentality and helter-skelter attitude, I would almost rather be back in Afghanistan. At least there everyone knows they have to work 24/7, and no one really expects to know what will happen next. Plus, you don?t have the family wondering why Daddy isn?t home. Even my wife, who basically ran the brigade?s Family Readiness Group (FRG) when we were deployed and is a very dedicated Army wife, is about to throw in the towel.?

Last week, you witnessed an exchange at a BCT command team meeting. The commander and command sergeant major of one of the brigade?s combined arms battalions provided COL Axel and CSM Rose a detailed review of the effect of the installation?s ?red cycle? on their unit training plans, receipt of equipment and execution of the reset of personnel and equipment, reestablish garrison systems, and leader and incoming Soldier training to address shortfalls identified in Afghanistan. The battalion commander stated, ?We?re caught between a rock and a hard place because we tell Soldiers to reconnect with their families after being away for fifteen months, then pile so many competing requirements on the plate that they have to work until 1900 each night to meet suspenses. When you add on red-cycle taskings, the problem increases because you have fewer Soldiers to do the same amount of work. When I have to defer equipment turn-in for two weeks or keep Soldiers late telling them it?s more important to guard motor pools and ranges than recover our equipment from war, we all lose credibility. Soldiers know the difference between activity to keep them alive, and make-work.?

The battalion CSM added, ?This is worse than I?ve ever seen it. It seems we cannot catch a break on the ever-increasing extra duties and work details. When I mentioned this to the division CSM at his last senior NCO call, he dismissed me by saying, ?we have had red cycles throughout my 26 years in the Army. They?ll always be here, so live with it. Quit complaining! You guys have been nothing but whiners since you returned from Afghanistan!??

The response of COL Axel to both of his subordinate leaders was telling. He responded with, ?Commander, you have to figure it out! Nothing is coming off the plate. Do not expect me or my Sergeant Major to plead your case with the Division. This is life! Meet the mission!?

Your experiences with the officers in the brigade S3 shop were positive. All appeared professional, cooperative, and well-motivated by LTC Fogarty. However, recent comments to you by two battalion S3s indicated a dictatorial side to the brigade S3. They indicated Fogarty?s unwillingness to consider new ways of approaching the diverse training needs brought by the reconfiguration. Moreover, Fogarty indicated if they took their concerns to their battalion commanders (one of whom was fairly new) they would regret it. When this was mentioned to LTC(P) Lennon, he stated, ?Hell, that?s just Fogarty flexing his muscle. There?s no better brigade S3 in the division, and everyone knows it. Those battalion officers need to quit sniveling and get to work.?

As you have moved throughout the Brigade you have picked up on an undercurrent of discussion that centers on a potential incident of sexual harassment within the Briagde between an officer and a soldier. The conversation centers around one of the ?superstar? company commanders within the Brigade, CPT Cooper. As a Platoon Leader he was in charge of the PSD for COL Axel. After the deployment CPT Cooper was placed in command ahead of other senior captains that were waiting for command. While these are troubling discussions you assume they are formed from jealousy among the other officers in the Brigade. You recall your initial conversations with the DCO and begin to wonder about the depth of the apparent positive command climate within the 56th HBCT. When you mention what you have heard to LTC(P) Lennon he avoids the question and changes the topic of discussion to a number of late personnel actions from the S1.

In a private conversation last week, CSM Rose shared with you, ?I?m worried about my senior NCOs. They appear competent, but I don?t see any results from their work. There appears to be little teamwork among themselves and their officers. When I ask them why they don?t speak up and get involved, they ask, ?Why should I? Nothing ever comes of it.??

You have also found out the BCT is experiencing a growing trend in three negative areas: domestic abuse, DUI, and divorces. The increases are across all battalions as well as the HQ. The reports are a strong indicator of the increased stress across the BCT. While the BCT commander has put policies in place to ensure immediate reporting of both abuse and DUI cases there is no plan for prevention. The BCT seems to be in a react mode in these areas. Your discussions with the BCT Chaplain confirm the increase in divorces. He mentions to you the reason appears to be marital unfaithfulness during the last deployment and a continued OPTEMPO that is causing the spouse at home to feel alone and without hope. He also indicates he believes most of the issues with infidelity are internal to the Brigade with a few cases among the senior members of the Brigade staff that are still on-going. Col Axel?s response to the chaplain?s concern about these allegations was simply, ?Those are only rumors. Don?t bring me that stuff without proof!?

Finally, your informal conversations with friends within the division suggest the 56th gained a reputation in Afghanistan for being very ?heavy-handed? in dealing with locals While the characterization started during the initial relief-in-place/transition of authority (RIP/TOA), their behavior took a marked downturn after the death of the brigade command team and battalion commander. According to several sources outside the brigade, this approach appeared to inhibit the brigade?s ability to conduct host-nation responsibilities. One of your more trusted sources stated emphatically, ?Lennon?s negative attitude of the Afghanis created a cancer among some within the brigade, and it?s still there. COL Axel only made things worse with his hyperbole and force oriented approach to the security in the BCT AO. You need to be very careful.?

The past few weeks have been a blur for you. You understand the brigade has undergone numerous changes and know significant challenges lie ahead. Fortunately, the information you received from historical records, CALL and CAL assessments, and conversations and observations with leaders throughout the brigade and division provided some much-needed information. COL Axel knows there is not much time before the brigade will be back in the rotation for deployment and he appears nervous about preparing for a return to the same area. You are scheduled for a meeting with the brigade commander to provide your assessment of the brigade?s status and to chart a course for the next few months. Your major concern is where to start.

One Week Later

Situation:

You are the Deputy Brigade Commander, LTC (P) Osborne. At 10 PM yesterday the Division Secretary of the General Staff called and asked you to report to the Division Commander?s office immediately. Upon your arrival the Division Commander informed you that he has lost confidence in COL Axel?s ability to command effectively. He also informed you that you would immediately take command of the Brigade. He asks you for the following: your assessment of the Brigade including identification of the critical problem facing the Brigade; your vision for the Brigade and how you will measure success in achieving that vision; the process you will use to solve that problem and implement your vision.

Requirement:

See L100 Take Home Exam and Grading Rubric.

The content will be around areas on organisational behaviour, organisation development, human resource management or any MBA area, such as, leadership, team, culture?? or a case study on UK-based companies. Six chapters will be needed, such as, introduction (8-10%), literature review(30%), methodology (8-10%), results (15%), discussion (30%), and conclusion and recommendation (7-8%). Also, primary and secondary research are required,like questionnaires. Plus an well presented references and bibliography (at least 50 original references). A good range of books and journals are required, such as Harvard Business Review...

please rewrite paper

Classic Airlines is the world?s fifth largest airline, deploying an impressive 2,300 flights daily to 240 cities. Last year, it earned $10 million on $8.7 billion in sales. Despite the profits, Classic is experiencing negative media, declining stock prices, and rising costs of fuel and labor over the past year. In addition, to the destructive reports and low employee morale, Classic?s Board of Directors is requiring a 15 percent cost reduction over the next 18 months. Leadership must implement a nine-step problem solving method to identify the challenges, opportunities, solutions, and desirable end results to restore customer loyalty, employee morale, and stock prices.
The nine-step problem solving method is defined as: step one, developing a problem statement; step two, identifying the potential cause of the problem; step three, verifying the likely causes by gathering data; step four, identifying possible solutions; step five, evaluating alternative solutions; step six, determining the best solution; step seven, identifying and assessing the risks; step eight, implementing the solution; and step nine, evaluating the results (http://www.managment-hub.com). These steps will be explained in detail to assist Classic Airlines with the challenges faced today.
Step One: Describe the Situation
Classic Airlines is suffering from self-inflicted operational issues. Expanding too quickly created a financial crisis with a domino effect. Falling stock prices, declining customer loyalty, and low employee morale have resulted. In addition, the media has nothing positive to say about the airline industry because of increasing fuel and labor costs. As a result, the Board of Directors is mandating a 15 percent across-the-board cost reduction over the next 18 months (University of Phoenix, 2011).
Classic offers a rewards program to its frequent flying customers, however the program is difficult to understand and frustrating for the employees to explain. Classic also recently purchased a Customer Relationship Management (CRM) system to capture valuable information about the customer?s experience, but the services features are not well integrated. Poor communication exists between the system?s phone and web channels, resulting in duplicate information from customers and collection of inaccurate data. If Classic does not increase sales or decrease costs; bankruptcy will be inevitable.
Step 2: Identifying the Potential Cause of the Problem
Classic?s rewards program is much more restrictive than those offered by its competitors. Frequent fliers are allocated only ten seats per flight and some direct international flights are prohibited entirely. In addition, Classic?s reward program requires more miles for reward eligibility and imposes blackout dates during holidays. Also, rewards can only be redeemed for companion tickets once every two years and pre-boarding passes require the redemption of
reward miles rather than accompanying every rewards flight.
Employee morale is deteriorating because of negative press and endless complaints from customers. Explaining the rewards policy to customers is nearly impossible for employees that struggle to understand them. The time and energy invested in employee training has not benefited Classic or its customers. Employees do not have the authority to make previsions for loyal customers attempting to redeem reward points.
The CRM system has obstructed a high level of customer service. The system was supposed to decrease the amount of time the representatives spend on the phone or drive customers to the internet to avoid talking to them at all. The system has the power to seamlessly integrate the phone channel with the web channel. This application has not been well incorporated in the system creating the inability for Classic to determine if the customer has interacted over both channels (University of Phoenix, 2011).
Classic?s leadership team is not supportive of the marketing department and is driven by numbers. The CEO and CFO have taken the advice of the marketing department in the past by reducing the flight costs in hopes of luring the customers back from the competitors. The price reduction proved to be a price war with competitors and customers did not respond. Their focus on numbers has resulted in tunnel vision and lack of customer focus.
Classic is the only airline without an alliance agreement. The lack of an alliance limits the flight options available therefore limiting customer?s rewards accumulation and redemption options. The high costs for Classic are directly related to lack of growth. Since they are the only airline not in alliance they are forfeiting global presence. In addition, Classic implemented a fuel-hedging program locking in fuel prices for the next year without considering the group rate an alliance would offer.
Step 3: Verifying the Likely Causes by Gathering Data
Reward customers were interviewed to determine service and membership issues and rate the effectiveness of the program. The results demonstrated 51 percent were dissatisfied with the service upgrades they received and 38 percent of them are dissatisfied with the number of miles earned per flight. Customer interviews revealed that 56 percent of the rewards members are dissatisfied with the options available with the redemption program and 68 percent would not recommend the program to a friend or colleague.
Employee exit interviews illustrated a high frustration level. Employees believed the crippled CRM program was designed around the wrong performance measure. The system is used to determine the amount of time the customer is on the phone, instead of gauging the customer?s satisfaction. The employees believed the CEO was oblivious to the customer?s complaints. Corporate management needed to listen to employees to learn how to repair the client relationship. Overall, the employees were satisfied with the salary but were easily swayed to join other companies in order to find greater job satisfaction. A high turnover rate has led to an excessive recruitment and training costs.
Step 4: Identifying Possible Solutions
The Classic Rewards program should be restructured. There should not be a restricted number of seats for frequent fliers. The companion ticket should be available for redemption at any time and pre-boarding passes should be a complimentary service instead of requiring the redeeming reward points. All of Classic Airlines? flights should be available to loyal reward customers.
There are not enough incentives between the three tiers of the program membership. Gold members receive a monthly statement, newsletter, and special promotions from Classic?s partners. All members should receive the monthly statement, newsletter and special promotions. Offer one complimentary upgrade to first class each year for silver members and three complimentary upgrades to first class each year for gold members.
Employees should have a process to offer suggestions to the CEO, either by email or a face to face meeting. Exceptional proposals should be recognized at quarterly and staff meetings. Enroll the employee in customer service seminars to increase customer satisfaction. In addition, the employees should have the authority to upgrade customers to first class for delays or canceled flights.
The CRM system should incorporate the phone and web channels. Implementing this system will allow Classic to identify the customer as the same person if they use both channels. The system should be used to make the customer the main focus of the company by integrating the reservation and customer service functions.
Classic?s leaders should participate more with the marketing department. They should determine ways to cut costs from other departments to give the marketing department an opportunity to increase loyal customers. The top leaders should embark on a leadership retreat to learn about teamwork and communication.
An alliance should be formed between Classic and other vendors to enhance the service provided to customers. Expanding the market by joining other groups will reduce costs by sharing customer service and other expenses. An alliance will provide a global network and brand recognition worldwide.
Step 5: Evaluating Alternative Solutions
There are alternative solutions to the problems Classic is facing. The rewards program could focus more on redeeming points for cash or online purchases. Members could also redeem one point per flight-mile with no minimum or maximum miles per roundtrip. To stay competitive with other airlines, a concierge baggage handling for gold members would be a great alternative.
Employee satisfaction could be increased with weekly management meetings. Creating secession plans for management positions generates high morale. Lastly, designate an employee of the month with special parking and free lunch.
The CRM system should be monitored and managed by the marketing department. Understanding the data and implementing new processes should be their responsibility. This will allow marketing to make changes to their plan as needed to focus more on the customer rather than the phone call length.
Another solution would be to form an alliance with another airline that has brand recognition and customer loyalty in the US. Classic would be able to offer shared expenses and rally against environmental organizations as a united front. Aligning with another airline would increase loyal customers and secure the rewards program.
Step 6: Determining the Best Solution
The best solution for Classic involves two changes; first the rewards program. Changing the rules allowing the customer to redeem rewards on any flight will increase satisfaction. In addition, all seats should be available for frequent fliers. Companion tickets should be redeemable for all flights. Silver Reward?s member should receive one upgrade a year and gold members should be offered three upgrades a year.
Second, form an alliance with Skyway Airlines. The plan will enable a ?code-sharing level, integrate all customer-facing elements, and deliver a seamless program? (University of Phoenix, 2011). Aligning with Skyway will create a network of partners. Once the program is established, the network can expand into other positive ventures.
Step 7: Identifying and Assessing the Risks
The risks associated with the solutions are the inability to reduce costs by 15 percent. There is the possibility upon start-up the solutions may have costs associated with them. The Board of Directors may want to see only reduced costs with no other solutions.
Changing the rewards program may not get past customers to return to Classic. The only people that would appreciate the restructured program are current customers. Previous customers may be happy with the competition and unwilling to give Classic another chance.
The risks of forming an alliance with a company overseas could be disastrous. Customer service and reward redemption will be decided by multiple vendors. Decisions made in Europe and Latin American could directly affect the brand name negatively. Keeping the customer under one company is easier to manage; an alliance can potentially cause the customer to be forgotten in the global company.
Step 8: Implementing the Solution
To implement the solution, the marketing team must present the solution quickly and prepare for an immediate launch. The marketing team will become the leader of the organization and control all parts of the process. Results of the changes will be reported in three months to the Board of Directors. A measureable, positive trend will be reported at that time.
The restructured rewards program will be implemented immediately. A marketing campaigned will start with mailings, TV commercials, and radio advertisements. The market will be saturated with the company?s name and rewards program.
Second, a training program will be initiated by the Human Resource department for all employees. The training program will assist the employees with customer service issues. In addition, the employees will be empowered to offer reward points or upgrades to customers that have experienced a delay or cancellation in flight.
Next, the CRM system will be updated to conduct all functions needed to track customer experiences. The Information Technology (IT) department will implement the changes immediately and begin training upper management on the utilization of the data. The marketing department will correlate the phone and web channels data to begin analyzing the customer?s encounters.
Skyways Airlines representatives will present an alliance solution to leadership. The presentation will demonstrate successful alliances and positive growth aspects of the transaction. Once the leaders of the company understand the alliance, they will present it to the Board of Directors.
Step 9: Evaluate the Results
The success of the final solution will be evaluated by using the number of returning customers, new customers and increased scores on satisfaction surveys. For example, if a current Classic Rewards member increased the number of flights taken in a month, the solution is a success. If the data obtained from the CRM system was used to assist customers quickly and efficiently, it is a success. The alliance with Skyways Airlines will prove to be successful if the market share increases.
Conclusion
Classic Airlines has acquired much success in the 25 years of operation and will continue to do so through creative modifications. The transformation will occur over three months and the results will prove the nine-step problem solving method was a success. Restructuring the Classic Rewards program was the first positive change to improve services for the customers. Second, the employee morale improved by soliciting feedback and implementing employee suggested changes. Consolidating and improving the CRM system proved to become a vital aspect for customer feedback and forecasting future needs of the company.
Classic Airlines has the tools and resources to be the leader in the industry. Management can use the tools to receive continuous customer feedback and alter the program as needed. Classic will gain market share by increasing the number of customers and enhancing the customer?s experience. Aligning with Skyway Airlines will benefit the market share with brand recognition and shared expenses. The solutions will enable long term marketing strategies for Classic and help them continue to grow and prosper.

Published by Soundview Executive Book Summaries, P.O. Box 1053, Concordville, Pennsylvania 19331 USA
?2002 Soundview Executive Book Summaries ? All rights reserved. Reproduction in whole or part is prohibited.
The Discipline of Getting Things Done
EXECUTION
THE SUMMARY IN BRIEF
Organizations face many challenges in today?s shaky economy ? competitive
battles, increased costs, decreased margins, and a host of other
internal and external forces. In order to shore up their companies? responses
to these factors, today?s leaders must be able to take the goals they set
for their organizations and turn them into results. Unfortunately, too many
companies struggle to bridge the gap between goals and results ? they create
solid, logical, even bold plans, but are unable to execute properly.
Honeywell CEO Larry Bossidy and management advisor Ram Charan
contend that the reason for this gap is that businesspeople do not think
about execution as a discipline or a cornerstone of a business? culture ?
and they must. From middle management all the way up to CEO, a company?s
leaders must recognize execution as the most important collective set
of activities in which they can engage. No more is there room for leaders
who rely merely on their vision to get from goals to results; to survive, they
must get more involved in the details of execution. There is much work to be
done, and Execution shows you how to do it.
Concentrated Knowledge? for the Busy Executive ? www.summary.com Vol. 24, No. 12 (2 parts) Part 1, December 2002 ? Order # 24-29
CONTENTS
Why Execution Is Necessary
Page 2
Building Block 1: The
Leader?s Seven Essential
Behaviors
Page 3
Building Block 2: Create the
Framework for Cultural
Change
Pages 3, 4
Building Block 3: Have the
Right People in the Right
Place
Pages 4, 5
The People Process: Linking
Strategy and Operations
Pages 5, 6
The Strategy Process:
Making the Link with People
and Operations
Pages 6, 7
The Operations Process:
Making the Link with
Strategy and People
Pages 7, 8
By Larry Bossidy and
Ram Charan
FILE: LEADERSHIP
?
What You?ll Learn In This Summary
? Why Execution Is Necessary. Leaders simply are not taught the discipline
of execution; more time and scholarship are given to strategic thinking
and management techniques. Neither mean much to a company, however, if
its leader cannot take an idea and make it reality.
? Seven Essential Behaviors. From following through on commitments
to rewarding those employees who produce results, if you are serious about
execution and leadership, you must exhibit these key behaviors.
? Creating the Framework for Cultural Change. The culture of an organization
is the sum of its shared values, beliefs and norms of behavior. Leaders
who want to foster an execution-supporting culture must focus on changing
the beliefs within their company that influence specific behaviors, since
behaviors are what ultimately deliver results.
? The Three Core Processes of Execution. Many organizations treat their
people, strategy and operations processes as separate, independent entities,
when in fact they are interrelated ? and must be treated as such in order to
ingrain the discipline of execution into the corporation.
Why Execution Is Necessary
While there exists an enormous amount of scholarship
and research on management techniques and strategic
thinking, hardly anyone speaks of execution in the same
terms. To understand execution, you must keep three
things in mind:
1. Execution Is a Discipline. No worthwhile business
strategy can be planned without taking into account how
to execute it. Execution is a systematic process of rigorously
discussing hows and whats, questioning, tenaciously
following through, and ensuring accountability.
2. Execution Is the Major Job of a Business
Leader. Many business leaders like to think that the top
dog is exempt from the details of actually running
things, that setting strategy from the mountaintop is
enough. In reality, only a leader can make execution
happen, through deep personal involvement.
3. Execution Must Be a Core Element of a
Business Culture. Execution must be embedded in the
reward systems and in the norms of behavior that everyone
practices.
The Forgotten Skill
Every truly great leader has an instinct for execution,
but that instinct is not typically cultivated in the selection,
training and development of leaders. A high proportion
of those who actually rise to the top of an
organization make their mark as high-level thinkers,
uninterested and (as a result) uninvolved in the ?how?
of getting things done. Many do not realize what needs
to be done to convert a vision into specific tasks.
The crucial component of dialogue between leaders
and those subordinates who help them execute a strategy
is typically lacking. Leaders don?t know to involve
people from all affected areas of a strategic plan?s outcome
in the initial shaping of the plan. They don?t think to
ask those people about the hows of the plan?s execution.
As a result, leaders never set milestones for the progress
of the plan, nor do they put contingency plans into place
to deal with unexpected issues.
In other words, when leaders are allowed to remain
detached and rendered incapable of developing skills
and experience related to execution, efforts at creating
and running an execution strategy will fail, from the top
down. ?
EXECUTION
by Larry Bossidy and Ram Charan
? THE COMPLETE SUMMARY
The authors: Larry Bossidy is Chairman and former
CEO of Honeywell International. Ram Charan is an advisor
to CEOs and senior executives and author of What the
CEO Wants You to Know and other books.
From EXECUTION by Larry Bossidy and Ram
Charan, copyright? 2002 by Larry Bossidy and Ram
Charan. Summarized by permission of Crown Business, a
division of Random House, Inc. 278 pages. $27.50. 0-
609-61057-0.
For more information on the authors, go to:
http://my.summary.com
Published by Soundview Executive Book Summaries (ISSN 0747-2196), P.O. Box 1053, Concordville, PA 19331
USA, a division of Concentrated Knowledge Corporation. Published monthly. Subscriptions: $195 per year in U.S.,
Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices.
Postmaster: Send address changes to Soundview, P.O. Box 1053, Concordville, PA 19331. Copyright ? 2002 by
Soundview Executive Book Summaries.
Available formats: Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-
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Soundview
Executive Book Summaries?
ROBERT L. SMITH ? Senior Contributing Editor
CHRIS D. LAUER ? Managing Editor
DEBRA A. DEPRINZIO ? Art and Design
CHRISTOPHER G. MURRAY ? Editor-in-Chief
GEORGE Y. CLEMENT ? Publisher
2 Soundview Executive Book Summaries?
Compaq Vs. Dell ?
Execution Made the Difference
Former Compaq CEO Eckhard Pfeiffer had an ambitious
strategy ? before any of his competitors, he
saw that the so-called Wintel architecture (the combination
of the Windows operating system and Intel?s
constant innovation) would serve for everything from
handheld computers to linked networks of servers.
Pfeiffer broadened Compaq?s base through numerous
acquisitions in an attempt to serve all the computing
needs of enterprise customers. He moved at breakneck
speed on his bold strategic vision and, by 1998,
was poised to dominate the industry.
In the end, though, the strategy failed to achieve
such stellar results. Integrating the acquisitions and
delivery on promises required better execution than
Compaq was able to achieve. In addition, neither
Pfeiffer nor his successor pursued the kind of execution
necessary to make money as PCs became an
increasingly commodity business.
Michael Dell, on the other hand, understood that
kind of execution. His direct-sales and build-to-order
approach formed the core of his business strategy,
and stands as the chief reason Dell passed Compaq,
both in market value and as the biggest maker of PCs.
For a comparison of execution to Six Sigma, go to:
http://my.summary.com
Execution doesn?t just happen. Essential building
blocks must be in place in your organization. This section
of the summary looks at three of the most important
of those building blocks. ?
Building Block 1: The Leader?s
Seven Essential Behaviors
What exactly should you as a leader who is in charge
of execution do? How can you keep from being a
micromanager, caught up in the details of running the
business? The answer is to exhibit the seven essential
behaviors of successful execution management:
? Know your people and your business. Leaders
have to live their businesses. In companies that don?t
execute, the leaders are usually out of touch with dayto-
day realities. The bulk of information that reaches
them is filtered ? presented by direct reports with their
own perceptions and agendas.
? Insist on realism. Many organizations are full of
people who try to avoid or shake reality, because it is
uncomfortable, or too revealing of mistakes made. Yet,
realism is the heart of execution, and must be made a
priority in every organization.
? Set clear goals and priorities. Leaders who execute
focus on a very few clear priorities, for a number
of reasons: 1) focusing on fewer (three to four) priorities
will produce the best results from the resources at
hand; and 2) people in contemporary organizations need
a small number of clear priorities to execute well.
? Follow through. Clear, simple goals mean little if
nobody takes them seriously. The failure to follow
through is widespread in business and a major cause of
poor execution. Leaders must surface conflicts that
stand in the way of achieving results, and create followthrough
mechanisms, such as follow-up meetings, to
ensure everyone will do what they?re supposed to.
? Reward the doers. If you want people to produce
specific results, you must reward them accordingly.
Many corporations do such a poor job of linking
rewards to performance that there?s no correlation at all.
When companies don?t execute, chances are they don?t
measure, don?t reward, and don?t promote people who
know how to get things done.
? Expand people?s capabilities. One of the most important
parts of a leader?s job is passing on his or her experience
and wisdom to the next generation of leaders, thereby
expanding the capabilities of the entire organization.
? Know yourself. Everyone pays lip service to the idea
that leading an organization requires strength of character;
in execution, however, it is absolutely critical. Without
such emotional fortitude, you can?t be honest with yourself,
deal honestly with business and organizational realities,
or give people forthright assessments. This emotional
fortitude is comprised of four core qualities: authenticity,
self-awareness, self-mastery, and humility. ?
Building Block 2:
Create the Framework
For Cultural Change
When a business isn?t doing well, its leaders often
think about how to change the corporate culture. While
they are correct in their assertion that the beliefs and
behaviors of their people are at least as important as the
strategies they execute (or, in some cases, fail to exe-
3
Execution? SUMMARY
Soundview Executive Book Summaries?
(continued on page 4)
THE BUILDING BLOCKS OF EXECUTION
Jack Welch?s
Hands-On Management
In the mid-1990s, a friend told Jack Welch, General
Electric?s CEO, about a new methodology for making
a quantum increase in inventory turns in manufacturing
operations. It was thought that GE could generate
cash if it could increase its inventory turns across the
company. The leading practitioner of the methodology
was American Standard, whose plants had achieved
as high as 40 inventory turns per plant, compared to
the average of four at most companies.
Welch wasn?t content to just get the concept, or to
send some of his manufacturing people out to investigate
it. Instead, he paid American Standard CEO
Emmanuel Kampouris a visit, in order to understand
the workings personally. He also accepted an invitation
to speak at the company, and spent the better
part of one evening?s dinner querying two successful
American Standard plant managers about the details
of their respective operations ? the tools, the social
architecture, and how they overcame resistance to the
new methodology.
By involving himself deeply and personally with the
subject, Welch learned what it would take to execute
such an initiative at GE, and was able to get the necessary
changes rolling quickly throughout his huge
company. By the time of his retirement in 2001,
Welch saw GE?s inventory turns double.
For Larry Bossidy?s comments on confronting issues realistically,
go to: http://my.summary.com
cute), most efforts at cultural change fail, in part
because they are not linked to improving the company?s
outcomes. Cultural change gets real only when your aim
is execution.
A New Way of Thinking
There?s an adage that holds true in this discussion ?
we don?t think ourselves into a new way of acting; we
act ourselves into a new way of thinking.
This begins with demystifying the word culture.
Stripped to its essence, the culture of an organization is
the sum of its shared values, beliefs, and norms of
behavior.
Some who endeavor to change an organization?s culture
often start with the intention of changing its values ? its
fundamental principles and standards, such as integrity or
respect for the culture. What they should instead focus on
changing are the beliefs within a company that influence
specific behaviors,
things that are
conditioned by
training and experience.
Behaviors
are beliefs turned
to action, the
things that deliver
results. To deliver
better results, start
with examining whether your organization?s ingrained
beliefs are helping the business perfect its execution.
Change Behavior by Changing Rewards
A business? culture defines what gets appreciated,
respected, and, ultimately, rewarded; those rewards and
their linkage to performance are the foundation of
changing behavior. If a company rewards and promotes
people for execution, its culture will change. However
your organization determines rewards, the goal should
be the same ? your compensation and reward system
must have the right yields. You must reward not simply
on strong achievements on numbers, but also on the
desirable behaviors that people adopt. Over time, your
people will get stronger, as will your financial results.
The Importance of Dialogue
Another cultural factor to recognize is the importance
of robust dialogue. You cannot have an execution culture
without such a dialogue ? one that brings reality
to the surface through openness, candor, and informality.
Your people must enter into such a dialogue with
open minds, uncluttered by misconceptions or propaganda.
Everyone must be open to speaking candidly,
and to receiving the real opinions of others as well. ?
Building Block Three:
Have the Right People
In the Right Place
An organization?s workers are its most reliable
resource for generating excellent results year after year;
their judgments, experiences and capabilities make the
difference between success and failure.
Yet, the same leaders who exclaim that ?people are
our most important asset? usually do not think very hard
about choosing the right people for the right jobs.
Typically this is because they?re thinking too much
about how to make their companies bigger or better
positioned globally. Over time, however, it?s choosing
the right people that creates competitive advantage.
Why, then, are the right people not in the right jobs?
Here are some of the reasons ? and what you can do
about them:
? Lack of knowledge. Leaders often rely on sometimes
fuzzy or prejudiced staff appraisals when placing
people into positions. They should, instead, define the
job in terms of its three or four nonnegotiable criteria ?
things the person must be able to do to succeed.
? Lack of courage. There are innumerable cases of the
wrong person being kept in the wrong job, simply because
the person?s leader doesn?t have the emotional fortitude to
take decisive action, confront the person, and make a
change. Such failures do considerable damage to a business;
indeed, if the non-performer is high enough in the
organization, he or she can be particularly destructive.
? The psychological comfort factor. Many jobs are
filled with the wrong people because the leaders who
promote them are comfortable with them, and the
employees are loyal to those leaders. However, if that
loyalty is based on the wrong factors (social reasons,
rather than professional, etc.), it could be damaging.
Often, breaking free of this comfort factor is exactly
what a leader must do to bring about change.
When Reginald Jones ? a cerebral, well-spoken
person ? selected Jack Welch ? a blunt, irreverent,
from-the-gut leader ? to replace him as CEO of
General Electric, many questioned the move. Jones,
however, knew GE had to change, and that Welch possessed
the right kind of personality and professional
approach to get the job done. Jones broke free of the
comfort factor, to the benefit of the company and its
shareholders. ?
Execution? SUMMARY
4 Soundview Executive Book Summaries?
For Ram Charan?s comments on fuzzy staff appraisal,
go to: http://my.summary.com
Building Block 2: Create the Framework
For Cultural Change
(continued from page 3)
To deliver better results, start
with examining whether your
organization?s ingrained
beliefs are helping the business
perfect its execution.
The heart of execution lies in three core processes:
the people process, the strategy process, and the operations
process. Every business and company uses these
processes in one form or another; more often than not,
however, they stand apart from one another like silos,
and are performed by rote and as quickly as possible.
What many leaders miss is the fact that these processes
are where the things that matter about execution need to
be decided, and as such, they should be prosecuted with
rigor, intensity and depth.
The processes should be tightly linked with one another,
and the leader of the business and his or her leadership
team must be deeply engaged in all three. They are
the owners of the processes, not the strategic planners
or the human resources or finance staffs. ?
The People Process: Linking
Strategy and Operations
The people process is more important than either the
strategy or operations processes; if you don?t get the
people process right, you will never fulfill the potential
of your business. A robust people process does three
essential things:
? Evaluates individuals accurately and in depth.
? Provides a framework for identifying and developing
the leadership talent the organization will need
to execute its strategies in the future.
? Fills the leadership pipeline that is the basis of a
strong succession plan.
A robust people process provides
a powerful framework for
determining the organization?s
talent needs over time, and for
planning actions that will meet
those needs. It is based on four
building blocks: 1) linkage of
people to strategy and operations;
2) development of the
leadership pipeline; 3) dealing
with nonperformers; and 4) linking
human resources to business
results.
Linkage of People to Strategy
and Operations
The first building block of the
people process is its linkage to
the strategic milestones (see
example at right) over the near (0-
2 years), medium (2-5 years) and
long terms, as well as the operating plan targets. Business
leaders create this linkage by making sure they have the
right kinds and numbers of people to execute the strategy.
Be prepared to make tough decisions. The strategic
milestones you set might necessitate a reevaluation of
your leadership team, should you determine that the
skill sets required to meet your near-, medium- and
long-term goals will be beyond the reach of your current
staff. This is a difficult social process ? no one
wants to tell good people they aren?t capable of moving
to the next level ? but it must be done.
Development of the Leadership Pipeline
Meeting medium- and long-term milestones depends
largely on having a pipeline of promising and promotable
leaders. To determine the ability of current staff to take
on larger responsibilities, you must conduct an assessment
of their skills. This will reveal the adequacy of your
leadership pipeline in terms of quantity and quality.
Analyzing succession depth and retention risk analysis
is the essence of talent planning and building a leadership
pipeline of high-potential people. The retention
risk analysis looks at a person?s potential marketability,
as well as the risk a business faces if he or she leaves.
Succession depth analysis determines whether the company
has enough high-potential people to fill key positions.
It also looks at whether there are high-potential
people in the wrong jobs and whether key people will
be lost if a job is not unblocked for them.
Such analysis helps an organization avoid two dan-
Execution? SUMMARY
5
(continued on page 6)
Soundview Executive Book Summaries?
THE CORE PROCESSES OF EXECUTION
NEAR TERM
(0-2 YEARS)
MEDIUM TERM
(2-5 YEARS)
LONG TERM
(5+ YEARS)
? Expand beyond existing
product line toward selling
solutions
? Launch new initiative to
expand services to installed
base
? Secure new expertise in
technology
? Further expand penetration
in existing customer segments
? Develop intermediate
approaches to selling solutions
to new customer segments
? Evaluate and engage
alliance partners
? Become pioneers of
leapfrog technology
? Build more useful alliances
? Develop low-cost sourcing
ideas
Strategy Milestones
gers: organizational inertia (keeping people in the same
job too long) and moving people up too quickly.
Dealing with Nonperformers
Even the best people process doesn?t get the right
people in the right jobs 100 percent of the time; likewise,
it can?t make everybody into a good performer.
The final test of a people process is how well it distinguishes
between those who have been promoted beyond
their capabilities and need to be moved to other positions,
and those who simply must be moved out.
Linking Human Resources to Business Results
Human Resources has to be integrated into the business
process. It must be linked to strategy and operations,
and to the employee assessments, across the
enterprise. This is a different approach than many companies
have taken in the past. At one time, managers
might assign HR personnel to recruit or execute specific
elements of a strategic plan, such as negotiating with a
union if a plant would need to be shut down.
In today?s execution-minded companies, HR is different.
Personnel within the department are expected to
have a point of view about how one achieves a business
objective or strategic plan, just like any other participant
in the management process. HR people must not only
be well trained in how to develop and retain people ?
they must also possess the business acumen, critical
thinking skills, and ability to link strategy and execution.
In other words, they must have the same tactical
skills as any business leader. ?
The Strategy Process: Making the
Link with People and Operations
A good strategic planning process requires the utmost
attention to the hows of executing a strategy. A robust
strategy is not a compilation of numbers, nor is it a
?crystal ball? forecast of extrapolated numbers for the
next ten years. It must be an action plan that business
leaders can rely on to reach their business objectives.
You need to identify and define the critical issues
behind your strategy. You need to question the assumptions
on which your strategy is based, and determine
whether you have the organizational capability to execute
the plan. You also need to link your strategy to
your people process (to determine whether you have the
right people in place to execute the strategy) and to your
operating plan (to get your organization properly
aligned to move forward).
Key Questions
A strong strategic plan must address several key questions:
1. What Is the Assessment of the External
Environment? Every business operates within a shifting
political, social and economic context. Your strategic
plan must explicitly deal with those external forces and
the assumptions they generate.
Examine everything from economic and demographic
trends to new technologies and alliances between competitors,
in order to anticipate changes that can affect
your business.
2. How Well Do You Understand Existing
Customers and Markets? People tend to look at their
businesses from the inside out, choosing to focus so
strongly on making and selling products and services
that they lose awareness of the needs and buying behaviors
of their customers.
Who makes purchasing decisions for your customers?
It?s likely different from customer to customer. In large
companies, for example, purchasing agents might do the
buying, while at smaller companies, your buyer might
be the CFO. Each requires a different approach, which
you can only take if you have that intimate customer
knowledge in hand.
3. What Is the Best Way to Grow the Business
6
Execution? SUMMARY
Soundview Executive Book Summaries?
(continued on page 7)
For information on tools to gauge the quantity and quality of your
leadership pipeline, go to: http://my.summary.com
GE?s Talent Domino Effect
In the mid-1990s, when it had become clear that
GE was the world?s best producer of leadership talent,
its division presidents were all retention risks, targeted
by top headhunters to take their experience and
expertise to other companies. GE?s people process
provided a forum for how to retain these valuable
people by both garnering data and providing financial
rewards, such as stock grants that could not be
cashed until retirement.
When a key person does leave, however, the
process almost always provides a needed replacement
within 24 hours. For example, when Larry
Johnson, the president of GE?s appliance division,
announced in spring 2001 that he was leaving to
become CEO of another company, GE named his successor
on the same day. The organization was also
able to announce ? on that same day ? who would
fill all the positions created by the domino effect of
related promotions.
The People Process: Linking Strategy
And Operations
(continued from page 5)
Profitably? What are the obstacles to growth? Does
your business need to develop new products or does it
need to take existing ones into new channels and to new
customers? Does it need to acquire other businesses to
meet key customer needs?
Finding your best growth opportunities is key to
building on successes and staving off failure.
4. Who Is the Competition? Sometimes businesses
miss the emergence of new competitors who have more
attractive value propositions for their customers.
Most often, companies underestimate the responses of
competitors, or are so consumed by dealing with one set
of competitors, they fail to see new competition come
on the scene. Sometimes, however, they have the opposite
problem ? they overestimate the competition
because they haven?t asked the right questions, and they
miss valuable opportunities to gain advantage.
5. Can the Business Execute the Strategy? An astonishing
number of strategies fail because leaders do not
make a realistic assessment of whether their organization
can execute the plan. That won?t be a problem if you?re
intimately involved in your business? three core processes.
You should also be listening to your customers and
suppliers, and encouraging your leaders to do the same.
6. Are the Short Term and Long Term Balanced?
Strategy planning needs to be conducted in real time,
connected to shifts in the competitive environment and
the business? own changing strengths and weaknesses,
which means you must define your company?s mission
in the short to medium term, as well as the long term.
By breaking down the plan in this manner, you bring
reality to the plan and give your business an anchor for
continued growth.
7. What Are the Critical Issues Facing the
Business? Every business has a half dozen or so critical
issues ? the ones that can hurt it badly or prevent it
from capitalizing on new opportunities or reaching its
objectives.
8. How Will the Business Make Money on a
Sustainable Basis? Every strategy must lay out clearly
the specifics of the anatomy of a business ? how it will
make money now and in the future. This means understanding
several key pieces of information ? the drivers
of cash, margin, velocity, revenue growth, market share,
and competitive advantage. What pricing model will you
follow, and are customers willing to pay a premium for
your goods? How much cash do you require for working
capital? What will your competitors? reactions be? ?
The Operations Process:
Making the Link with Strategy
and People
The strategy process defines where a business wants
to go, and the people process defines who will get it
there. The operating plan provides the path for those
people, breaking long-term output into short-term targets.
An operating plan includes the programs (product
launches, marketing plan, sales plan, etc.) that your
business will complete within one year to reach the
desired levels of such objectives as earnings, sales, mar-
Execution? SUMMARY
Soundview Executive Book Summaries? 7
(continued on page 8)
The Strategy Process: Making the Link with
People and Operations
(continued from page 6)
Dell Addresses
The Future of the PC
In 2001, Dell Computer was beginning to face its
critical issue ? the dim long-term outlook for PCs. No
matter how much market share Dell stood to gain, the
market itself had no foreseeable heady growth. Initially,
the company formed an alliance with EMC to market
EMC?s storage equipment. An even stronger option
was to expand into the adjacent segment ? servers ?
where the growth potential dwarfs that of PCs.
But the question remains ? can Dell?s low-margin,
high-velocity model, which works so well for PCs, be
effective with more technologically sophisticated
servers? The jury, at this time, is still out.
Cross Pens and
Market Segmentation
One way to effectively find your best growth opportunities
is by mapping your market segments. To
illustrate, consider A.T. Cross? segmentation of the
luxury pen market. A simple map of Cross? market
segments identifies three different consumers:
? The individual who wants to buy such a pen for
him- or herself
? The person who buys a pen as a gift for another
individual
? The corporation that buys thousands of pens,
with its logo on them, for use as institutional gifts
For each market segment, the product is essentially
the same, but demand is different, as is the strategy.
Each requires Cross to deal with different competitors,
channels, economics and pricing.
For Ram Charan?s comments on overestimating the competition,
go to: http://my.summary.com
gins, and cash flow. The assumptions on which the
operating plan is based are linked to reality and are
debated among the finance people and the line leaders
who must execute. Indeed, while the leader must be
intimately familiar with each of the processes involved
in executing the strategy, he or she is not the only one
who must be present and involved in operations planning;
all of the people accountable for executing the
plan must help construct it.
The starting point in creating an operating budget is a
robust dialogue among all the relevant business leaders,
who sit down together to understand the whole corporate
picture, including all of the relationships among its
parts. All leaders and their direct reports have been
given the initial cut of the budget, as well as the
assumptions for the external environment, competitor
analyses, and targets for the year.
The plan is then built roughly as follows:
? Those present focus on the roughly 20 budget lines
that typically account for 80 percent of the impact on
business outcomes, such as product mix, operating margins,
manufacturing costs, and so forth. Each function
represented presents its action plans for meeting the
proposed budget.
? With each presentation, the leader questions the
assumptions to test their validity and asks how each
action plan will affect the other businesses.
? After every function has its say, the group breaks up
into subteams. Each subteam discusses alternatives and
the effects other plans will have on their operation.
? The groups reconvene and load all their information
into a common spreadsheet program. They can then see
a picture of the budget, what makes sense, and what
doesn?t, as well as how each component synchronizes
with all the others.
? The group repeats the process again, to reshape and
refine information and alternatives, until the basic budget
and operating plans are complete. Typically, it
requires four such cycles to come up with a winner.
As you go through the process above, keep in mind
two important issues:
? Synchronization. All the moving parts of the
organization must have a common understanding of the
external environment and other crucial factors ? in
other words, the left hand must know what the right
hand is doing. Synchronizing includes matching the
goals of the interdependent parts and linking their priorities
with other parts of the organization. That way,
when conditions change, synchronization realigns the
multiple priorities and reallocates resources.
? Assumptions. An operating plan addresses the critical
issues in execution by building the budget on realities.
How well your business leaders understand these
realities is a key factor in the success of your plan.
Debate on underlying assumptions is one of the most
critical parts of any operating review ? you cannot set
realistic goals until you have debated the assumptions
behind them.
Once you?ve built an operating plan, you must then
monitor its outcomes over the course of the year. One
outcome of the operations process is identifying targets
that clearly and specifically reflect not only what a business
wants to achieve, but what it is likely to achieve ?
because they are based on the most realistic assumptions
and on the hows of achieving them.
In addition to establishing clear targets, you can learn
a lot from building an operating plan. When you participate
in such a review, you debate the very guts of your
business. All involved parties get to see the company,
both as a whole and as a collection of independently
moving parts. They also learn how to allocate and reassign
resources when the environment changes. ?
8
Execution? SUMMARY
The Operations Process: Making the Link
with Strategy and People
(continued from page 7)
Soundview Executive Book Summaries?
GM?s Synchronized Response
To September 11
The events of September 11, 2001, created real
concern in Detroit that demand for vehicles would
significantly decrease. In response, Ron Zarella,
General Motors? vice president for North America,
conceived of zero percent financing, and implementing
it put demand into high gear. His timing was perfect
? in November, the Federal Reserve reduced
interest rates to a 40-year low of 1.75 percent.
Consumers were able to refinance and gain cash for
down payments, which sent demand skyrocketing.
The move required an operating plan to reprogram
and reallocate resources to synchronize GM?s various
moving parts, helping the company determine what
kinds of vehicles to build, in which plants, and where
to send them, how much advertising money the company
should spend, where they should spend it, and
on which products. Synchronizing production and
advertising was crucial ? with margins cut by the
zero percent financing, an imbalance between production
and advertising would both lose sales and raise
costs.
As it turned out, the program opened up a big
opportunity for GM. Though other automakers joined
the financing bandwagon, GM?s swift execution and
pinpoint synchronization gave the company an immediate
boost in market share.

Provide the best answer for the following two questions:

DQ#1: Based on the assigned scenario or simulation, answer the following questions: What are the reasonable alternatives to consider? What are the pros and cons of each considering the assessment against goals and the risk assessment? What is the best solution considering the facts and your intuition?

DQ#2: What are several barriers that would prevent the communication of a strategy down through the various levels of an organization? What are some ways to prevent or overcome these barriers? How can an implementation roadmap aid in the realization of a strategy? What are some ways to facilitate stakeholder buy-in for a strategy?



SCENARIO: Harrison-Keyes, Inc.

COMPANY OVERVIEW

A global publisher of print products, Harrison-Keyes specializes in scientific, technical and business books and journals, professional and consumer books, textbooks and other educational materials for all levels of study. The company holds about 22,700 active titles and publishes about 2000 new titles each year.

Over a century old, Harrison-Keyes was founded in 1899 and made its early money publishing the works of literary giants. Throughout the years, the companys focus shifted to meet demand and by the mid-1950s, it was regarded as a leading publisher of business, scientific and technical information.

In recent years, Harrison-Keyes has suffered the woes plaguing the entire industry. As competition from low-cost retailers eats into profits, publishing companies are finding success -- or even survival -- a challenge. In an effort to revitalize the company, the Harrison-Keyes Board of Directors recently hired a new CEO.

THE PLAYERS

Meg P. McGill, CEO: This newly hired CEO hails from the high-tech industry and is a strong proponent of all things digital. Megs plan to update Harrison-Keyess strategy for the new millennium hinges on e-book publishing.

Robert Smith, CFO: A talented CPA whose been with the company for ten years, Robert is focused on the companys bottom line. Hes a bit uncomfortable with the financial projections for the e-books strategic initiative.

Jan Peters, Senior Vice President, Business Development and Head of the Implementation Team: Jan has been with the company for two years and is eager to be promoted.

Will X. Harper: A well-established and well-known author on the A list, Will has reservations about e-books and is leading what has become known as the authors opposition group.

Dharma Joyce, Executive Vice President, Global Strategy: Before joining Harrison-Keyes five years ago, Dharma worked for a major consulting firm. She is in charge of seeking and developing global expansion opportunities for the company.

Mark Simmons, Executive Vice President: For 15 years, Mark has been responsible for all legal operations. He is also particularly involved in digital rights management.

Marsha Goldfarb, Senior Vice President, Marketing: Marsha is a talented, creative marketer who has been with the company for five years.

Mack Evans, CIO: Though hes been with the company 10 years, Mack has no formal education in technology and now, it appears that the skill set he does have is slightly outdated.

Pete Ross, Production Manager: Pete has been at Harrison-Keyes just two years, but hes been in publishing for more than 25. Creative and cooperative, he has little tolerance for dealing with people from overseas.





MARCH 24, 2004
E-MAIL
FROM: Meg P. McGill
TO: Robert Smith; Mark Simmons; Marsha Goldfarb; Mack Evans; Dharma Joyce; Jan Peters
CC: File
RE: e-publishing strategy

Ive just returned from the monthly Board meeting, where we spent quite a bit of time reviewing market conditions. Im pleased to say that the Board is still extremely supportive of our e-publishing initiative, but they would like me to reiterate how critical it is that we know our market. Although theyve fully bought into the e-publishing paradigm, theyre still not convinced that the general public is as enthusiastic as we are about this new way of reading.

You all know that as an industry, publishing is stagnating. Independent booksellers are being edged out by superstores, our distribution channels are consolidating, and the mega-discounters are cutting our profits down to the bone. We are also being hurt by industry-wide generous return policies, which promise no-questions-asked, no-penalty returns from bookstores.

The Board and I consider e-publishing to be our salvation. After more than a century in this business, this company has become set in its ways and sometimes wary of venturing out of its comfort zone and into the new age. Our rivals have not been so slow to adopt e-publishing, so its imperative that we do this well to remain both successful and competitive. Lets show the Board they have nothing to fear, and bring those customers aboard!

Good work all!
mpm


E-MAIL
FROM: Meg P. McGill
TP: Marsha Goldfarb
CC: File
RE: Board question

Marsha,

Hopefully, youve already read my prior email. Can you work up some numbers that I can share with the Board that shows industry-wide growth rates of e-book sales?

Thanks.
mpm

E-MAIL
FROM: Marsha Goldfarb
TO: Meg P. McGill
CC: File
RE: Re: Board question

Hi Meg,

Between April and May, worldwide sales of e-books rose by five percent, while revenue from sales grew by 23 percent compared with the same time last year, according to the Open e-Book Forum. The figures were even better for the first quarter of this year, leaping by 46 percent.

Compared to printed books, these numbers are minuscule, but if this growth continues, sales will be huge before long! The Strategic Plan presentation contains some of our projections, and theyre quite conservative. If you havent shown these to the Board yet, maybe nows the time. Were projecting that in our first year, we should earn 32 million from e-books scaling up to 102 million in three years, which puts e-books at five percent of our total revenue in a short period of time.
I dont think youre going to have a problem with the Board once you present these figures.


MARCH 25, 2004
DELIVERED VIA MESSENGER


Will X. Harper
880 Fifth Avenue
New York, NY 10021

Meg P. McGill
Harrison-Keyes, Inc.
650 Madison Ave
New York, NY 10022

Dear Meg,

It is with great dismay and disappointment that I write this letter. I have been a Harrison-Keyes author for more than three decades. Together, weve published five best-sellers and a Pulitzer winner. Ive always found your company to be fair and just when it comes to royalties and advances -- until now.

I am utterly disturbed by your insistence that my latest two books be converted to digital media, and Im not the only author on your roster who feels this way. These so-called e-books are an open invitation for pirates to easily and illegally make thousands of copies of my works, possibly costing me hundreds of thousands in royalties.

Ive had my lawyer go over my contract and hes concluded that the wording on this subject is vague at best and, therefore, debatable in a court of law. This might indeed be the avenue I, and others, pursue if Harrison-Keyes continues down this path without consideration for our concerns.

I look forward to hearing from you,
WX

E-MAIL
FROM: Pete Ross
TO: Jan Peters
CD: File
RE: Big Problem

Jan,

Im really having a tough time working with Asia Digital Publishing, that Indian company you selected to format the e-books. Theyre never around when I call them; theyre always away from their desks - or on vacation ;-(. They also seem to be having trouble understanding what I mean by the word deadline. Ive given them a lengthy schedule, including interim target dates, for a batch of e-books that need to get out by April. So far, theyve missed each and every target, and Ive got no hope that were going to meet our ultimate deadline. Ive had to redouble our efforts back here at the main office to take up the slack, so Im going to need you to authorize an additinal expenditure. Okay?

EXCERPT FROM PHONE CALL BETWEEN JAN PETERS AND PETE ROSS

Pete: Pete Ross here.

Jan: Hey, Pete. I just read your email. Tell me more.

Pete: Im just so ticked because I cant seem to get Venkat on the phone. Every time I call, hes either on vacation or has just left for the day. Geez, I wish I had his hours.

Jan: Yeah, Ive also had some problems reaching him. Have you tried to reach Radhika? Shes usually around.

Pete: Tried but no luck; shes never there either. The difference in time zones is killing me!

Jan: So, whats the impact?

Pete: Well, like I said in my e-mail, theyve already missed some interim target deadlines and Im guessing that theyre never going to make deadline for April. Thats why I want you to authorize the extra expenses for me to do the work back here.

Jan: That might work this time but I cant do that every time this happens; we just dont have the budget for it. Do you think you can work with Venkat and Radhika to get this problem fixed?

Pete: Only if you make the phone call and they actually pick up! Id rather find a new arrangement all together; this just isnt going to work, and were setting ourselves up for failure by continuing it.


MARCH 26, 2004
E-MAIL
FROM: Meg P. McGill
TO: Jan Peters, Mark Simmons
CC: File
RE: Author problems

I just received a letter from Will X. Harper and hes hopping mad. I wasnt aware that there were any author problems with our e-publishing initiative. How did this get so far out of hand? My assistants on her way with copies of the letter for you. Please come up with some ideas on what we can do to get these authors on our side. This is critical.

mpm


E-MAIL
FROM: Mark Simmons
TO: Meg P. McGill
CC: Jan Peters
RE: Author problems

Hi Meg,

I just read Harpers letter. We did change the wording of our author agreements more than a year ago, and the new wording permits us to digitize as well as print produce all new works. But we havent yet gone back and drafted any agreements that allow us to digitize our back list without risking serious legal ramifications. Harpers recent works are covered by our new agreement and legally, were entitled to digitize these, despite what his lawyer says. But having the right doesnt necessarily mean were out of the woods as long as an author as well-known as Harper has this many reservations.

Copyright holders have always objected to new techniques. Remember when VCRs came out? Hollywood was sure that profits would suffer but instead they skyrocketed through sales and rentals of videos, and now DVDs.

The answer might lie in Digital Rights Management (DRM), which is automated methods for controlling rights to digitized works. Unfortunately, right now, the laws are still being written and theyre surrounded by controversy. Still, DRM might worth looking into -- if the implementation team isnt already doing so.

Im wondering are there any other technologies out there that can be used to allay Harpers fears?


MARCH 29, 2004

!HIGH PRIORITY E-MAIL
FROM: Mack Evans
TO: Meg P. McGill
CC: Robert Smith; Mark Simmons; Marsha Goldfarb; Dharma Joyce; Jan Peters
RE: Technology programs

Team,

I have spent the entire weekend in the computer room, and I hate to inform you that weve got more than a few problems implementing the new software that permits us to sell books directly from our Web site. Im not even sure that our hardware has the capacity to handle the loads that the e-commerce software requires.

I take full blame for this. My staff did not create a project plan that fully factored in prototyping. I am fully aware of the target dates in the implementation schedule and plan on allocating all available resources to this problem.

Meg, Im going to have to pull some people off other high priority projects, but Im hoping that I can get this resolved by the end of this week. If not, were not going to be able to sell our books on-line ourselves and will have to rely on established on-line booksellers such as Amazon. Robert, how much would a one-month delay affect our projected profits?

Mack


MARCH 30, 2004
ARTICLE IN CRAINS BUSINESS MAGAZINE

WILL X. HARPER IN HARRISON-KEYES DISPUTE

NEW YORK -- After more than 30 years with the venerable Harrison-Keyes Publishing, Pulitzer Prize winner Will X. Harper has been making the rounds of New York publishers. Harpers apparent move to jump ship has no doubt been prompted by stalled discussions with new H-K CEO Meg P. McGill over Harpers copyright protection under McGills highly-touted e-publishing platform.

The Harrison-Keyes e-publishing program hasnt been without other problems. Sources inside the company say that problems with foreign vendors, technology and implementation are plaguing the launch of McGills strategic initiative. The word on Wall Street: Dont buy H-K stock just yet...



MARCH 31, 2004
LEADERSHIP TEAM MEETING

Meg: Im sure you all know the reason for this meeting: This Crains article has the potential to completely damage both our plans and our reputation. I was on the phone with various Board members for hours yesterday theyre getting very anxious. I wanted to meet today to first identify all of our problems and then try to find some resolutions.

Jan: There are quite a few problems, Meg, but one of the major ones is production related. As you know, our implementation plan called for some overseas outsourcing to cut some costs. Were using a company called Asia Digital Publishing to do the technical formatting for the e-books, which means laying them out in terms of font, style and graphics, as we would for print books, but also adding whats needed for digital books. In our case, were producing books in the standard e-book format using Adobe PDF files. Thats the most common format for e-books, but were also incorporating some others. Microsoft Reader permits readers to hear an audio version of the book. e-Books with multimedia include animation, audio and video, and finally, theres a really high-tech, interactive version of the e-book that uses VRML in essence, virtual reality. Anyway, the bottom line is that this Asian supplier is just not working out or at least it appears that way so far.

Dharma: Thats a bit strange since my group hand-picked Asia Digital. They came highly recommended. Its not unusual to have these problems in start-up efforts like ours, but theyre often difficult to resolve.

Mark: That almost seems like a small problem compared to the reluctance of our authors to move in this direction. Harper seems to be willing to jump ship over this, and I think we need to treat him with kid gloves. I called him the other day and he seemed happy to talk to me. We chatted for a while about pirates and so on, apparently the topic on his current lecture circuit. Anyway, he mentioned something I found interesting. He said at each of his lectures, hes taken it upon himself to ask a question about the adoption of e-books technologies and that hes been getting very few hands raised. Doesnt that appear to run counter to our market research?

Meg: The Board had that opinion as well, but our research did counter it. This is another problem were going to have to deal with.

Mack: I do remember seeing the market research studies so Im really hoping that this fear is groundless. At any rate, Ive got a big problem, too. The e-commerce software that we had planned on using to sell the e-books directly from our Web site is still not functioning properly. Weve been working 24/7 on it and were making headway but were not there yet. My gut feeling is that were going to have to delay the launch of our sales Web site, at least for a short while.

Robert: This is a whole bunch of bad news. I didnt have a good feeling about this from the very beginning and now it looks like its exploding into a big financial mess. How much are all of these false starts going to cost me?

Mack: Im assessing the costs now. Were probably going to need to upgrade the hardware thats runing the e-commerce server. I also think that we might need to purchase an additional e-commerce module from the vendor, one that calculates foreign shipping costs. Obviously, Im going to need human resource funding to pay for all this tweaking. Bottom line is that well need around $250 thousand for the hardware and $75 thousand for the software upgrades.

Robert: (grumbles loudly) I really dont know why you didnt estimate this properly in your project plan, Mack. Thats your job.

Mack: Back off, Bob. Weve all known your negative opinion since the beginning, and it really hasnt helped matters much. You can never anticipate every cost going into a project and you know its impossible to cost properly without knowing all the parameters.

Meg: All right, all right; lets not argue. Its not going to help. We know we have problems; we really need to focus on solutions.

Mark: I still say that even if the outsourcing might not have been a good idea and we have a few technology wrinkles, all of these issues are moot if we cant get our authors on our side. Mack, have you given any thought to technological solutions to preventing piracy?

Mack: Ive asked one of my staff members to look into it.

Marsha: That Crains article was a big blow to our credibility. I also heard that Publishers Weekly is going to publish an article on our problems. By the way, does anyone know who the person is who is giving out all of this insider information? If these leaks arent stopped, were going to be in an even bigger mess. Meg, I do hope you realize what Harpers defection would mean to Harrison-Keyes.

Meg: The list of problems just keeps getting bigger and bigger. Marsha, youre our business development expert so Id like you to take charge. Im going to give you a month to come up with solutions to all of these problems.

Outline

Introduction
Give an overview of the case study.
Main Body
As Paolo DeCesare, what factors do you need to consider before deciding what to recommend in your SK-II presentation to the global leadership team. What kind of analysis will you need to do in preparing for that meeting?How transferable is this model?What are the barriers to this transfer, and what are the facilitators?
Does SK-II have the potential to become a global brand within Procter & Gambles worldwide operations? Why or why not?
Which of the three market options should Paolo DeCesare recommend to the GLT? What benefits do you expect to gain? What risks do you see?
Conclusion

How should he implement your recommended option? What are the implications for P&Gs new post-o2005 organization? What support and/or resistance do you expect? How will you manage it?

Title:
World Class Manufacturing
~ Seven Key Elements for Successful Implementation ~

Topic: Personal experiences, training and review of literature have focused the direction of this study to a ?Descriptive Survey Method?. From 1993 through present, a process has been documented that allowed the researcher to build a strategic process of continuous improvement focusing on leadership, team member empowerment, product flow and inventory reduction. It?s a series of management disciplines that change the way a company develops and manufactures products, and how every single process is conducted.
It could be considered the ?Process Revolution?, through aggressive implementation.

The seven key elements needed to implement a World Class Manufacturing Strategy: Leadership, Empowerment, Product Cell Layout, Material Requirement Planning, Just in Time, Total Quality Management and Standardization must be implemented in the order listed for a successful plan. This process was developed and refined over 5 to 7 by a Management team at Pratt & Whitney, initially lead by Edward W. Northern. This study concludes with a visual presentation that has been used extensively at several businesses throughout Pratt & Whitney, Precision Components International, Inc. and RubiChem, Inc. to name a few.

I will supply the sources needed, but you''ll have to get the information from these sources.

I have a 40+ page Powerpoint presentation that will accompany my dissertation that can be used as a reference for writing the disertation.

Margins are 1 1/2" with 12 font Arial style and double spacing.
There are faxes for this order.

REQUEST WRITER: RESEARCHPRO

Case Assignment
This case examines the roles, perspectives and strategies for staffing unit leadership talent in an organization that is examining an international expansion. It also examines cross-cultural preparation and experience of managers in the firm.

Note: This is a fictitious case. Any resemblance to any actual organization or individual is purely coincidental.

CALIDAD COCHES: MOVING AHEAD

As the chair of the board for Calidad Coches brought the gavel down, Adelia Adolfo was struck by the excitement of the decision just made. As she looked about the table to the rest of her executive team, who were all looking toward her with smiles beaming, she knew it was a moment to celebrate their hard work, a major company milestone and her first major achievement as President and CEO for Calidad Coches. They would have that well-earned celebration.

However, the enormity of the task was not lost on President Adolfo. Making the decision to take the company international would be easy compared to the task of being successful in that endeavor. While she was familiar with international operations from her previous experience as VP of operations for a regional hotel chain, she knew her team was not. She could rely on the 30-year history of her company in the car rental business but would need to augment this industry experience with international expertise to inform a cross-border expansion of company operations.

And she would need to move fast! The board had just approved her recommendation to acquire Belizean Auto Rentals in a timely leveraged buy-out. Getting up to speed with operations and generating positive cash flow would be critical to maintaining the company's financial stability. President Adolfo knew that not all members of the board welcomed being put in this vulnerable position.

Company Background

Calidad Coches, Inc. (Quality Cars) operates 14 car rental sites throughout the Yucatan Peninsula of Mexico. Juan Carlos Mendez, a local political leader and businessman, started the company in 1981 and sold it in 1996 to an investment group. Holdings included an inventory of 58 vehicles, company operations and valuable rental sites located in tourist centers. The growth of his entrepreneurial venture coincided with a coordinated move by the federal government of Mexico and regional governments within the Yucatan to establish a tourist destination. Infrastructure was developed to draw tourists toward the pristine beaches of the Gulf of Mexico as well as the nearby historical ruins of Mayan civilization - a match perfect for a car rental business where road travel between sites is required.

Since the sale, Calidad has expanded along with tourism throughout the region under the leadership of two different CEOs. Until 2005, Mendez's successor was aggressive with expansion, sometimes at the detriment of company financial stability, establishing a corporate headquarters, adding five sites (some owned and some rented property), creating a call center nurturing repeat business and growing the fleet to 180 vehicles. However, he had difficult relations with the board due to poor cash flow planning. The next CEO halted expansion and restored fiscal stability during his short tenure, regaining trust of the board but losing faith with his staff before having to step aside. A fiscally driven hard-nose, he did not recognize human capital value or the subsequent impact that lack of appreciation would have on customer relations and sales.

Calidad's current CEO, Adelia Adolfo, was brought onboard in 2007 to move the company to its next level of operation. She formerly served as a vice president of operations for a mid-size hotel chain operating in Mexico and is quite familiar with the tourism industry generally. Since joining Calidad, she has successfully added another four rental sites to the 10 she inherited and increased Calidad's brand recognition and profit margin through a strategy-driven, team-based corporate culture focused on quality customer service. Adolfo enjoys the support of her executive team and was featured on the June 2010 cover of the Yucatan's leading tourism industry publication, Yucatan Today. She spent much of her article interview lauding the accomplishments of her leadership team with statements like, "No one of us can create the success that together we generate every day. That's the secret of Calidad, a unified focus on quality customer service - while cars are what we rent, our customers return because of experiences with our people." Calidad enjoys a high rate of repeat rentals and referrals now, key benchmarks in the industry.

Last month Adolfo announced her decision to take the company international with the purchase of a car rental agency operating in the neighboring country of Belize. Belize, like the Yucatan, is rich with great beach recreation and Mayan history but currently lacks the recognition enjoyed by the Yucatan from U.S. travelers, a primary market. Belizean Auto Rentals (BAR) operates seven properties with a similar market focus and placement as Calidad. It seemed a well matched acquisition for Calidad and may position the company for entry into the steadily growing Belizean travel market.

Adolfo's announcement of the BAR acquisition foreshadowed her long-term vision. When making the announcement of the acquisition she was clear on her intent for Calidad to become a regional player in the car rental business. "Expanding our service area is not only a strategic move for Calidad, it is what our clients demand," Adolfo stated, "and with more service territory we can offer our clients the exceptional service they've come to expect, a frequent user program to retain their business and a market position to increase our bargain power with respect to growing our fleet." While Adolfo did not specify future acquisition or expansion targets, she has directed her leadership team to include in the strategic planning process, now underway as a result of the action taken by the board, a review of the potential for growth in the Central American and Caribbean regions.

The Situation

Following the board meeting, you have been contracted by Adolfo's office to provide tactical direction and support for this initial international move for blending the cultures and company practices of the acquired Belizean company. Adolfo knows that success for the long-range vision for the company is contingent on success with this initial venture. A lot is at stake! Moreover, investors are watching this move closely since they are concerned with maintenance of Calidad's brand value and financial stability. Adolfo also understands that an international expansion is not simply replicating current operations in a new country; international expansion involves careful planning and appropriate investment, but she is not quite clear on how to balance the demands of a differing national and cultural setting with the preservation of organizational values and practices. Fortunately, this is the expertise of your firm!

First Task

Calidad's expansion into Belize has excited the site management team, especially with the recognition that Adolfo has built considerable good will and trust through promotional opportunities and careful succession planning. Site managers oversee operations at various Calidad locations where customers pick-up and return vehicles. Because of advancement opportunities, a majority of the site managers indicate a desire to play a role in the international expansion, but all confess to knowing little about the diverse cultures and languages of Belize. Adolfo has a short turn-around period of four weeks for the management staffing, rebranding and operational retooling of the former BAR sites before the tourist season kicks into high gear. Further, it is critical that a positive cash flow is generated quickly to offset the debt service on the newly acquired fleet. She wants Calidad to be ready with a management presence in Belize soon!

Based on what you know at this point, you are being asked to recommend a strategy for filling the Belize site management positions with internal employees now working in Mexico (parent country nationals). As company loyalty at BAR was not high and the impending sale of the company was leaked well in advance, over 75% of the staff and five site managers left for employment elsewhere. The remaining two managers desired to leave but were simply unable to secure employment before the change.

Given the need to act quickly to fill the seven positions, the recruitment and selection of candidates has been outsourced by Calidad to your firm.

You are asked to prepare a recruitment advertisement for the site manager position that echoes the company ethos and reflects the main and location specific tasks, duties and responsibilities (TDRs) as well as the knowledge skills and abilities (KSAs) for the job. Your advertisement should be constructed so that it can be sent to current managers at the varying sites through email distribution, and then,

Assume your advertisement was effective and generated 10 current site managers at Calidad submitting letters of interest for the 7 vacancies. [The two current Belize managers are among the 10 applicants submitting interest.] The Calidad management team knows the five candidates from Mexico quite well but it is important to Adolfo that the process be viewed as fair and objective so that rejected candidates maintain a commitment to the company. You are to design a selection process through which all ten candidates are to be considered for placement at the Belizean sites. While Calidad has no constraints on selection costs other than they be reasonable, time remains a key issue so the selection time frame is kept to a minimum when bringing managers in from varying sites.

Using what you know about Calidad and the role of the site manager position, design a selection process for Calidad to use in the effort to fill the ten site manager vacancies in Belize. President Adolfo reminds you that people have always been the key to her organization, for which linking of the human capital contributions to firm success is very much a part of the organizational culture she cultivates. On this she makes clear there can be no mistake; she expects excellence from you.

Bring in at least 5 library sources to help strengthen and support your discussion.


Assignment Expectations

Your paper should demonstrate critical thinking and analysis of the relevant issues and HRM actions, drawing upon all of the required background readings and relevant sources from your prior courses and your own TUI library search. Use website information sparingly (reputable websites only).

Prepare a paper that is professionally presented (including a cover page, a "List of References," and a strong introduction and conclusion).

Proofread your paper carefully for grammar, spelling and word-usage errors.

Address all aspects of the assignment as stated.

Provide private-sector employer examples of HRM programs, systems, processes and/or procedures as you address the above assignment requirements. Provide names of the employers. Use different employer examples in your case paper than those used in your SLP paper.

Limit your web search and focus instead on your library search. Bring in information from the background readings as well to help add depth and validity to your discussion.

Give authors credit for their work. Cite sources of borrowed information in the body of your paper as footnotes, numbered end notes or APA style of referencing.

This case examines the roles, perspectives and strategies for staffing unit leadership talent in an organization that is examining an international expansion. It also examines cross-cultural preparation and experience of managers in the firm.


Note: This is a fictitious case. Any resemblance to any actual organization or individual is purely coincidental.



CALIDAD COCHES: MOVING AHEAD

As the chair of the board for Calidad Coches brought the gavel down, Adelia Adolfo was struck by the excitement of the decision just made. As she looked about the table to the rest of her executive team, who were all looking toward her with smiles beaming, she knew it was a moment to celebrate their hard work, a major company milestone and her first major achievement as President and CEO for Calidad Coches. They would have that well-earned celebration.

However, the enormity of the task was not lost on President Adolfo. Making the decision to take the company international would be easy compared to the task of being successful in that endeavor. While she was familiar with international operations from her previous experience as VP of operations for a regional hotel chain, she knew her team was not. She could rely on the 30-year history of her company in the car rental business but would need to augment this industry experience with international expertise to inform a cross-border expansion of company operations.

And she would need to move fast! The board had just approved her recommendation to acquire Belizean Auto Rentals in a timely leveraged buy-out. Getting up to speed with operations and generating positive cash flow would be critical to maintaining the company's financial stability. President Adolfo knew that not all members of the board welcomed being put in this vulnerable position.

Company Background:

Calidad Coches, Inc. (Quality Cars) operates 14 car rental sites throughout the Yucatan Peninsula of Mexico. Juan Carlos Mendez, a local political leader and businessman, started the company in 1981 and sold it in 1996 to an investment group. Holdings included an inventory of 58 vehicles, company operations and valuable rental sites located in tourist centers. The growth of his entrepreneurial venture coincided with a coordinated move by the federal government of Mexico and regional governments within the Yucatan to establish a tourist destination. Infrastructure was developed to draw tourists toward the pristine beaches of the Gulf of Mexico as well as the nearby historical ruins of Mayan civilization - a match perfect for a car rental business where road travel between sites is required.

Since the sale, Calidad has expanded along with tourism throughout the region under the leadership of two different CEOs. Until 2005, Mendez's successor was aggressive with expansion, sometimes at the detriment of company financial stability, establishing a corporate headquarters, adding five sites (some owned and some rented property), creating a call center nurturing repeat business and growing the fleet to 180 vehicles. However, he had difficult relations with the board due to poor cash flow planning. The next CEO halted expansion and restored fiscal stability during his short tenure, regaining trust of the board but losing faith with his staff before having to step aside. A fiscally driven hard-nose, he did not recognize human capital value or the subsequent impact that lack of appreciation would have on customer relations and sales.

Calidad's current CEO, Adelia Adolfo, was brought onboard in 2007 to move the company to its next level of operation. She formerly served as a vice president of operations for a mid-size hotel chain operating in Mexico and is quite familiar with the tourism industry generally. Since joining Calidad, she has successfully added another four rental sites to the 10 she inherited and increased Calidad's brand recognition and profit margin through a strategy-driven, team-based corporate culture focused on quality customer service. Adolfo enjoys the support of her executive team and was featured on the June 2010 cover of the Yucatan's leading tourism industry publication, Yucatan Today. She spent much of her article interview lauding the accomplishments of her leadership team with statements like, "No one of us can create the success that together we generate every day. That's the secret of Calidad, a unified focus on quality customer service - while cars are what we rent, our customers return because of experiences with our people." Calidad enjoys a high rate of repeat rentals and referrals now, key benchmarks in the industry.

Last month Adolfo announced her decision to take the company international with the purchase of a car rental agency operating in the neighboring country of Belize. Belize, like the Yucatan, is rich with great beach recreation and Mayan history but currently lacks the recognition enjoyed by the Yucatan from U.S. travelers, a primary market. Belizean Auto Rentals (BAR) operates seven properties with a similar market focus and placement as Calidad. It seemed a well matched acquisition for Calidad and may position the company for entry into the steadily growing Belizean travel market.

Adolfo's announcement of the BAR acquisition foreshadowed her long-term vision. When making the announcement of the acquisition she was clear on her intent for Calidad to become a regional player in the car rental business. "Expanding our service area is not only a strategic move for Calidad, it is what our clients demand," Adolfo stated, "and with more service territory we can offer our clients the exceptional service they've come to expect, a frequent user program to retain their business and a market position to increase our bargain power with respect to growing our fleet." While Adolfo did not specify future acquisition or expansion targets, she has directed her leadership team to include in the strategic planning process, now underway as a result of the action taken by the board, a review of the potential for growth in the Central American and Caribbean regions.

The Situation:

Following the board meeting, you have been contracted by Adolfo's office to provide tactical direction and support for this initial international move for blending the cultures and company practices of the acquired Belizean company. Adolfo knows that success for the long-range vision for the company is contingent on success with this initial venture. A lot is at stake! Moreover, investors are watching this move closely since they are concerned with maintenance of Calidad's brand value and financial stability. Adolfo also understands that an international expansion is not simply replicating current operations in a new country; international expansion involves careful planning and appropriate investment, but she is not quite clear on how to balance the demands of a differing national and cultural setting with the preservation of organizational values and practices. Fortunately, this is the expertise of your firm!

First Task:

Calidad's expansion into Belize has excited the site management team, especially with the recognition that Adolfo has built considerable good will and trust through promotional opportunities and careful succession planning. Site managers oversee operations at various Calidad locations where customers pick-up and return vehicles. Because of advancement opportunities, a majority of the site managers indicate a desire to play a role in the international expansion, but all confess to knowing little about the diverse cultures and languages of Belize. Adolfo has a short turn-around period of four weeks for the management staffing, rebranding and operational retooling of the former BAR sites before the tourist season kicks into high gear. Further, it is critical that a positive cash flow is generated quickly to offset the debt service on the newly acquired fleet. She wants Calidad to be ready with a management presence in Belize soon!

Based on what you know at this point, you are being asked to recommend a strategy for filling the Belize site management positions with internal employees now working in Mexico (parent country nationals). As company loyalty at BAR was not high and the impending sale of the company was leaked well in advance, over 75% of the staff and five site managers left for employment elsewhere. The remaining two managers desired to leave but were simply unable to secure employment before the change.

Given the need to act quickly to fill the seven positions, the recruitment and selection of candidates has been outsourced by Calidad to your firm.

1. You are asked to prepare a recruitment advertisement for the site manager position that echoes the company ethos and reflects the main and location specific tasks, duties and responsibilities (TDRs) as well as the knowledge skills and abilities (KSAs) for the job. Your advertisement should be constructed so that it can be sent to current managers at the varying sites through email distribution, and then,

2. Assume your advertisement was effective and generated 10 current site managers at Calidad submitting letters of interest for the 7 vacancies. [The two current Belize managers are among the 10 applicants submitting interest.] The Calidad management team knows the five candidates from Mexico quite well but it is important to Adolfo that the process be viewed as fair and objective so that rejected candidates maintain a commitment to the company. You are to design a selection process through which all ten candidates are to be considered for placement at the Belizean sites. While Calidad has no constraints on selection costs other than they be reasonable, time remains a key issue so the selection time frame is kept to a minimum when bringing managers in from varying sites.

Using what you know about Calidad and the role of the site manager position, design a selection process for Calidad to use in the effort to fill the ten site manager vacancies in Belize.



President Adolfo reminds you that people have always been the key to her organization, for which linking of the human capital contributions to firm success is very much a part of the organizational culture she cultivates. On this she makes clear there can be no mistake; she expects excellence from you.


Assignment Expectations
Your paper will be evaluated on the following seven (7) points:

Precision - Does the paper address the question(s) or task(s)?
Breadth - Is the full breadth of the subject, i.e., all the keys to the assignment, addressed?
Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references?
Critical thinking ? Are the concepts of this module applied accurately, logically, and relevantly?
Organization - Is the paper organized in a coherent and systematic manner? Are headings included in this paper?
Clarity - Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations?
Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation?
Tips and Suggestions

References

Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management, Research and Practice in Human Resource Management, 12(2), 1-30, retrieved November 19, 2012, from http://rphrm.curtin.edu.au/2004/issue2/expats.html

Coderre, J.. (2010, December). Borderless world presents challenges for North American HR leaders. Canadian HR Reporter, 23(22), 23-24. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2223187361).

International Resource Center (2012). Expatriates or third-country nationals (TCNs) working abroad, retrieved November 19, 2012, from http://irc.nacubo.org/Pages/ExpatriateEEsorTCN(s).aspx

Problems Faced by Expatriates, Chapter 12, retrieved November 19, 2012, from www.e-reza.com/MGMT 650/Chpt 12 notes.doc

Schramm, J.. (2011, June). Think globally. HRMagazine, 56(6), 156. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2361213201).

Scroggins, W.A. (2010). International human resource management: diversity, issues and challenges. Personnel Review, 39(4), 409-413. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2056744431).

Tobenkin, D.. (2011, May). Learn the landscape. HRMagazine, 56(5), 51-52,54. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2338154141).

Tyler, K.. (2011, May). Global ease. HRMagazine, 56(5), 41-42,44,46,48. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2338154131).

Woollard, S. (2010). Managing talent across a global workforce. Strategic HR Review, 9(5), 5-10. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2103110941).

Optional Materials

Adeleye, I.. (2011). Theorizing the diffusion of international human resource practices: Towards an integrated conceptual approach. International Journal of Business and Management, 6(12), 254-269. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2543147671).

Chitakornkijsil, P.. (2010). The internationalization of human resource management in the host nation context & strategic approaches of IHRM. International Journal of Organizational Innovation (Online), 3(2), 379-400. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2184119741).

Hays: Top ten global skills shortages. (1 February). JCN Newswire - Japan Corporate News Network. Retrieved November 19, 2012, from ABI/INFORM Global. (Document ID: 2575009531).

For this assignment, you will continue to apply adult development issues to the workplace. Imagine that you have recently accepted a position as an organizational consultant, and you are learning on the job. You have a team you work with to advise companies on various organizational issues.
In this case study, you will describe how you would see yourself working as a consultant for the leadership team at We Make Widgets, Inc. This is a company whose leaders are each struggling with their own issues involving work-life balance. Your role will be to discuss with these leaders how best to manage their individual situations, as well as to come up with some options for how they might be proactive for the long-term health of the company, so that there are options in place that employees can utilize in the future to manage work-life balance issues that may arise. It will help to think in terms of what is in the best interest of each leader as well as of the organization (at both the individual and system levels). Remember that you are learning on the job and you are working with a team. At the corporate office of We Make Widgets, Inc., there are three executives and a shared support person:

The Chief Executive Officer (CEO) is Maria Visionaria, whose leadership style is inspiring for her staff. However, because of her drive for success, she works six or seven long days a week and has not made time for a vacation in several years. At age 50 she realizes she must make some changes. The stress has begun to take a toll on her physical health as well as the health of her relationships. What questions do you have for her, and what options do you suggest to her?
The Chief Operating Officer (COO) is Mujibar Delhi, a practical family-oriented man whose wisdom and expertise have been relied on over the years. Despite his tendency to resist change, he has an excellent track record for managing company operations. At age 62, he is aware that others have noticed signs of fatigue and forgetfulness, and he fears that they will think it is more than stress. He is frustrated that his hearing loss may be impacting his communications. His wife recently retired and wants him to do the same because she feels that she needs his help to care for her mother (who has Alzheimers). Mujibar is struggling with what to do, since he feels that the fulfillment he finds in his work is essential to his well-being. What questions do you have for him, and what options do you suggest to him?
The Chief Financial Officer (CFO) is Wanda Sharp, a brilliant but self-centered accountant who sees herself as the one person responsible for the success of the company. In her second marriage at age 40, she and her husband are in the process of adopting a baby. She recently learned that her 15-year-old son is struggling with substance abuse issues; her main concern with this is How could he do this to me? What questions do you have for her, and what options do you suggest to her?
The reliable 30-year-old executive assistant for this team, Roger, has been with them for years. He is someone you can consult with, in order to learn more information about the company as well the executive team. What might be some helpful questions to ask him?
How receptive or resistant is each of these three executives to the options/suggestions you present to them? Are there any actions you would recommend to them that the organization might consider in terms of future planning?
Feel free to ask questions and do the best you canyou are new at this! As a guide, this paper should be approximately five-to-seven pages (plus separate pages for cover sheet, abstract, and references--per APA style). Remember, being concise is part of being an excellent organizational consultant because it shows that you are organized in what you are presenting.

Scenario: You have been hired as a consultant to assist the leadership team for a large public school. The school has failed the "no child left behind" requirements for the past 2 years. If it fails one more time, it is in danger of being privatized or taken over by state officials. The school's superintendent has determined that radical culture change is necessary in order to turn the school around. Some of the problems the school has identified in the following: Support staff (custodians, bus drivers, cafeteria workers, etc) are demorizalized after several years of pay cuts and layoffs to reduce costs; Teachers have threatened to strike if they are asked to accept enlarged class sizes or take on additional responsiblity; parents are uninvolved in school activities; all expect one of the schools in the district is under-performing academically. As an Organizational Development consultant, you have been asked to recommend an OD intervention to change attitudes and begin turning the culture into one that is focused on achievement and student learning. Chose 2 different OD intervention strategies like whole system change, future search, appreciative inquiry. Research the selected strategies and identify why each has the potential to be the most appropriate strategy in this situation. Then,decide on which of the 2 strategies you prefer, and continue the paper using this strategy. Proposal must include: what strategy you are recommending, who will be involved in the change effort, how would the project begin, what would the major changes activities involve, how long would the proposed intervention take to implement, when can the superintendent expect to see changes in the workforce.