ORGANIZATIONAL BEHAVIOR & LEADERSHIP

Leadership - The graduate can analyze leadership theories, methods and tools in given situations and select the appropriate behavior of the leader.

Objective: Recognize leadership qualities of level 5 leaders.
Objective: Identify the approach that a transactional leader would take to resolve a given situation.
Objective: Identify the approach that a transformational leader would take to resolve a given situation.

Introduction:
A corporation that was originally established as a commercial printing company has diversified to include an array of services including digital printing production, mailing services, and order fulfillment. The corporation prides itself on using creative methods and having a knowledgeable team with a strong desire to work together to satisfy customers needs. It has a tradition of excellence, and many people in the field credit the current CEO as a major contributor to the companys success.

Given:
Executive A is the chief executive officer (CEO) of the corporation. Colleagues describe the CEO as driven, fiercely ambitious, and entirely focused on the success of the company. When Executive A became CEO several years ago, the company was losing more than two million dollars a year, and its stock had plummeted to $23 a share. During Executive As tenure the stock has risen 128%, and the company posted a profit during the second quarter after Executive A became CEO. The media has hailed Executive A as the reason for the corporations success. Executive A shies away from the attention and often gives credit for the companys success to other leaders in the organization. Executive A is quick to accept responsibility for mistakes and poor results and takes pride in developing strong leaders within the company.

Executive A is planning to retire within the next two years. Leader B and Leader C are both considered in the running to take over as CEO.

Leader B has worked closely with Executive A and values Executive As ideas and long-term vision. Leader B establishes clear goals by clarifying role and task requirements and continually guiding subordinates in the direction of these goals. Leader B believes in a clear chain of command and in rewarding good performance and recognizing employee accomplishments. Leader B also believes that when a task is delegated to a subordinate, the subordinate is fully responsible for that task. Leader B considers the subordinate to be personally at fault when things go wrong with a delegated task and issues punishment for failures. Leader B also rewards subordinates for their successes.

Leader C also values the missions and goals established by Executive A. Leader C encourages followers to transcend their own self-interest for the good of the organization. Leader C believes that people can achieve great success when they are inspired and passionate about a vision. Leader C continually sets high expectations for subordinates, instills a sense of pride in the corporation in all employees, and takes pride in instituting a rational approach to problem-solving at the corporation. Leader C tries to remember employees birthdays and other special events and prefers that employees see their leader
as a coach or a mentor instead of their manager.


Task:
Write an essay (suggested length of 2??"4 pages) in which you do the following:
A. Identify the leadership style of each of the three leaders in the given scenario (Executive A, Leader B, and Leader C) as transactional, transformational, or level 5.
1. Justify your identification of Executive As leadership style using specific examples.
2. Justify your identification of Leader Bs leadership style using specific examples.
3. Justify your identification of Leader Cs leadership style using specific examples.
B. Identify how the leadership style of Leader B would affect the corporation if Leader B were appointed as CEO when Executive A retires.
C. Identify how the leadership style of Leader C would affect the corporation if Leader C were appointed as CEO when Executive A retires.
D. If you choose to use outside sources, include all in-text citations and references in APA format. Please include a works cited page.


Note: When using outside sources to support ideas and elements in a paper or project, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the paper or project.

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from outside sources, even if cited correctly

Dissertation prospectus Running Head: ISSERTATION PROSPECTUS 1
Disintegrating Relationship between organizational leaders and employees
Submitted by



Andre Alexandre Jr



Grand Canyon Univers ity
Phoenix, Arizona
Feb 05, 2014





Introduction
Organizational leadership behavior towards employees can significantly affect their perception of the workplace, and contribute to the organization high performance and most essentially create and maintain a proper organizational culture that lead to the success of the organization . The good health of the organization depends greatly on the relationship between leaders and employees. Lately, however, relationship between employees and organizational leaders are sinking with a speedy rate in workplaces .The reason for that escalation in the relationship is unclear. Organizational leadership tend to take employees for granted . They used them in time of organizational needs and ignore their potentiality and their commitment afterward,it seems also that organizational leaders sometimes ignore employees needs and do not thing that employees organizational commitment is important. When employees answer the organization?s call and are willing to cooperate in time of hard ship, leaders should recognize them for their efforts put together . According to (Podsakoff, 2006), satisfied employees generally are easier to perform contributions role that exceed other role. If employees are satisfied then propensity to commit becomes stronger because there is what is called reciprocity norm or psychological contract (Carol, 2007). Evidence suggests satisfied employee likely to speak positively about organization, helping co-workers, and making their performance beyond normal estimates, more than that the satisfied employees are more obedient to duty call (Robbins, 2006).
This study will contribute to existing knowledge in that most studies focus on rewards such as pay increase or higher position , but employees feeling and emotions, fairness, and justice should be taken into consideration in the process . Organizational leaders need employees to support the organizations in hard time, they should recognize them after economic stress is over . Employees are normally concerned about the fairness of outcomes rather than the fairness of procedures( Greenberg, 2005). Procedural justice, according to Greenberg (2005), is one of the forms of organizational justice. Greenberg defined organizational justice as a term used to describe the role of fairness in the work place. It is concerned with the ways in which employees determine if they have been treated fairly in their jobs as well as the ways in which those determinations can affect other work-related influences . A poor relationship between organizational leadership and employees create a controversial atmosphere within the place , and that could have a negative
DISSERTATION PROSPECTUS 3
effect on the organization objectives. At the beginning of the 21st century, employee?s animosity towards organizational leaders are speedily increasing. In time of hardship, leaders tend to convince employees to support the organizations by accepting to perform extra task in order for the organization to remain operative. When leaders expect employees cooperation during the organizations rainy days , they must acknowledge and show understanding after recovery, otherwise that will create unsatisfactory , which will affect the organization culture and performance. Lately, the relationship between organizational leaders and employees are disintegrating on a daily basis.
The research rationale is whether the relationship between employees and leaders is motivated by leaders lack of recognition of employees support and commitment to the organization, or whether organizations are at risk to pay the price of this poor relationship. This study is important to conduct because this interaction between leaders and employees treating to have significant effects on employee performance .
Background of the Study
Organizational leaders should create a positive leader-employee relationship and to promote interaction which would be essential quality that leaders can implement to motivate employees to improve the effectiveness of their performance . Therefore, theThis study?s focus will be on the employees and leaders relationship, and at the same time some questions or concerns will be examined eventually. Without any doubt, certain aspects of research and practice in organizations will be challenged.The relationship between employees and leaders is disintegrating daily and organizations continue to be at risk of suffering from the existing conflict. The internal culture of an organization is usually determined by leadership behavior and the perceptions of employees in the workplace. Leadership in an organization is usually a two-sided interaction between leaders and employees to achieve a common objective (Holloway, 2012, p.10 ). Therefore, this study will use a qualitative approach to examine a number of circumstances, and one of them is the growing intensity between employees and leaders. Engagement provides the basis for leaders to influence the behaviors of their employees while simultaneously influencing their perceptions (Albrecht, 2010, p. 27). .
DISSERTATION PROSPECTUS 4
The disintegrating relationship between employees and leaders is attributed to various factors including the failure to focus on employees? emotions at work, stressful events, and physical settings. Actually, many studies on employee-leader relationship have primarily focused on employees? production and rewards without examining the human side of these employees, which has a significant effect on the relationship. These studies have failed to address the consequences of leaders? behavior on employees? feelings and contributed to ineffective organizational leadership that continues to affect the personal life and behaviors of employees .
The second reason for disintegrating relationship between employees and leaders is the actions taken by organizational leadership during times of economic and financial hardships (Goswami, 2013, p.8). In most cases, organizations are forced to downsize personnel to reduce their payroll. As a result, the remaining workforce is required to collaborate with leaders in accepting to carry out extra task through sharing the leftover workload for the organization to remain fully operational. Employees put their efforts together in helping the organization to deal with the effects of economic hardship in the hope of being recognized afterward, instead they found themselves still budding workloads and not seeing any reward coming their way, even though the economy resurfaces. This not only contributes to low employee morale but affects their relationship with leaders because they do not perceive the workplace as fair. Employees view of leaders practices should have a direct impact on their performance and help improve their achievement( Richards,2007).The study will focus on examining some more issues, such as the nature and purpose of organizations.
Even though this relationship has continued to disintegrate, these employees are currently juggling multiple roles without any recognition, pay increase or promotion. They are being derogated and feel disenfranchised. The worst outcome of this problem is that some employees become depressed because they have no choice but to stay with these organizations. The study will use person to person interviews which can be held through telephone/video call to have a better understanding of the nature of the conflict between leaders and employees, both leaders and employees will be observed and interviewed. Consequently, many organizations continue to
DISSERTATION PROSPECTUS 5
have discouraged employees. Notably, one of the major problems of modern organizations is the lack of trust between employees and leaders (Abrrow et. al., 2013, p.26).

Problem Statement
It is not known how the concept of leadership in organizations has come to limelight after the mid twentieth century when nations of the world realized that organizations are growing everywhere, and play a vital role in shaping the economic, social, cultural and political norms, and values of a society . Nevertheless, continuous challenges in relationship between leaders and employees are further creating obstacles for leaders to cope with the situation (Smith & Hughey, 2006). Leaders?behavior in the workplace has created major problems for organizations and employees as well. Employees complaint that their pay increases do not cover the annual inflation rates, thus resulting in lessened purchasing power, even though they are loyal and committed to the organizations. Another concern is way they have treated after cooperating with these organizational leaders in time of crisis, there is no recognition whatsoever..The relationship between employees and leaders has been disintegrating on a daily basis and that is a threat to the productivity of the organization s. The study is worthwhile since organizations continue to retain a workforce that is demoralized and people are forced to stay only because of personal financial engagement .
Therefore, conducting the research will help identify ways in which organizations can address these challenges and create a system of high motivation and satisfaction among employees across all their operations.
Purpose of the Study
The purpose of this qualitative study is to examine in depth the the relationship between organizations leaders and employees, where organizational leadership aims to win the commitment and loyalty of personnel in order to achieve efficiency and effectiveness , but ignore employees commitments and needs. Leaders in organizations must possess strong negotiation
DISSERTATION PROSPECTUS 6
skills, since they have to maintain a balance between the needs and demands of employees, and external stakeholders (Smith & Hughey, 2006). The current study will examine the main issues, by using interviews within the organizations to examine the role of key people such as leaders and will use method of observation to investigate and address the causes and effects of poor relationship that exist within most organizations.
The study will also explore why the relationship between organizational leaders and employees continue to disintegrate and whether organizations are at risk of paying the price of the existing problem. The study will be carried out on the basis of the effect of poor relationship on employee perception of the workplace. The reason for such consideration is that leaders? behaviors influence employees? perception of justice and fairness in the workplace and employee citizenship behavior can make an organization successful . The study will use MLQ to measure the leadership styles and employees perception of the workplace.
Research Questions
The following research questions guide this study.
Research Question 1: Why is the relationship between organizational leaders and employees disintegrating every day ?
Research question2:How the poor relationship between leaders and employees can affect the organization performance?
Research Question 3: How are organizations at risk to pay the price of the existing conflict?
Significance of the Study
This study is important to conduct because it will help in identifying the reasons for and magnitude of the disintegrating relationship between organizational leaders and employees . In addition, this study will help determine why and how organizations are at risk of suffering from the consequences of the existing conflict. The study will help in identifying ways organizations can use to promote healthy relationships between leaders and employees and ensure that they retain a workforce of highly motivated and satisfied employees who remain committed to the organization for the right reasons. Since many studies have primarily focused on employees? production and rewards, this research will provide insights on the need to focus on the human side of employees i.e. their emotions at work, stressful events, and physical settings. As a result, the study will provide a different dimension of understanding employees? perception of the workplace based on addressing their human side in daily interactions with leaders.
Preliminary Review of the Literature
According to Swindall (2011), employees? ability to engage is affected by various factors including the type of relationships with organizational leaders (p. 212). While leaders can create performance goals, employees experience difficulties in meeting these goals if their relationship with leaders is disintegrating. Broner (2009), states that employees? perceptions of workplace fairness in light of leaders? attitudes towards subordinates have significant effects on employee retention (p.19). For instance, the fast food industry experience annual high turnover rates of employees because of poor relationships between leaders and workers. Smither & London (2009), state that disintegrating relationship between leaders and employees is demonstrated in interpersonal aggression toward employees. This kind of treatment is specifically strong when employees work for financial need instead of personal fulfillment purposes. The existing literature shows that ?
? Employee retention is affected by their perceptions of workplace fairness and justice, which are dependent on organizational leaders? behaviors.
? While some employees are forced to stay and be committed to organizations because of lack of alternatives, high turnover rates are experienced in some industries because of disintegrating relationship between employees and leaders.
? Disintegrating relationship between employees and leaders is demonstrated in aggression where organizational leaders take employees for granted.
? When employees have poor relationships with their leaders, they stay and commit to the organization for financial gain rather than personal fulfillment reasons.

DISSERTATION PROSPECTUS 8
Research Methodology
The general approach of this research is qualitative study, which seems to be the most appropriate research methodology for the problem. The rationale for selecting this research methodology is that the research focuses on understanding a human or social issue through developing a holistic view. Since the problem under evaluation does not require analysis of statistical procedures, qualitative study is the best methodology. Furthermore, this method is appropriate because there is very little knowledge regarding the phenomenon being explored. Data collection methods to be used in the study are observations, individual interviews, and analysis of documents and materials. The qualitative study will demonstrate investigate how leaders? negative behavior influences employee perception of fairness and affect their relationship. Secondly, the study will also show how organizations can pay the price for this conflict.
Research Design
The study will use grounded theory research design , which is research based on observations or data from various data sources. This design aligns with the research methodology since the data sources will provide information that will be subjected to analysis and review. The design is appropriate because the problem has gained minimal focus in the past though employees are ready to provide information that will address the issue. In addition, the phenomenon being evaluated is based on generation of theory rather than theory description or testing.
Source of Data
The types of data that will be collected in the study include relationship between leaders and employees, the link between leadership behavior and employees? perception, and employees? production and rewards. The data will be gathered from organizational leaders and employees as well as documents and materials that address the problem.


DISSERTATION PROSPECTUS 9
Data Collection and Procedures
Interviews are the most frequently used method to explore what leadership patterns exist in organizations. However,this study will use both interviews and observations as methods to collect data. The interview is undoubtedly the most common source of data collection in qualitative studies. For this study?s approach, using person-to-person format is most prevalent for accuracy. Interviews could be formatted from the highly structured style, in which questions will be determined before the interviews, to the open-ended, and conversational format. Twelve(12 )organizations are targeted and will be selected across the states of New York , and the participants will include high ranking leaders such as Presidents ,Vice-presidents, general managers, and departmental supervisors. For the employees, both interviews and observations will be used. For the most part, interviews are more open ended and less structured (Merriam, 2001).In the process, the study will use the same tactic to ask the same questions of all the participants, but the order of the questions, the exact wording, and the type of follow-up questions may vary considerably for leaders and employees.
Since data collection in qualitative research is usually a time consuming process because of research methodology, the data will be collected from a group of 30 participants and evaluation of 7 different documents and materials on the subject. The study tend to use as data collection instruments the Multifactor Leadership Questionnaire (MLQ) 45 item questionnaire with four dimensions (Transformational, Transactional, Laissez-Faire Leadership and Outcomes of Leadership, such as Effort, Effectiveness and Satisfaction) (see Bass, 1998.This instrument have been systematically developed and tested in relation to subordinates outcomes, has been scientifically studied tend to be appropriate for this study.This will be followed by making observations on the participants during direct interactions. The final step in the process will be analysis of current literature regarding the relationship between employees and leaders in organizations.
Data Analysis Procedures
This study will use simple Correlation to analyze the relationship bwrween leaders and employees relationship, transformational leadership dimensions of organizational leaders. Based on the relationship of thematic analysis to phenomelogy, this study will use a thematic analysis of data, where it will focus on recurring themes and patterns in the process. To be more specific, coding will play a critical role in the analysis process of the data collected from participants. In the process, Creswell?s (2007) linear, hierarchical approach data coding will be used. Three steps will be used in the process: organizing and preparing data for analysis, critically reading through all data, and then coding the data. Emerging, recurring themes, and ideas will be grouped in different categories. That will show how various factors are interrelated and how they can lead to a successful relationship between leadership and employees within organizations. The procedures to be used to conduct the data analysis include constant comparative analysis and discourse analysis. The two procedures will be used in analyzing the first research question to compare the reasons provided by employees and examine the pattern or flow of communication respectively. The second and third research questions will be analyzed through constant comparative analysis to determine the similarities and differences in the risks organizations face because of disintegrated relationship.
Ethical Considerations
There are probable ethical issues that will emerge during the research including employees? concerns on confidentiality, potential legal actions against organizational leaders, and probable victimization of the employees or leaders. In attempts to address these ethical considerations, human subjects will be protected through seeking their informed consent from each of them as well as from the organization. The informed consent will be properly documented and interviews and observations conducted in environments that ensure confidentiality. The protection of human subjects and data will also be enhanced through seeking for Office for Human Research Protections (OHRP) approval. Site authorization will be achieved through seeking approval from the institution and organizations? top management and using contacts that can help remove barriers to entrance.



DISSERTATION PROSPECTUS 11
References:
Abrrow, H.A., Ardakani, M.S., Harooni, A. & Pour, H.M. (2013, July). The Relationship
Between Organizational Trust and Organizational Justice Components and Their Role in Job Involvement in Education. International Journal of Management Academy, 1(1), 25-41.
Albrecht, S.L. (2010). Handbook of employee engagement: perspectives, issues, research and
practice. Northampton, MA: Edward Elgar Publishing.
Broner, S. (2009). Employees? perceptions of leaders? attitudes and employee retention: a
quantitative study on perceived attitudes. Ann Arbor, MI: ProQuest LLC.
Creswell, J.W.(2007). Qualitative inquiry & research design: Choosing among five approaches .(2nd ed.).Thousand Oaks, CA: SAGE.
Goswami, J.H. (2013, March). Sustaining Employee Engagement in the Face of Crisis ? A Test
of Leadership and Introduction of a New Model. International Journal of Research in Computer Application & Management, 3(3), 8-12.
Smith, B.L. & Hughey, A.W. (2006). Leadership in Higher Education- Its Evolution and Potential: A unique role facing critical challenges. Counseling and Student Affairs Faculty Publications, Western Kentucky University.
Holloway, J.B. (2012). Leadership Behavior and Organizational Climate: An Empirical Study in
a Non-profit Organization. Emerging Leadership Journeys, 5(1), 9-35.
Merriam, S. B. (2001). Something old, something new: The changing mosaic of
adult learning theory. Andragogy Today, 4(1), 1-29.

Richards, B. J., & Malvern, D. D. (2007). Validity and threats to the validity of vocabulary assessment. In H. Daller, J. Milton, & J. Treffers-Daller (Eds.), Modelling and assessing lexical knowledge. Cambridge: Cambridge University Press.
Smither, J.W. & London, M. (2009). Performance management: putting research into action.
Hoboken, NJ: John Wiley & Sons, Inc.
Swindall, C. (2011). Engaged leadership: building a culture to overcome employee
disengagement. Hoboken, NJ: John Wiley & Sons, Inc.


DISSERTATION PROSPECTUS
Appendix A
Phenomena and Data Analysis
Table 1
Research Questions Phenomenon (Problem) Being Studied Sources of Data Analysis Plan
1. Why is the relationship between organizational leaders and employees disintegrating every day?
Reasons that contribute to this poor relationship between employees and leaders based on the actions and behaviors of leaders. 1. Individual interviews.
2. Interviews on focus groups.
3. Observations during direct interactions.
4. Documents and Materials. 1. Constant comparative analysis on reasons provided by employees regarding the problem.
2. Discourse analysis of the pattern or flow of communication between employees and leaders.
2. How are organizations at risk to pay the price of the existing conflict? The extent with which organizations suffer due to disintegrating relationship between leaders and workers. 1. Documents and materials.
2. Interviews on organizational leaders. Constant comparative analysis on the similarity and differences of risks that organizations face as stated by different organizational leaders.

In this reflection journal, consider the challenges you may face as an organizational leader responsible for developing policies related to managing diversity. Consider age, gender, race, ethnicity, religious and spirituality and the organizational functions of human resource, marketing, customer service. What considerations would you need to make when it comes to employee staffing and engagement, branding, HR policies and customer retention?

In a 4 page paper, respond to the issues in the paragraph above. Be sure to reference the readings and use APA style. Submit your paper in Word or .rtf format.

You may want to provide sections in your journal entries for the following areas:

Reaction to Reading Assignments
Personal Reflections on this Module's Diversity Issues

The leader of an organization and the culture of that organization are inextricably interwined. Assess the role David Neeleman, the founder of JetBlue, and offer evidence that supports the idea that Neeleman fits the definition of an effective organizational leader of JetBlue::"the standard bearer, the personification, the ongoing embodiment of the culture.

PAPER: Times New Roman 12 pt font

Purpose

The purpose of this diagnostic analysis is to create an opportunity to use the ideas and concepts discussed in the course in the analysis of a real organizational situation. The situation may be drawn from your experiences, or if you are not working or do not have a frame of reference, then research an organization through the online library (www.greatplacetowork.com/). Your choice of the situation is important and will take considerable judgment and discretion in deciding whether it is feasible to use it for the purposes of the papers. Discretion and confidentiality are of utmost importance in this analysis. So, disguise the source of the case study (unless it is drawn from public record) through use of appropriate pseudonyms.

Learning objectives of the Final Paper:
1.Identify an organizational situation for the purpose of analysis (the situation must be sufficiently complex to generate enough material to satisfy the requirements as outlined below)
2.Analyze how the images, concepts and theoretical frameworks help to make sense of the situation
3.Construct a case study that relates evidence to theory and provide an appropriate analysis and explanation of the situation described
Organizational Analysis in a Nutshell

Organizational analysis is the ability to examine an organization/organizational situation so that its fundamental characteristics are made clear. It is not simply spotting problems and applying appropriate solutions. It asks the questions: What is going on in the situation that I am analyzing? How can I account for its characteristics and the way they are changing? How can I make sense of the situation and arrive at an interpretation that allows me to say something concrete about it? In a nutshell, organizational analysis involves a process of thinking about a situation, constructing and reconstructing it in different ways that seems consistent with its organizational norms/culture. The goal is to provide insight for a basis for action. You can view this as getting to the root cause of the problem/issue. If done well, then the appropriate course of action for managing or changing the situation will become apparent.
Throughout the course we will be examining different theories and ways of viewing organizations. Each way provides a lens that highlights different aspects of the organization. If you think of a pair of glasses, there are different lens for different people that help them see clearly. Just as individuals have different lens, you will apply the lens in varying effects to your individual situation. Your task is to attempt to view through the different lens (theory, metaphors, and conceptual frameworks) to make sense of the situation that you are analyzing.

Process Steps:
1.Choose an organization to analyze.
2.Provide a brief account of the nature of the situation being investigated. This account should have sufficient information for the reader to understand the nature of the organization and its context. This will include information on the age, size and history of the organization, the product or services it provides, and the general nature of the environment. Basically, this is the background information so that the reader can be oriented with the industry and the general trend that it is facing. I suggest doing this when you select the situation for analysis (preferably within the first week). Chapter 10 of Images of Organization is a good place to start.
3.Apply the relevant theories, metaphors, or images through which you can see and understand the organization you are studying. Morgan (1998) is a good place to begin. As you read the chapters, an image or metaphor will emerge through which you can see and understand the organization you are studying. It is your job to try and apply these ideas to practice, identifying the detailed ways in which the different metaphors relate to your particular organization. For example, one of the images that Morgan (1998) discusses is organization as machines. Look at the topics in your text and apply them to your situation. Ask yourself the question: How does this metaphor relate to the organizational situation which I am studying? Look at the politics, economic and environmental influences, technology, culture, communication patterns, etc. What you are doing is linking the theory and practice and providing a basis for each stage of the analysis; looking at the organization from different points of view.
Your diagnostic analysis involves consideration of the literature. What you are doing is using the information from the reading and judging the significance of its application in the organization. For example, you may find that your case is best understood as a situation of organizational politics, one of classic bureaucracy, or one which is best understood in terms of the inability of the organization to adapt to its environment. Now you have determined the root cause of the problems. Some people call this contextual analysis. Then, you will continue with the analysis as follows:
1.Provide alternatives and solutions for your situation; supported by relevant theory (end of analysis)
2.Evaluate the alternatives and solutions based on best practices in the industry through research
3.Look at implications and draw conclusions based on the research.
4.Propose recommendations for the organizations leaders to consider. Be specific. Support your assertions/conclusions with relevant research.
5.The paper should be written in APA format. Be sure to draw from the resources in the course and from the APA manual itself to see examples of APA format. The paper should have a Title page, main body of text, and a References page. An Abstract is not required. If you include it does not count toward the word length requirements.
6.Students must incorporate a minimum of ten (10) scholarly sources that are cited throughout the paper (five of them should be journal articles found in the online library).
7.The paper should be 2500-3000 words (not including Title Page and References page). Be sure to include headings and subheadings within your paper.
There are faxes for this order.

Utilizing Ch 10 & 11 from the text: "Organizational Theory, Design, and Change" Custom Edition, Gareth Jones, write a ONE page response for EACH of the following questions.

1. What is organizational change? Describe and explain the forces for and resistances to organizational change.

2. Why do organizations decline? What steps can organizational leaders take to halt decline and restore organizational growth?

Purpose

The purpose of this diagnostic analysis is to create an opportunity to use the ideas and concepts discussed in the course in the analysis of a real organizational situation. The situation may be drawn from your experiences, or if you are not working or do not have a frame of reference, then research an organization through the online library (www.greatplacetowork.com/). Your choice of the situation is important and will take considerable judgment and discretion in deciding whether it is feasible to use it for the purposes of the papers. Discretion and confidentiality are of utmost importance in this analysis. So, disguise the source of the case study (unless it is drawn from public record) through use of appropriate pseudonyms.

Learning objectives of the Final Paper:
Identify an organizational situation for the purpose of analysis (the situation must be sufficiently complex to generate enough material to satisfy the requirements as outlined below)
Analyze how the images, concepts and theoretical frameworks help to make sense of the situation
Construct a case study that relates evidence to theory and provide an appropriate analysis and explanation of the situation described
Organizational Analysis in a Nutshell

Organizational analysis is the ability to examine an organization/organizational situation so that its fundamental characteristics are made clear. It is not simply spotting problems and applying appropriate solutions. It asks the questions: What is going on in the situation that I am analyzing? How can I account for its characteristics and the way they are changing? How can I make sense of the situation and arrive at an interpretation that allows me to say something concrete about it? In a nutshell, organizational analysis involves a process of thinking about a situation, constructing and reconstructing it in different ways that seems consistent with its organizational norms/culture. The goal is to provide insight for a basis for action. You can view this as getting to the root cause of the problem/issue. If done well, then the appropriate course of action for managing or changing the situation will become apparent.
Throughout the course we will be examining different theories and ways of viewing organizations. Each way provides a lens that highlights different aspects of the organization. If you think of a pair of glasses, there are different lens for different people that help them see clearly. Just as individuals have different lens, you will apply the lens in varying effects to your individual situation. Your task is to attempt to view through the different lens (theory, metaphors, and conceptual frameworks) to make sense of the situation that you are analyzing.

Process Steps:
Choose an organization to analyze.
Provide a brief account of the nature of the situation being investigated. This account should have sufficient information for the reader to understand the nature of the organization and its context. This will include information on the age, size and history of the organization, the product or services it provides, and the general nature of the environment. Basically, this is the background information so that the reader can be oriented with the industry and the general trend that it is facing. I suggest doing this when you select the situation for analysis (preferably within the first week). Chapter 10 of Images of Organization is a good place to start.
Apply the relevant theories, metaphors, or images through which you can see and understand the organization you are studying. Morgan (1998) is a good place to begin. As you read the chapters, an image or metaphor will emerge through which you can see and understand the organization you are studying. It is your job to try and apply these ideas to practice, identifying the detailed ways in which the different metaphors relate to your particular organization. For example, one of the images that Morgan (1998) discusses is organization as machines. Look at the topics in your text and apply them to your situation. Ask yourself the question: How does this metaphor relate to the organizational situation which I am studying? Look at the politics, economic and environmental influences, technology, culture, communication patterns, etc. What you are doing is linking the theory and practice and providing a basis for each stage of the analysis; looking at the organization from different points of view.
Your diagnostic analysis involves consideration of the literature. What you are doing is using the information from the reading and judging the significance of its application in the organization. For example, you may find that your case is best understood as a situation of organizational politics, one of classic bureaucracy, or one which is best understood in terms of the inability of the organization to adapt to its environment. Now you have determined the root cause of the problems. Some people call this contextual analysis. Then, you will continue with the analysis as follows:
Provide alternatives and solutions for your situation; supported by relevant theory (end of analysis)
Evaluate the alternatives and solutions based on best practices in the industry through research
Look at implications and draw conclusions based on the research.
Propose recommendations for the organizations leaders to consider. Be specific. Support your assertions/conclusions with relevant research.
The paper should be written in APA format. Be sure to draw from the resources in the course and from the APA manual itself to see examples of APA format. The paper should have a Title page, main body of text, and a References page. An Abstract is not required. If you include it does not count toward the word length requirements.
Students must incorporate a minimum of ten (10) scholarly sources that are cited throughout the paper (five of them should be journal articles found in the online library).
The paper should be 2500-3000 words (not including Title Page and References page). Be sure to include headings and subheadings within your paper.

Please write a 2 page discussion paper and include the References page


Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will likely find that your motivation and areas of focus are influenced by the context in which you work. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this weeks Learning Resources, you may consider several questions: How do an organizations mission, vision, and values relate to its culture? What is the difference between culture and climate? And, how are these manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider how the organizations mission, vision, and values are conveyed through decisions and day-to-day practices.
To prepare:
Review the information related to planning and decision making in health care organizations presented in the textbook, Leadership Roles and Management Functions in Nursing. Consider how planning and decision making relate to an organizations mission, vision, and values, as well as its culture and its climate.
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how these are supported, or demonstrated, through the statements and actions of leaders and others within the organization. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
Why is it important for you, as a masters-prepared nurse leader, to be cognizant of these matters?
Post on or before Day 3 a description of your selected organizations mission, vision, and values. Describe how these are evidenced??"or perhaps appear to be contradicted??"in the words and actions of leaders and others in the organization, noting relevant data or artifacts. In addition, discuss the organizations culture and its climate, differentiating between the two. Explain why examining these matters is significant to your role as a nurse leader.

Foundations of an Organizational and Organizational Assessment: Program A Program Transcript
[MUSIC PLAYING]
JOAN M. MARREN: I've worked for Visiting Nurse Service of New York for over 30 years. I've worked there through transit strikes, through blackouts, through blizzards, and through 9/11. There has never been a crisis in which our staff have not made themselves available to deliver care, regardless of the emergency circumstance.
I think in home health and community nursing, the family unit is the target, so to speak, of our intervention. It's not just the individual patient, and I think that's really important. We have to provide a certain kind of service to the individual around their diagnosed health care problem, let's say, but that individual exists within the context of the family.
And that family influences the choices that that individual may or may not make about their health care problem, and, to some extent, even the larger community does. So if, for example, in the area of diet. If we are trying to encourage a diabetic, or a patient with heart failure, to incorporate certain dietary choices into their daily meal plan, but in the larger-- either in the family there isn't adequate support for that, or in the larger community it's very difficult for them to get access to fresh fruits and vegetables. That will impact, ultimately, our success in accomplishing this kind of change, or the way in which that individual is able to manage the health problem on an ongoing basis.
Behavioral change, I think, is, to a large extent, dependent upon a relationship. And so one of the basic tenets, if one is to begin to have a prayer, so to speak, of attempting to influence behavior, it has to be through the development of a trusting relationship. So a trusting relationship is also dependent upon an element of time.
It's difficult to develop trust if your opportunity for interaction with an individual or family is so severely limited that you can't get to know each other. So there has to be a certain time that you have to build trust. I think secondly, for behavior to change, the kind of interaction that takes place has to be consistent with the values and beliefs of the individual whose behavior you're attempting to modify in some way.
So that really understanding those values and beliefs is important, and understanding how they might affect an individual's choices about health care, about diet, about end of life care, for example, are really important variables in successful behavioral change. And that has to do with, I believe, recruiting staff members who share the culture and the beliefs and have greater likelihood of
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being acceptable in the home or in the community to this population group. I think it means connecting with influences in the community, such as religious groups, political groups that might be representative, or individuals that might be representative of that group. And leveraging their influence in such a way that the health care needs are addressed more consistently with the beliefs of the population.
[SPEAKING FOREIGN LANGUAGE]
We actually have a kind of a satellite, what we call the Chinatown Community Center, where people can walk in and request services of our organization, but where we also conduct blood pressure screenings, health education classes, during the season flu immunization, and so on. And are sort of very much a part of that community and visible in the community, networked with health care providers and community-based organizations, so that we are seen as a resource there. And then when people need home health care, for example, they would access it through us and would be willing to bring an organization like ours into their lives in a whole variety of ways.
So what we have done, as an organization, again, both at the individual nurse level and at a programmatic level, is to really understand what are those beliefs? What are those barriers? And what do we need to do, as individual practitioners and as a health care provider, more broadly, to make those services more accessible?
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Foundations of an Organizational and Organizational Assessment: Program B Program Transcript
KEVIN F. SMITH: Our vision, I think, is over time to be able to look at that community, look at that public, and say to them, if you come here we'll keep you safe. We'll keep you from being harmed when you're under our care. That's really our vision. And if we do that, and we do it well, we believe that all of the other elements of what one might call a business plan, a strategy, will largely fall from that, take care of themselves.
Our mission is to promote the health of the people. There are about 500,000 people who live in our service area. And when their health is threatened or it fails them, to help them address that and take care of it. That's our mission over time, to promote that health and to take care of it when it goes away in some fashion.
NURSE: Gonna strap them down. And then I'm even gonna put lead on it.
KEVIN F. SMITH: I believe what contributes to that is a shared and deep commitment on the part of everybody who works here, all 2,600 people, to that vision and that mission. The belief that they are doing good work on behalf of the community, and those community members are their family members. They are their neighbors.
I think what the staff here does day in and day out, in interaction after interaction, is make it personal. They treat one another, and more importantly, they treat patents and families like they would want to be treated, like someone who they care about would want to be treated.
Our decision making structure here tends to be very decentralized. We believe across our management team quite strongly in the power of enabling everybody in the organization. We have a saying that we use around here frequently that we don't practice administration here, we practice medicine.
And those of us who work in support and management and leadership type positions, I think we take the opportunity to constantly remind ourselves that our job is to remove barriers and enable the folks who work at the bedside delivering patient care, and those who support that effort, to allow them to do their job, give them the resources. So I think an awful lot of that is about empowering people to do their best at doing their job.
RUTH: Good morning, greeter desk. Ruth speaking. Yes. OK, I'll connect you. Thank you.
KEVIN F. SMITH: For all of the bricks and mortar and all the technology that characterizes this hospital and all of today's hospitals, this is still at its core a
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people business. And we try to adopt that approach and use it. Not just in our interactions with patients, but as we relate to problems that need to be solved, issues that need to be addressed, as we work as a team within the organization, employee to employee.
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Foundations of an Organizational and Organizational Assessment: Program B Program Transcript
KEVIN F. SMITH: Our vision, I think, is over time to be able to look at that community, look at that public, and say to them, if you come here we'll keep you safe. We'll keep you from being harmed when you're under our care. That's really our vision. And if we do that, and we do it well, we believe that all of the other elements of what one might call a business plan, a strategy, will largely fall from that, take care of themselves.
Our mission is to promote the health of the people. There are about 500,000 people who live in our service area. And when their health is threatened or it fails them, to help them address that and take care of it. That's our mission over time, to promote that health and to take care of it when it goes away in some fashion.
NURSE: Gonna strap them down. And then I'm even gonna put lead on it.
KEVIN F. SMITH: I believe what contributes to that is a shared and deep commitment on the part of everybody who works here, all 2,600 people, to that vision and that mission. The belief that they are doing good work on behalf of the community, and those community members are their family members. They are their neighbors.
I think what the staff here does day in and day out, in interaction after interaction, is make it personal. They treat one another, and more importantly, they treat patients and families like they would want to be treated, like someone who they care about would want to be treated.
Our decision making structure here tends to be very decentralized. We believe across our management team quite strongly in the power of enabling everybody in the organization. We have a saying that we use around here frequently that we don't practice administration here, we practice medicine.
And those of us who work in support and management and leadership type positions, I think we take the opportunity to constantly remind ourselves that our job is to remove barriers and enable the folks who work at the bedside delivering patient care, and those who support that effort, to allow them to do their job, give them the resources. So I think an awful lot of that is about empowering people to do their best at doing their job.
RUTH: Good morning, greeter desk. Ruth speaking. Yes. OK, I'll connect you. Thank you.
KEVIN F. SMITH: For all of the bricks and mortar and all the technology that characterizes this hospital and all of today's hospitals, this is still at its core a
2012 Laureate Education, Inc. 1
people business. And we try to adopt that approach and use it. Not just in our interactions with patients, but as we relate to problems that need to be solved, issues that need to be addressed, as we work as a team within the organization, employee to employee.
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Nurses practicing in today's healthcare environment are confronted with increasingly complex moral and ethical dilemmas. Nurses encounter these dilemmas in situations where their ability to do the right thing is frequently hindered by conflicting values and beliefs of other healthcare providers. In these circumstances, upholding their commitment to patients requires significant moral courage. Nurses who possess moral courage and advocate in the best interest of the patient may at times find themselves experiencing adverse outcomes. These issues underscore the need for all nurses in all roles across all settings to commit to working toward creating work environments that support moral courage. In this manuscript the authors describe moral courage in nursing; and explore personal characteristics that promote moral courage, including moral reasoning, the ethic of care, and nursing competence. They also discuss organizational structures that support moral courage, specifically the organization's mission, vision, and values; models of care; structural empowerment; shared governance; communication; a just culture; and leadership that promotes moral courage.
Key words: ethical work environment; shared governance in nursing; professional practice models; leadership; evidence-based leadership; moral development; moral courage; organizational empowerment; support for moral courage; the ethic of care
"Our lives begin to end the day we become silent about things that matter." (Martin Luther King, Jr.; Barden, 2008, p. 16).
Morally responsible nursing consists of being able to recognize and respond to unethical practices or failure to provide quality patient care. Moral distress has been defined as physical and/or emotional suffering that is experienced when internal or external constraints prevent a person from taking the action that one believes is right (Pendry, 2007). Ethical dilemmas in practice arise when one feels drawn both to do and not to do the same thing. They can cause clinicians to experience significant moral distress in dealing with patients, families, other members of the interdisciplinary team, and organizational leaders. Nurses experience moral distress, for example, when financial constraints or inadequate staffing compromise their ability to provide quality patient care. These situations challenge nurses to act with moral courage and result in nurses feeling morally distressed when they cannot do what they believe is appropriate (Cohen & Erickson, 2006). Nurses who consistently practice with moral courage base their decisions to act upon the ethical principle of beneficence (doing good for others) along with internal motivation predicated on virtues, values, and standards that they believe uphold what is right, regardless of personal risk.
Ethical values and practices are the foundation upon which moral actions in professional practice are based. Morally responsible nursing consists of being able to recognize and respond to unethical practices or failure to provide quality patient care. The foundation of quality nursing care includes nurse practice acts, specialty practice guidelines, and professional codes of ethics. Familiarity with these documents is necessary to enable nurses to question practices or actions they do not believe are right. Although a code of ethics and ethical principles can guide actions, in themselves they are not sufficient for providing morally courageous care. Moral ideals are needed to transcend individual obligations and rights. The moral commitment that nurses make to patients and to their coworkers includes upholding virtues such as sympathy, compassion, faithfulness, truth telling, and love. Nurses who act with moral courage do so because their commitment to the patient outweighs concerns they may have regarding risks to themselves.
Deciding whether t act with moral courage may be influenced by the degree of conflict between personal standards and organizational directives; by fear of retaliation, such as job termination; or lack of peer and/or leadership support. In this manuscript the authors begin by describing the concept of moral courage. Next they explore personal characteristics that promote moral courage, including moral reasoning, an ethic of care, and nursing competence. Organizational structures that support moral courage, specifically organizational mission, vision, and values; models of care; structural empowerment; shared governance; communication; a just culture; and leadership are addressed.
Moral Courage in Nursing
Nurses who act with moral courage do so because their commitment to the patient outweighs concerns they may have regarding risks to themselves. Packard and Ferrara (1988) proposed that nursing is comprised of four components. These components include: (a) taking the right actions to effect health promotion and quality of life; (b) possessing the knowledge and skills necessary to discern when and when not to respond; (c) knowing what the appropriate action(s) should be; and (d) demonstrating a willingness to act, thus supporting the ethical principle of beneficence. Nurses who are morally courageous are able to confidently overcome their personal fears and respond to what a given situation requires; they act in the best interests of their patients (Day, 2007). Nurses who exhibit moral reasoning and act with moral courage demonstrate a willingness to speak out and do that which is right in the face of forces that would lead a person to act in some other way (Lachman, 2007).
Sekerka and Bagozzi (2007) have asked "What induces people to act in morally courageous ways as they face an ethical challenge in the workplace?" (p.132). They noted that nurses practice with moral courage when they confront situations that pose a direct threat to care. For example, the nurse who questions discharging home a hospitalized frail elder who lacks the appropriate level of home care services and resources, thus jeopardizing the patient's safety and wellbeing, is acting with moral courage. This nursing response is based upon a commitment to serve and advocate for patients and the profession.
Kidder (2005) has argued that an individual who acts with moral courage is committed to moral principles, cognizant of the actual or potential risk that upholding those principles may require, and willing to endure the risk. Nurses can help their colleagues develop moral courage by reaffirming their colleagues' strengths and resolve, taking risks in helping to confront obstacles, possessing vision, remaining focused and disciplined toward the intended outcome(s), and taking actions that may go against the status quo but are necessary to do what is virtuous and principled (Walston, 2003).
Purtilo (2000) identified moral courage as a necessary virtue for healthcare professionals, one that enables them to not only survive but to thrive in changing times. Purtilo noted that morally courageous individuals respond to situations that incite fear and anxiety without knowing the end result of their response because they believe in doing what is morally right. The nurse on a general medical unit, for example, who confronts the physician who is reluctant to transfer an acutely ill patient in need of intensive care to the ICU, is acting with moral courage so as to provide safe care for the patient. Purtilo stated that "a rich understanding of care includes creativity, faithfulness to one's moral foundation, and a focus on the full significance of a situation" (p. 5). Practicing with moral courage responds to the call to act with moral conviction, even when the human tendency would be to act in ways that are incongruent with one's convictions when one perceives that personal security is endangered (Purtilo).
Personal Characteristics that Promote Moral Courage in Nursing
Nurses can enhance their ability to demonstrate moral courage in nursing by advancing their moral reasoning skills, nurturing their personal ethic of care, and enhancing their professional and cultural competence. Each of these behaviors will be discussed below.
Moral Reasoning
Kohlberg's theory of moral development provides a useful framework for understanding how one's personal ability to make moral judgments is influenced over time by personal development, knowledge acquisition, experience, and the environment (Cohen & Erickson, 2006; Ketefian & Ormond, 1988). Individuals at the highest level of moral development use their conscience to determine the right course of action by independently examining and delineating moral values and principles rather than by relying on group norms (Ketefian & Ormond, 1988). Ethical environments are characterized by shared decision making, taking responsibility for the consequences of one's actions, and utilizing opportunities for collective participation that empower individuals to develop higher levels of moral judgment (Ketefian & Ormond, 1988; Murray, 2007). Nurses who work in ethical environments are "aware of an ethical culture" (Murray, 2007, p. 48). They understand their role responsibilities and how an ethical environment supports their identification of ethical issues and concerns. They engage in meaningful ethical discussions (Murray, 2007).
The Ethic of Care in Nursing
The ethic of care is characterized by attentiveness, responsibility, competence, and responsiveness. The 'ethic of care' is not a set of rules and principles. Rather, it is a way of practicing that requires specific moral qualities that facilitate taking the right action (Tronto, 1994). The ethic of care is characterized by attentiveness, responsibility, competence, and responsiveness. Resulting actions include caring for, emotionally committing to, and being willing to act on behalf of a person with whom one has a significant relationship (Beauchamp & Childress, 1994). Nursing practice that includes the ethic of care promotes moral courage. Moral courage is enhanced in situations in which the ethic of care is present as evidenced by building consensus, promoting interdisciplinary collaboration, and positively influencing outcomes that support rather than oppose moral decision making (LaSala, 2009). Consider, for example, a nurse caring for a patient with invasive ductal breast carcinoma and spinal metastases who desires to die at home surrounded by family and assisted by a hospice team, but whose husband is hesitant about taking his wife home, fearful that he will be unable to manage her care. The nurse acts with moral courage by advocating for the patient's wishes, despite the palliative care physician's recommendation that the patient remain hospitalized given the probability of imminent death. Through effective communication and collaboration with the physician, the nurse is successful in facilitating the patient's discharge home with patient-controlled analgesia and hospice care, thus responding to the patient's wishes (LaSala, 2009). The moral qualities associated with the ethic of care enable nurses to care for patients and families during times of sickness and uncertainty, provide the inner motivation to do what is right and good, and demonstrate moral courage both within the context of patient care and from the perspective of the nurses' collegial, collaborative relationships with other healthcare professionals.
Nursing Competence
Professional competence is a prerequisite for providing morally responsible care. The elements of a profession, such as formal education based on theoretical knowledge, a code of ethics, professional organizations that guide practice, and the provision of necessary service to society (Miller, Adams, & Beck, 1993), all serve to develop professional competence. Standards for ethical conduct are also necessary in order to provide morally responsible care (Maraldo, 1992).
Leininger (1991) defined transcultural nursing as a humanistic and scientific area of formal study and practice focused upon similarities and differences among cultures with respect to human care, health, and illness that are related to cultural values, beliefs, and practices (norms). These norms include the way rights and protections are exercised, and even what is considered to be a health problem (United States [U.S.] Department of Health and Human Services, 2001). Nurses need to understand and appreciate inherent similarities and differences not only locally, but regionally, nationally, and worldwide as well. In order to provide morally competent care that respects individual values and needs, it is imperative that nurses examine their own health-related values and beliefs, as well as those of the healthcare organization in which they work; it is only then that they can support the principle of respect for persons and provide the ideal of transcultural care (Bjarnason, Mick, Thompson, & Cloyd, 2009).
Organizational Structures that Support Moral Courage
McClure, Poulin, Sovie, and Wandelt (1983) observed that certain healthcare organizations seemed better able to withstand pressure on their professional environments, experiencing less upheaval and producing higher quality patient outcomes with lower morbidity and mortality rates than 'average' healthcare organizations. These same institutions showed remarkable resilience in limiting turnover and maintaining patient and staff satisfaction. These observations resulted in nursing's recognition of Magnet hospitals, a designation that recognizes organizations in which nurses want to work and patients find healing environments (Aiken & Salmon, 1994; Aiken, Smith, & Lake, 1994; American Nurses Association (ANA,) 1998). It was noted that these organizations have in place a number of structures that enhance the quality of the care provided as well as the working environment. Structures that are described below help create the context for actualizing moral courage in nursing.
Mission, Vision, and Values
Creating the foundation for an environment that fosters moral courage among nurses requires that all stakeholders have a clear understanding of the organizational mission, vision, and values, as well the philosophy of the nursing department (Lachman, 2009). Clearly stating and supporting the mission, vision, and values sets the tone for the work of nursing in the organization, pictures a state that implies a commitment to organizational improvement, and suggests the types of activities that will ensure that the organization reaches those goals. Developing a nursing philosophy allows the organization to define itself not only to its internal community, but to its external community as well.
A nursing philosophy describes professional behaviors that hold nurses responsible and accountable for exercising moral courage when acting to achieve the organization's mission and vision. According to Shirey (2005) "clarity in an organization's mission, vision, and values is key to effective management in today's increasingly complex healthcare environment. To clearly articulate mission, vision, and values, employees must experience consistency between what is espoused and what is lived" (p. 59).
Models of Care
Professional practice models include reward and recognition systems acknowledging performance improvementalong with empowerment and engagement in the workplace. Another aspect of professional nursing that promotes moral courage in the workplace includes a professional model of care that exemplifies nursing's goal of enhancing the lives of patients and colleagues. The American Nurses Credentialing Center (AACN) (2008) has defined a professional practice model as the driving force of nursing care; a schematic description of a theory, phenomenon, or system that depicts how nurses practice, collaborate, communicate, and develop professionally to provide the highest quality of care for those served by the organization (e.g. patients, families, and community). Professional practice models illustrate the alignment and integration of nursing practice with the mission, vision, and values that nursing has adapted. Fasoli (2010) has noted that autonomy, accountability, professional development, emphasis on high quality care, and delivery models that are patient centered, adaptable, and flexible provide a framework for professional practice models in nursing. Professional practice models include reward and recognition systems acknowledging performance improvement, and nurses' commitment to uphold high standards of practice predicated on a strong value system, moral courage, and quality professional relationships, along with empowerment and engagement in the workplace.
Structural Empowerment
In her theory of structural power in organizations Kanter described four structural factors within organizations that lead to empowerment (Kanter, 1983; Matthews, Laschinger, & Johnstone, 2006). She explained that employees who (a) have access to information; (b) receive support from organizational leadership, subordinates, and peers; (c) are given adequate resources to do the work; and (d) have opportunities for personal and professional development are empowered to contribute to achieving organizational goals (Matthews et. al., 2006; Ning, Zhong, Libo, & Qiujie, 2009). Empowerment may come from within, collectively as in work groups, or from the work environment (Manonlovich, 2007). Nurses who are empowered take control of their practice and participate in decision making at the point of care, thus strengthening a professional practice model and promoting positive patient care outcomes.
An example of this empowerment would be that of Nurse M, who heard other nurses on the unit discussing how patients assigned to Nurse J had recently complained of not receiving pain medication when requested. The nursing staff had recently observed notable changes in Nurse J's behavior as evidenced by being unwilling to help out, less engaged, and easily angered. One evening after receiving report from Nurse J, one of Nurse M's patients stated to her that he was in acute pain and had not received any pain medication from the nurse on the previous shift. Upon reviewing the patient's medication record, Nurse M found that Nurse J had documented that the patient received narcotic analgesia every four hours that shift. This information was also recorded in the unit's automated medication system. The following day, Nurse M discussed her findings with her nurse manager, who has a reputation for supporting, developing, and empowering her staff. Nurse M did this not only out of concern for that patient's safety and wellbeing but also because of her compassion for Nurse J whom she had known in the past as a trusted colleague and competent nurse. The nurse manager recognized Nurse M's moral courage in coming forward, and spoke with Nurse J who became emotionally distraught, admitting to drug diversion and problems with substance abuse. Although Nurse J resigned her position, the nurse manager continued to offer her support and resources to assist in her rehabilitation. Organizational factors, such as those described in this example, including open and supportive leadership, adequate resources, and professional development empower nurses to act and promote moral courage in the workplace.
Shared Governance
Shared governance promotes collaborative decision making and shared responsibility; it empowers nurses to act with moral courage by taking ownership of their practice at the point of care. Shared governance has been described as "a managerial innovation that legitimizes nurses' control over practice, extending their influence into administrative areas previously controlled only by managers" (Hess, 2004, p. 2). Research has demonstrated several positive outcomes of shared governance, including increased nurse satisfaction and retention and a more motivated, engaged nursing staff (Bretschneider, Glenn-West, Green-Smolenski, & Richardson, 2010). Work environments in which shared governance is firmly embedded facilitate active involvement of frontline staff in the creation of a professional practice model that promotes quality patient care outcomes.
Practicing in a shared governance envirnment enables the nurse to act with moral courage when aggressive treatment of a patient based on the family's wishes continues, despite the patient's expressed wishes that it be withdrawn. In such a situation, out of duty to the patient and to self, the morally courageous nurse will advocate for the patient by initiating conversations with other care providers, consulting with the hospital ethics committee, and utilizing other appropriate resources to engage the family and patient in meaningful discussion that can result in consensus around the goals of care. Nurses practicing in shared governance settings have access to the information and resources they need to make effective decisions, create change, and influence outcomes (Hess, 2004).
Communication
Nurses act with moral courage when they use the chain of command to share and discuss issues that have escalated beyond the problem-solving ability and/or scope of those immediately involved. The Joint Commission (TJC) requires that organizations respect the patient's right to, and need for effective communication; it directs organizations to take action to address communication needs (TJC, 2009). The strength of this directive is based upon overwhelming evidence from TJC's sentinel event database indicating that communication is cited as a root cause in nearly 70 percent of reported sentinel events, surpassing other commonly identified issues, such as staff orientation and training, patient assessment, and staffing (Joint Commission Resources, n.d.).
Every day nurses and their healthcare colleagues are confronted with challenging situations where effective communication is essential, while at the same time fraught with difficulty. Assertive communication is the act of stating a position with assurance. It is an honest, direct, and appropriate means of communicating that focuses on solving a problem (Lachman, 2009). The use of assertive communication is imperative not only to patient safety and to quality patient care, but also to invoking the chain of command. Nurses act with moral courage when they use the chain of command to share and discuss issues that have escalated beyond the problem-solving ability and/or scope of those immediately involved. Engaging the chain of command both ensures that the appropriate leaders know what is occurring and allows for initiating communication at the level closest to the event, moving the discussion upward as the situation warrants.
Just Culture
The concepts of effective communication and chain of command are inherent in a position statement recently published by the ANA. The 'just culture' model seeks to create environments that incentivize rather than punish error reporting. In a just culture, individuals are not held accountable for system problems over which they have no control. A just culture recognizes that patient care safety and quality is based on teamwork, communication, and a collaborative work environment (ANA, 2010). Just culture environments enhance moral courage in the workplace.
Leadership
Nurse leaders demonstrate moral courage when they oppose work environments that put patient safety at risk. For example, chief nurses act with moral courage when they firmly oppose cost-containment measures, such as nursing layoffs or reductions in healthcare services, that would jeopardize the delivery of safe, competent patient care. Nurse leaders can create environments that support moral courage by clearly providing guidelines for nurses to use when they observe unethical practices and by providing resources, such as ethics committees, shared governance structures, and mentoring opportunities that enable nurses to confront ethical dilemmas in practice (Murray, 2007).
All nurses can demonstrate leadership by role modeling ethical behaviors based on established nursing practice standards. They can also recognize colleagues and peers when they uphold ethical principles and demonstrate moral courage, and work to develop and implement policies and procedures that facilitate effective responses to moral distress at the point of care (Murray, 2007).
Conclusion
Nurses who possess moral courage embrace the challenge of transforming the profession and the workplace. They are the nurses who question the premature discharge of an elderly patient with no social support and limited resources, refuse to administer a medication whose efficacy or dosage they question, challenge those who treat others unjustly, or speak up when others remain silent.
Nurses who act with moral courage take risks knowing that they may encounter lateral violence, including bullying, harassment, or sabotage, as well as risk of termination. Nurses practicing with moral courage know that addressing these issues is leadership in action, the type of leadership that began with Florence Nightingale -- who role modeled moral courage on the battlefield, in the classroom, at the bedside, and among legislators in advocating for the rights of patients, colleagues, and humanity. In her writings on leadership, perhaps Nightingale said it best:
What is our needful thing? To have high principles at the bottom of all. Without this, without having laid our foundation, there is small use in building up our details. This is as if you were to try to nurse without eyes or handIf your foundation is laid in shifting sand, you may build your house, but it will tumble down (Ulrich, 1992, p.40).
the accountability and responsibility for creating environments that promote moral courageis an obligation shared by all nurses, in every role, in every specialty, in every setting. Nurses have obligations to patients, one another, and the global community to assure optimal health, personal wellbeing, and quality of life for all with whom they come in contact. In her seminal publication, Nursing Speaks for Itself, Margretta Styles (2006) described the transformation that needs to occur in nursing, writing, "There is a give and take to empowerment, so nursing must be prepared to reshape the health care environment and act as its full partner. Both the culture of the profession and the culture of the workplace must be transformed (p. 10)."
Challenges in the care environment are myriad. All professional nurses assume the responsibility for serving as patient advocates and role models. This duty exists whether nursing practice occurs at the bedside, in the classroom, in the board room, or in the research setting. Quite simply, the accountability and responsibility for creating environments that promote moral courage in practice and transform the workplace is an obligation shared by all nurses, in every role, in every specialty, in every setting.
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Fasoli, D. R. (2010). The culture of nursing engagement: A historical perspective. Nursing Administration Quarterly, 34(1), 18-29.
Hess, R. G. (2004). From bedside to boardroom -- nursing shared governance. Online Journal of Issues in Nursing. Retrieved July 18, 2010, fromwww.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/ OJIN/TableofContents/Volume92004/No1Jan04/FromBedsidetoBoardroom.aspx
Joint Commission Resources (n.d.). Robert Wood Johnson Foundation. Retrieved March 31, 2010, from www.dev.icps.jcrinc.com/Products-and-Services/Conferences-and-Seminars/ Robert-Wood-Johnson-Foundation-Communication/
Kanter, R. M. (1993). Men and Women of the Corporation. New York, NY: Basic Books.
Ketefian, S. & Ormond, I. (1988). Moral reasoning and ethical practice in nursing: An integrative review. National League for Nursing, New York, Publication Number 15-2250.
Kidder, R. M. (2005). Moral courage. New York: Harper Collins Publishers.
Lachman, V. D. (2009) Developing your moral compass. New York: Springer Publishing.
Lachman, V. D. (2007). Moral courage: A virtue in need of development? MedSurg Nursing, 16(2), 131-133.
LaSala, C. (2009). Moral accountability and integrity in nursing practice. In D. Bjarnason and M. A. Carter (Eds.), Nursing Clinics of North America: Legal and Ethical Issues: To Know, To Reason, To Act (pp. 423-434). Philadelphia: W.B. Saunders.
Leininger, M. (1991). Transcultural nursing: the study and practice field. Imprint, 38, 55-66.
Manojilovich, M. (2007). Power and empowerment in nursing: Looking backward to inform the future. Online Journal of Issues in Nursing. Retrieved July 18, 2010, from www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume122007/No1Jan07/LookingBackwardtoInformtheFuture.aspx
Maraldo, P. J. (1992). NLN's first century, Nursing & Health Care, 13(5) 227-228.
Matthews, S., Spence Laschinger, H. K., & Johnstone, L. (2006). Staff nurse empowerment in line and staff organizational structures for chief nurse executives. Journal of Nursing Administration, 36(11), 526-533.
McClure, M., Poulin M., Sovie M. & Wandelt M. (1983). Magnet hospitals: Attraction retention of professional nurses. Kansas City, MO: American Academy of Nursing.
Miller, B. K., Adams, D., & Beck, L. (1993). A behavioral inventory for professionalism in nursing. Journal of Professional Nursing, 9(5) 290-295.
Murray, J. S. (2007). Creating ethical environments in nursing. American Nurse Today, 2(10), 48-49.
Ning, S., Zhong, Z., Wang, L., & Qiujie, L. (2009). The impact of nurse empowerment on job satisfaction. Journal of Advanced Nursing, 65(12), 2642-2648. doi:10.1111/j.1365-2648.2009.05133x
Nightingale, F. (1914). Florence Nightingale to her nurses: A selection from Miss Nightingale's addresses to probationers and nurses of the Nightingale School at St. Thomas' Hospital. London: Macmillan & Co. (p. 90; May 26, 1875, Address).
Packard, J. S. & Ferrara, M. (1988). In search of the moral foundation of nursing. Advances in Nursing Science, 10(4), 60-71.
Pendry, P. S. (2007). Moral distress: Recognizing it to retain nurses. Nursing Economics, 25(4), 217-221.
Purtilo, R. B. (2000). Moral courage in times of change: Visions for the future. Journal of Physical Therapy Education, 14(3), 4-6.
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Shirey, M. R. (2005). Ethical climate in nursing practice: The leader's role. Journal of Nursing Administration's Healthcare Law, Ethics, and Regulation, 7(2), 59-67.
Styles, M. M. (2006). Nursing speaks for itself: A declaration on the education and work environment of the nurseforce. American Nurses Association. Silver Spring, MD: Nursebooks.org.
The Joint Commission (2009). The Joint Commission 2009 requirements that support effective communication. Retrieved March 31, 2010, fromwww.jointcommission.org/NR/rdonlyres/B48B39E3-107D-496A-9032-24C3EBD96176/0/PDF32009HAPSupportingStds.pdf
Tronto, J. C. (1994). Moral boundaries: A political argument for the ethic of care. New York: Routledge, Chapman, and Hall.
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Walston, S. F. (2003). Courage and caring: Step up to your next level of nursing excellence. Patient Care Management, 19(4), 4-6.
~~~~~~~~
By Cynthia Ann LaSala, MS, RN and Dana Bjarnason, PhD, RN, NE-BC
Cynthia Ann LaSala, MS, RN is a Clinical Nurse Specialist in general medicine at Massachusetts General Hospital (MGH). Ms. LaSala has extensive experience in clinical and educational roles and more than 30 years of professional organizational experience, serving in a variety of positions at local, state, and national levels. In 2006, Ms. LaSala was appointed to a four-year term on the Ethics Advisory Board for the American Nurses Association Center for Ethics and Human Rights. She has a vested interest in the specialty of ethics and is currently the coach for the MGH Patient Care Services Ethics in Clinical Practice Committee (EICP), a member of the EICP Advance Care Planning Task Force, the MGH Ethics Task Force, the American Society of Bioethics and Humanities (ASBH), and the ASBH Nurse Affinity Group. Ms. LaSala has authored and co-authored journal manuscripts, textbooks, and newsletters and has presented on a variety of clinical and educational topics.
Dr. Bjarnason serves as the Associate Administrator & Chief Nursing Officer for the Ben Taub General Hospital and the Quentin Mease Community Hospital in Houston, Texas. Dr. Bjarnason is active in a number of professional nursing organizations, including the American Nurses Association (ANA), where she serves as an appointed member of the ANA Board of Ethics and Human Rights; the Texas Nurses Association District 9; Sigma Theta Tau - Alpha Delta Chapter; the Southern Nursing Research Society; and the American Organization of Nurse Executives. She has authored/co-authored several peer-reviewed articles for professional journals. In addition to healthcare regulation and accreditation, Dr. Bjarnason's interests include patient self-determination, end-of-life care, advocacy, professionalism, and practice. She was awarded a doctorate in nursing from the University of Texas Medical Branch Graduate School of Biomedical Science (Galveston) in 2007 and has been a certified nurse executive since 1999.
________________________________________
Copyright of Online Journal of Issues in Nursing is the property of American Nurses Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.
Source: Online Journal of Issues in Nursing, 2010; 15(3)
Item Number: 2010890002

Answer each question with minimum 200 words. Indicate each question. Thank you.

1) Please reflect on an organization that you know well. Are there organizational politics rampant in the organization? Are the politics hurting the organization? If so, what ideas do you have to reduce the issues? If not, why not? (Pretend you are talking about Kroger store).

2) Please review slides 1-4. What types of influence do you most often use at work and your personal life? Are they same? Are there other factors that you would like to use more often?

3) From doing some secondary research, provide the name of a company (i.e. Yahoo) or organization that has recently (say last 3 - 5 years) undergone a serious strategic change. What were the challenges for "your" company?
How did "your" company overcome those challenges? What leadership qualities did the organizational leader possess?

4) Please review slides 5-6, which leadership competencies do you feel that you possess and which ones would like to improve? Do you feel you have the capacity to improve?
There are faxes for this order.

Attractiveness of Domestic Brands in Vietnam
using Marketing to strengthen demand for local products

Vietnam is coping with a mild yet persistent trade deficit. One of the ways to deal with it is to strengthen demand for domestic products. However, the availability of foreign consumption products continues to increase. Their high perceived quality and excellent marketing campaigns make them successful, thereby deepening the trade deficit.
Vietnamese companies are responding by copying their Western competitors in marketing and quality. They are gradually gaining market share in various sectors (dairy, fashion, etc.). Branding plays an important role in this process.

Research question:
1/.What is the role of marketing in the brand-building process if Vietnamese companies?
2/.Can Marketing strengthen domestic demand in Vietnam?

In order to answer the research question, the broader picture will be analyzed. It encompasses elements such as:
Economic system of Vietnam and its response to globalization;
Macro-economic situation of Vietnam;
Marketing landscape;
Quantitative and Qualitative Research (on brand perception of domestic and foreign brands);

Based on the subject and framework above, please answer the questions below.

Part A:
Evaluate the advantages and challenges of conducting quantitative and qualitative research. What role does the research problem being examined in the dissertation play in choosing an appropriate methodology?
Explain the differences between types of research questions or studies and designs that align with each study. Use scholarly, academic literature to support your response.
Part B:
State your research question and assess a research methodology that you plan to use for your dissertation (e.g., qualitative, quantitative, or mixed-methods). Justify why this methodology is appropriate for your dissertation topic. Explain the importance of having an appropriate methodology along with a well thought-out research design during the planning, data collection, and interpretation phases of the research process. Use scholarly, academic literature to support your response.

Core Question - Teams

Given the critical role that teams play in today?s work environment, identify two qualities of team leaders that contribute to successful leadership and support your choices with peer-reviewed literature. For each leadership quality that you selected, identify and explain one strategy that organization leaders could implement to develop that quality in their team leaders in order to achieve maximum performance. What are the advantages of the chosen qualities? What are the disadvantages? Use scholarly academic literature to support your responses.

Assignment 2: Leadership Assessment
Due Week 8 and worth 300 points

Organizational leaders are expected to create realistic visions for their companies and the employees they guide, but these visions often have characteristics or properties that differ. There is, therefore, the realization that there is no one best leadership style to guide employees toward accomplishing organizational goals.

Write a six to eight (6-8) page paper in which you:
1.Analyze the leadership style(s) of a senior executive (CEO, CFO, COO, Director, etc.) in your current or previous organization who made a positive or negative impact on you. (Miami Dade Bus Operator) I'm currently working there now.
2.Analyze the organizational structure and culture of the company for which you work (or would like to work) to determine its approach to team development, and whether that approach helped to enhance your relationship skills in the workplace.
3.Evaluate the performance of your selected leader based on his or her ethical conduct and effective communication to determine if this leader was successful in motivating and empowering you to improve on your work performance. Explain your answer.
4.Determine three (3) best practices organizational leaders can use to motivate employees and discuss their potential benefits.
5.Discuss some of the challenges leaders encounter when managing diversity and how diversity helps business organizations better compete in global markets.
6.Develop an effective business strategy to address the challenges and issues you have identified above.
7.Use at least five (5) quality references. Note: Wikipedia and other Websites do not qualify as academic resources
Your assignment must follow these formatting requirements:
?Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
?Include a cover page containing the title of the assignment, the student?s name, the professor?s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
The specific course learning outcomes associated with this assignment are:
?Explain the principal theories of leadership and motivation, and describe the fundamental considerations in managing and motivating individual and group behavior.
?Explain the multiple aspects of the managerial planning process and the application of various business and corporate-level strategies.
?Assess how various leadership styles fit cultural differences and effectively operate in global markets.
?Analyze the importance of ethical behavior to an organization?s culture and the new ethical dilemmas created by globalization
?Describe actions to improve communications, manage conflict, develop strong organizational culture, and improve the ethical behavior in organizations.
?Use technology and information resources to research issues in management concepts.
?Write clearly and concisely about management concepts using proper writing mechanics.
Click here to view the grading rubric...

Focusing on how to evaluate and discuss my leadership practices and how to strengthen them.
Evaluate and discuss their leadership practices in 6 pages of content.

The paper should be in APA 6th style, double spaced, 1 in. margins, Times New Roman, 12 pt. Font. Proper spelling and grammar will be expected in the paper.

This paper needs to concentrate on different forms of leadership such as:
These are just a few examples to look at throughout writing your paper:
Common actions leaders take to accomplish the extraordinary
Describe the practices of exemplary leadership
Explain why credibility is the foundation of leadership and provide examples of CREDIBLE leadership behavior
How to earn and sustain personal credibility
Touch base on how leaders genuinely express themselves and authentically communicate
Leaders speak not only for themselves but for groups and organizations
Leaders are much more in control of their lives when they are clear on personal values
Values keep is focused and motivated
Recognition of shared values provides people with a common language
You cannot lead through someone elses values or their words.

THIS ASSIGNMENT IS DUE today September 25th before 12:00 P.M
Please email me back as soon a possible if this paper can't be completed before 11:00 tonight.

If additiona information is needed please contact me at 716-818-7073.


This assignment is due Midnight, Eastern Time Zone, USA Monday, September 25,2006

Your response should be submitted as an ATTACHMENT with an rtf or doc extension.


Important: Please be sure to read how this assignment will be evaluated "Critical Response Paper Evaluation Criteria" and follow instructions carefully.


Critical Response Paper Evaluation:

I will evaluate your critical response paper based on the following points. My goal is to help our succeed in this course, so please read and follow these comments carefully.

Your article selection: Did you choose an appropriate peer reviewed journal article? Was the article appropriately cited? Was your article choice appropriate to the topic of discussion?
Organization of the Paper: Did you include appropriate subheadings so that the reader could follow your reasoning? Did you include your name, course name, module number and name and date submitted? Did you use standard citations in the body of your paper and in the reference section? Did you follow generally acceptable grammar and composition practices? Was your paper organized and thorough?

Format: Was your written assignment generally free of typographical errors? Did you follow instructions for the submission of the critical response paper? Did you submit the paper by the deadline? Was the paper prepared according to instructions, e.g. paper page length, type of font used, no clip art, etc.

Content of Analysis: Did you summarize the main points of the article in your own words? Did you include insightful comments and original observations? Did you integrate concepts discussed in class, based on your personal experience, if any, in this area? Did you include additional references? Did you support any observations that you made with examples to illustrate your points? Did you include a conclusion? Did you answer the questions that the instructor posed, if applicable?





Assignment: High Performance Management
Module 1: Managing Internal Processes

Critical Response Paper Assignment



Instructions: Choose an article from a peer reviewed management journal on One of the following topics:
1) management education
2) learning organization
3) business reengineering
4) quality improvement
5) total quality management
6) cross functional teams



Write a four page, double spaced typed paper that critically reviews the major points in the journal article. You may use the discussion points raised in our on-line participation classroom, the text and other outside readings. Do not simply summarize the article. Please see previous information on how to write a critical response paper.



IMPORTANT Critical Response Paper Instructions

Students are expected to prepare a concise summary and critical analysis of their article. The paper should be typed, double spaced using 12 point font in Times New Roman. The paper should not exceed the number of pages assigned.

Content and Organization of Paper: Your critical response should include a complete citation of the article and the following subheadings: (1) Your Name, Date Submitted, Title of Article, Module Number and Name, Course Name (2) Article Summary and (3) Critical Analysis. The goal of these critical response papers is for you to clearly and concisely summarize the main points of the article in your own words (i.e. do not repeat the article abstract), and to critically evaluate the article (i.e. discuss the article?s strengths and weaknesses, and compare its major points to those discussed in our class discussions and the Belasen text. Do not include a title page.

Students must meet the assignment deadline. MS Word should be used and the paper should be attached to the Submit Assignment as an rtf document.


IMPORTANT: PRINT OUT THIS PAGE SO THAT YOU CAN REFER TO IT.






High Performance Managers

High Performance leaders have multiple frames of reference that require them to have cognitive complexity but also behavioral complexity or the ability to play a variety of roles in their organizations (Hooijberg and Quinn, 1992). Managers who demonstrate their ability to play these multiple roles, outlined in the Competing Values Framework, have been found to be perceived as more effective by their peers compared to those managers with less paradoxical capabilities or behavioral complexities (Quinn, Spreitzer and Hart, 1992). These findings have lead to the hypothesis that ?the simultaneous use of the vision setter, motivator, analyzer and task master roles by executives [are] associated with high performance on all three performance dimensions-financial, business and stakeholder (Hart & Quinn 1993:556).

Flexibility
HUMAN RELATIONS

The Motivator


Internal OPEN SYSTEMS

The Vision Setter


External
The Analyzer


Internal Processes The Task Master


Rational Goal

Control


Managers As Vision Setters

Top managers are concerned with strategic decisions that affect the equilibrium and effectiveness of organizations. They must have the ability to articulate an emotionally meaningful vision of organizational change or mission. This must be clear, consistent, compelling. They must be able to mobilize support for that vision using their charisma. These high performance leaders are people who influence the core values of their organization, shape its structural arrangements and institutionalize the new vision through their personal example. They are engaged in maintaining the effective flow of communication both internally, through informal networks and externally through environmental scanning so that they can sense emerging trends and shape the direction of the organization. They have great interpersonal skills and they have a good deal of knowledge about their industry?s inner workings.
Managers as Motivators

Top managers who are motivators are those leaders who influence the construction of organizational shared reality. These are a core set of concepts and priorities which infuse and energize organizational members. Using innovative structures, programs and processes, these managers challenge people to assume new responsibilities, gain new competencies and achieve higher levels of performance. They manage meaning through the sue of symbols, sagas, rituals and metaphors to help create a commitment to overarching goals and the cross functional synergies needed to maintain these goals.
Managers as Analyzers

Top managers? span of attention involves overseeing internal operating efficiencies through decision and rule making that shape internal processes. They ask difficult questions which force business and functional managers to think in new ways. Their skills as analyzers are to make sure that organizational capabilities and core competencies are in place to achieve the organizational vision.
Managers as Task Masters

Top managers emphasize external goals, effective performance and optimal results. Their main concern is to improve productivity and profitability. This is probably the most common role that top managers play (Quinn and Hart 1993).


Characteristics of High Performance Leadership

High performance leaders are both instrumental and transformative and transformational leadership is anchored in action. Action Learning requires flexibility and adaptation while adaptation requires the creation of a fluid organization with horizontal management, multifunctional teams, and self-management emphasis. Renewal and continual improvement are important for the success of team based organizations

While quality improvement and process reengineering are vital for the achievement of performance breakthroughs and transitioning an organization into world-class leadership positions. All world-class organizations use internal and external networking to continuously realign themselves with the external environment. This is an ever evolving process which can be supported by a high speed management system, sustained by action learning, and inspired by high performance leaders. High performance leadership is the moving force that helps organizations create a vision of success, embrace new technologies, structures and processes, and carry out a reformulated mission with excellence and compassion.

(Belasen, A. (2000). Leading the Learning Organization: Communication and Competencies for Managing Change. New York: State University Of New York Press)


Module Managing Internal Processes
Overview In managing internal processes the manager takes on the roles of the coordinator, monitor, facilitator and mentor. These roles emphasize internal process functions within the organization.
As cross-functional and self-managed team leaders, coordinators are the critical links between concept of quality and the involvement of employees.
In the monitor role, managers must optimize the balance between technical knowledge of the work process and internal personal skills required for high performance. Leaders must set clear goals and assure that teams goals are aligned with larger goals in the organization. Facilitative leaders foster collective effort, build cohesion, morale, and manage interpersonal conflict. The role revolves around generating membership and commitment to group goals in support of overall organizational goals. In the mentor role, the leader must learn to leverage people resources as the fundamental strategy for success.
Objectives Mastery of this module will enable you to:

Identify and acquire the knowledge, skills and behavior for successful job, team and business performance;

Lead self-managed, cross-functional teams;

Apply incremental or breakthrough learning to your organization;

Understand a customer focused approach to management learning

Increase your understanding of horizontal organizations, total quality management, business process reengineering and enhancing organizational learning
Learning Activities Class Discussions & Critical Response Papers
Short Essay Examination

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Managing Internal Processes

Source: Readings: Belasen, A.T. (2000). Leading the Learning Organization. Albany, NY: State University Press (Chapters 4-5; Chapters 8-9)

Chapter 4: Managing the Value Based Organization: Hierarchical Structures and Cross Functional Teams

In managing internal processes the manager takes on the roles of the coordinator, monitor, facilitator and mentor. These roles emphasize internal process functions within the organization. In this role the manager uses such tools as Total Quality Management for organizational empowerment. Total Quality Management organizations emphasize cross-functional teams & allow employees greater access to information. This is a must and a means to encourage the empowerment of employees to increase their involvement. Empowerment means employees get delegated managerial authority and the creation of opportunities to influence work outcomes. However, employees then become accountable for their decisions, actions and outcomes when they control their own destinies. Empowerment is transactional in the formation of technical and operational interdependence. It is transformational in the evolution of a new culture and mindset. Transactional characteristics of a leader must be balanced against the transformational characteristics of a leader.

As cross-functional and self managed team leaders, coordinators are the critical links between concept of quality and the involvement of employees. Team leaders are expected to teach quality concepts and dynamics; get team members involved in problem-solving; work well with other people in other units; help the team develop a charter of boundaries and outcomes; and resolve conflicts and manage interpersonal aspects of the team.

Horizontal management is reinforced by high-speed communications, elimination of useless work & the people who do it, and running what remains with a new set of principles and skills. Leaders move toward horizontal management if they are faced with a strong motivation to change such as globalization or tough competition; and they assess the outcomes of change. Managers work to close the knowledge gap between managers and workers by exposing workers to factors affecting organizational operations and outcomes. The challenge for transformational leaders is to provide enough coaching and training so that professional growth can occur in the right direction. The distinction between manager and non-managers blurs, especially with respect to information, control over assignments, and access to external relations.

Self Managed Teams are formed to improve work unit functioning diagnostically by identifying problems and their solutions. They are highly interdependent, multiskilled, and responsible for a whole work process that delivers a service or product to an outside group. The effectiveness of SMT is judged by team members? input skills, process orientations, quality outputs, and the degree to which they work interdependently in the future and how well the team has promoted personal growth and personal well being of the team members.

Chapter 5: Organizing around Processes and Outcomes: Quality Programs and Reengineering

In the monitor role, managers add internal value by managing between the white spaces.Since vertical, hierarchies are being replaced by flexible networks,adaptive systems, informal structures and horizontal structures, the new organizational center is cross functional teams. Leaders must optimize the balance between technical knowledge of the work process and internal personal skills required for high performance. Leaders must set clear goals and assure that teams goals are aligned with larger goals in the organization. Once a team reaches maturity, the leader should empower the team members and gradually reduce leadership involvement.

Core competencies involve value adding for the organization as reflected in its collective knowledge and ability to perform activities. They include the transference and synergy, and coordination of technology and the human resources and knowledge needed to create and deliver value to the organization. Core competencies use systems thinking, managing across functions, leveraging collective organizational knowledge, network learning, and integrating and communicating performance targets across organizational boundaries.

Broadbanding is a competitive line management organizational strategy that supports the streamlined developmental format of organizational structure. Managers organize staff specialists according to their contributions to the organization instead of their disciplines. Because broadbanding supports the creation of networked learning, it can enhance the ability of an organization to concentrate its synergistic brainpower to respond quickly.Using broadbanding and forming networked learning teams organized around core competencies will provide organizations with an integrated approach to organizational transformation. This achieves organizational flexibility and high performance by organizing around these core competencies. The challenge for organizational leaders is to also incorporate the need for integration and consistency.

Managers at the high levels should manage interfaces and be responsible for work flow processes. They should establish objectives, strategies, monitor internal and external feedback and evaluate performance and allocate resources. They should also be responsible for process improvement. Using business reengineering, management can focus on fundamental rethinking and radical redesign to achieve dramatic improvements in critical and contemporary measures of performance such as cost, quality, service and speed. Through this process, the organization can create operational and organizational breakthroughs. However, because reengineering is total system change, it generates resistance from people who are satisfied with the status quo. The leader must act as a catalyst for change by the act of reinforcing critical and creative thinking. High performance leaders must be able to institutionalize the process.
They should recognize when to use TQM and when to use BPR.


Chapter 8: Enhancing Organizational Learning Communication Strategies and Methods

In the role of Facilitator, the manager fosters collective effort, builds cohesion, morale, and manages interpersonal conflict. The role revolves around generating membership and commitment to group goals in support of overall organizational goals. The manager clarifies the roles expected of individual team members and encourages interaction through the sharing of knowledge and unique strengths. The leader encourages organizational learning. Organizations learn by acquiring new knowledge and updating their organizational memory with that knowledge. Fluid organizational structures increase the capacity of an organization to process more information, acquire knowledge, and improve organizational learning and memory.

Organizations learn by direct experience: communication intensive organizations can transmit knowledge rapidly and effectively across the organization. The choice of media to transmit knowledge can affect its timeliness, revision, summarizing, delay etc; interpretations of history: learning happens by drawing on shared meanings, construction and management. Knowledge transfer will depend on the ability of organizational members to develop shared language, symbols, rituals that glorify the past, rationalize the history and experiences of the organization. The retrieval of knowledge from organizational history is important. Knowledge is stored and retrieved by conforming to existing patterns of communication and regularized behaviors. Staff use symbols and patterns that differentiate themselves from other staff, but they also work and store information along core values. Personal learning occurs through reflection and experimentation while organizational learning occurs through sharing the experiences of people. Horizontal organizations benefit from the capacity of people to share knowledge much more than vertical command and control hierarchies and centralized networks of communication do.

Managers can leverage communication processes by creating lateral relations that increase the ability of a company to process information. In this way, cross-functional teams and self-directed work units enhance an organization?s responsiveness to customer needs and link organization internally. Managers can also increase learning by getting information externally through formal scanning processes and boundary spanning activities. Finally, leaders can increase learning by disseminating information through nondirectional communication relations between organizational members by converting environmental data into meaningful information. This process enhances organizational knowledge and guides decision-making.



Chapter 9: Learning to learn: competency education for management development

In the mentor role, the leader must learn to leverage the people resources as the fundamental strategy for success. Underlying assumption of the competency movement is the identification of knowledge, skills, abilities and behavior for successful job, team or business performance. This is the direct link to actualizing the shared mission of all organizations-achieve and maintain competitive advantage domestically and globally.

A high performance leader acting in the mentor role must recognize that adult learners use a frame of reference and mental constructs that are based on their intuition and common sense regarding what works well and what fails. They are trained and develop requisite skills that conform to the need to become highly proficient and productive in fulfilling their tasks. They are taught to think critically, be decisive, initiate actions, and add tangible value to their work units and organizations. The ability to understand the world from different perspectives allows the business manager to be more flexible, better able to compromise and negotiate and better able to cultivate useful working relations, motivate people and understand diversity. Managers must recognize that continuous learning is like a race without a finish line.

The key to successful mentoring is developing and maintaining effective relations between the manager and their employees. The cycle of developmental relations moves through initiation, cultivation, separation and redefinition. Each phase has particular affective experiences, developmental functions and interaction patterns shaped by individual and organizational needs.

Mentoring can potentially enhance the career and professional development of employees and team members. Through psychosocial functions such as counseling, confirmation, role modeling, acceptance and friendship, team members can develop a sense of confidence and competence.High performance or transformational leaders will become self-defining with strong internalized values and ideals about the future direction and the role of their organizations.They recognize people as resources rather than costs. These leaders have trust and confidence in their employees and they are first to delegate and trust and empower their employees.As mentors, these leaders develop a cadre of competence managers with an inner purpose. They cultivate these employees with their congruent values who can potentially become future organizational leaders.
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There are faxes for this order.

Complete Project Recommendations

Google company:

For this final element, you will synthesize all of your research and create recommendations to the organization?s leaders on ways that the organization can adjust and improve in each of the following areas:
Reward and Performance Practices
Decision-making
Conflict
Leadership and Organizational Structure
Organizational Culture and Change
You may include other recommendation sections as appropriate for your organization.
Justify your research by including scholarly research that has been conducted on comparable organizations. Be sure to include both the pros and cons of your recommendations.


Most Importantly No plagiarism

Note: Wikipedia is not an acceptable source.

Paper should include the following:
- Explain the principal theories of leadership and motivation.
- Analyze organizational structure and culture of Apple to determine its approach to team development, and comment on whether that approach helps/hinders relationship skills in the workplace.
- Evaluate the performance of Apple's leader based on his or her ethical conduct and effective communication.Comment on the impact of successfully motivating and empowering employees to improve on work performance.
- Determine three (3) best practices organizational leaders can use to motivate employees and discuss their potential benefits.
- Discuss some of the challenges leaders encounter when managing diversity and how diversity helps business organizations better compete in global markets.
- Develop an effective business strategy to address the challenges and issues you have identified above.
- Analyze the importance of ethical behavior to an organizations culture and the new ethical dilemmas created by globalization.

Write a one page essay reply to each question using 2 scholarly/empirical articles per question no older that five years to justify the answer please.

1. How significant is social (non-business) interaction in an organization? Why? How does cultural preference most significantly influence the social interaction style of an organization? Why?

2. Is there a significant difference in workplace productivity and meeting of expected organizational outcomes based on the cultural background of the individual? Why or why not?

3. There are a host of cultural assessment tools available to organizational leaders. Which of these is the most useful to a novice leader? Why? Which is most useful to a seasoned leader? Why? Does the utility of a given instrument vary significantly depending on whether the leader is a novice or a seasoned leader? Why or why not? Does length of time spent as part of the organization affect the utility of a given instrument? Why or why not?

Select two or three organizational leaders for your analysis for this activity from current research. Critique each leader with regards to Douglas MacGregor?s Theory X and Theory Y. Identify the proper category for each leader in your assessment. Include examples of various situations or actions which reflect the type of leader they are. APA Format. Sources must no older than 5 years.

Effective Approaches in Leadership and Management

In this assignment, you will be writing a 1,000-1,250-word essay describing the differing approaches of nursing leaders and managers to issues in practice. To complete this assignment, do the following:

1) Select an issue from among those listed below: Selected as below per the instructor:

a) Nursing shortage and nurse turn-over

2) Compare and contrast how you would expect nursing leaders and managers to approach your selected issue. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings.

3) Identify the approach that best fits your personal and professional philosophy of nursing and explain why the approach is suited to your personal leadership style.

4) Use at least two references other than your text and those provided in the course.

5) Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

6) This assignment uses a grading rubric that can be viewed at the assignment's drop box. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.
The grading rubric is provided as below:

Criteria Achievement Level
Unsatisfactory
(0-71%) Less than Satisfactory
(72-75%) Satisfactory
(76-83%) Good
(84-94%) Excellent
(95-100%)
Compare and contrast how you would expect nursing leaders and managers to approach your selected issue. Support your rationale by using the theories, principles, skills, and roles of the leader versus manager described in your readings. 4.26 points
The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue is not provided. 4.5 points
The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue is provided; however, relevant information is missing, such as not providing support for your rationale by using the theories, principles, skills and roles of the leader versus manager described in your readings, or not providing at least two references beyond your text. 4.98 points
The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue is provided and meets the basic criteria for the assignment as indicated by the assignment instructions. 5.64 points
The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue meets all criteria for the assignment, and is provided in detail. 6 points
The comparison and contrast of how you would expect nursing leaders and managers to approach your selected issue meets all criteria for the assignment, is provided in detail. Higher level thinking is demonstrated by incorporating prior learning or reflective thought.
Identify the approach that best fits your personal and professional philosophy of nursing and explain why the approach is suited to your personal leadership style. 4.26 points
The identification of the approach that best fits your personal and professional philosophy of nursing is not provided. 4.5 points
The identification of the approach that best fits your personal and professional philosophy of nursing is provided; however, relevant information is missing, such as an explanation to why the approach is suited to your personal leadership style. 4.98 points
The identification of the approach that best fits your personal and professional philosophy of nursing is provided and meets the basic criteria for the assignment. 5.64 points
The identification of the approach that best fits your personal and professional philosophy of nursing, along with an explanation to why the approach is suited to your personal leadership style, is provided in detail. 6 points
The identification of the approach that best fits your personal and professional philosophy of nursing meets all criteria for the assignment, and is provided in detail. Higher level thinking is demonstrated by incorporating prior learning or reflective thought.
Thesis Development and Purpose


0.53 points
Paper lacks any discernible overall purpose or organizing claim.

0.56 points
Thesis and/or main claim are insufficiently developed and/or vague; purpose is not clear. 0.62 points
Thesis and/or main claim are apparent and appropriate to purpose. 0.71 points
Thesis and/or main claim are clear and forecast the development of the pap. It is descriptive and reflective of the arguments and appropriate to the purpose. 0.75 points
Thesis and/or main claim are comprehensive; contained within the thesis is the essence of the paper. Thesis statement makes the purpose of the paper clear.
Paragraph Development and Transitions

0.53 points
Paragraphs and transitions consistently lack unity and coherence. No apparent connections between paragraphs are established. Transitions are inappropriate to purpose and scope. Organization is disjointed. . 0.56 points
Some paragraphs and transitions may lack logical progression of ideas, unity, coherence, and/or cohesiveness. Some degree of organization is evident. 0.62 points
Paragraphs are generally competent, but ideas may show some inconsistency in organization and/or in their relationships to each other. 0.71 points
A logical progression of ideas between paragraphs is apparent. Paragraphs exhibit a unity, coherence, and cohesiveness. Topic sentences and concluding remarks are appropriate to purpose. 0.75 points
There is a sophisticated construction of paragraphs and transitions. Ideas progress and relate to each other. Paragraph and transition construction guide the reader. Paragraph structure is seamless.

Mechanics of Writing
(includes spelling, punctuation, grammar, language use)

0.53 points
Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice and/or sentence construction are used. 0.56 points
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register); sentence structure, and/or word choice are present. 0.62 points
Some mechanical errors or typos are present, but are not overly distracting to the reader. Correct sentence structure and audience-appropriate language are used. 0.71 points
Prose is largely free of mechanical errors, although a few may be present. A variety of sentence structures and effective figures of speech are used. 0.75 points
Writer is clearly in command of standard, written, academic English.


Paper Format
(1- inch margins;
12-point-font;
double-spaced;
Times New Roman, Arial, or Courier)
0.21 points
Template is not used appropriately or documentation format is rarely followed correctly. 0.23 points
Template is used, but some elements are missing or mistaken; lack of control with formatting is apparent.

0.25 points
Template is used, and formatting is correct, although some minor errors may be present. 0.28 points
Template is fully used; There are virtually no errors in formatting style. 0.3 points
All format elements are correct.


Research Citations
(In-text citations for paraphrasing and direct quotes, and reference page listing and formatting, as appropriate to assignment)
0.32 points
No reference page is included. No citations are used. 0.34 points
Reference page is present. Citations are inconsistently used. 0.37 points
Reference page is included and lists sources used in the paper. Sources are appropriately documented, although some errors may be present. 0.42 points
Reference page is present and fully inclusive of all cited sources. Documentation is appropriate and GCU style is usually correct. 0.45 points
In-text citations and a reference page are complete. The documentation of cited sources is free of error.


The readings for #2 as stated in the instructions above, is provided as below:

READINGS:
Read chapters 8, 9, 11, and 17 in the text book.

Read "Communication Strategies for Getting the Results You Want" by Haeuser and Preston, from the Healthcare Executive (2005), located in the GCU eLibrary at http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=15458261&site=ehost-live&scope=site

Read "Improve Your Environment Through Communication and Change" by Lefton, from Nursing Management (2007), located in the GCU eLibrary at http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2009384739&site=ehost-live&scope=site

Read "Persuasive Business Proposals: Writing to Win More Customers, Clients, and Contracts" by Obuchowski, from the Harvard Management Communication Letter (2005), located in the GCU eLibrary at http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=17515580&site=ehost-live&scope=site

Wertheim, E. (n.d.). Guide for Written Communication. Northeastern University, College of Business Administration. Retrieved August 25, 2007, from http://web.archive.org/web/20080211140854/http://web.cba.neu.edu/~ewertheim/skills/writovv.htm

Read "Verbal Communication Model: An Idea", located on the Vtaide Web site at http://www.vtaide.com/lifeskills/verbalC.htm

Read the Module 2 Lecture.:

INTRODUCTION


Every organization needs both managers and leaders. Although these roles may be in conflict with each other in certain circumstances, the health care environment demands the contribution of both managers and leaders. The focus for this week will be on the roles and responsibilities of managers and leaders in health care organizations, their differences, their similarities, and how they may be integrated.




Roles and Responsibilities of the Manager

The role and responsibilities of the manager are to ensure that organizational resources are used effectively and efficiently. A manager's responsibility is to make sure staff has the tools required to accomplish the work. A manager is often perceived as being task-oriented.

According to Donnelly (2003), the skills of a manager can be divided into these categories: leadership skills, people skills, budgeting and finance, quality of care skills, and information technology skills. Leadership skills, although often differentiated from management skills, are absolutely essential for nursing managers. People skills include interviewing new employees, conducting staff meetings, and communicating effectively with the members of the team. Financial skills may be most often associated with managers and are important in every organization. For the nurse manager, finances are particularly important, as we need to be able to support the work of patient care with the resources necessary to provide that care. Quality of care skills include understanding how to gather, analyze, and interpret quality data and how to use that data to drive performance improvement. Information technology skills are increasingly important as healthcare becomes more automated and nurses become more dependent on computers as tools at the bedside.

According to Kotter, the result of an effective manager is "predictability and order which consistently produces key results for various stakeholders" (1990, p. 2). Managers make life easier for employees through concrete actions. Managers set the expectations and the rules to be followed, motivate the individual members of the team, and assist each staff member to develop their full potential.

Roles and Responsibilities of the Leader

"?let whoever is in charge keep this simple question in her head (not, how can I always do this right thing myself, but) how can I provide for this right thing to always be done?" (Florence Nightingale, Notes on Nursing)

Leaders are often seen as individuals who encourage the growth and progress of the organization. The word itself implies movement, and an effective leader will not let a person remain where they are in terms of rank or skill level. An effective leader promotes forward movement.

Leadership remains a vague concept, but ideas about what makes a great leader abound. According to The Teal Trust (n.d.), Warren Bennis defines leadership as a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential. Leaders inspire, enable, encourage, and act as role models. A true leader will not let personal goals or conflicts affect the goals of the organization.

Leaders have four main responsibilities. The first is to establish direction, vision, and the strategy to reach that vision for the future. The second is to align people around the vision through communication. This step is critical for leadership because it is where buy-in of the vision occurs. The leader must establish support for the vision in order to make it a reality in the present. The third responsibility of leadership is to motivate and inspire. These two topics are most popular when discussing leadership. And finally, leaders must overcome political, bureaucratic, and resource barriers to make change happen.

Kowalski (2003) describes the Five C's of Leadership as character, commitment, connectedness, compassion, and confidence. Individuals should evaluate their personal leadership skills by evaluating their behavior in private situations. Is keeping one's word and valuing other people a common behavior?

Integrating the Roles of Manager and Leader

Not all leaders are managers, and not all managers are leaders. All managers have formal authority through title and position in the organization, but some leaders have no formal authority or title; these are informal leaders. Although the term manager and leader are often used interchangeably, distinct differences between the roles do exist, as well as overlap in the function of the two roles. For example, a leader may be able to articulate a compelling vision of a highly functioning unit in which patient care is exemplary and the staff is performing to their highest level. However, if the leader who articulates this vision is unable to ensure that day-to-day operations are carried out effectively, staff will not be inspired to work toward the goal(s) that have been set. Managers who find that they are weak on leadership must strive to develop their leadership skills. (Donnelly, 2003)

Nursing managers and leaders must understand their role in the importance of communication both within and outside of the organization. Each word, action, or statement may be taken out of context. Therefore, words must be weighed carefully. As discussed in Lecture 7, communication is imperative to conflict resolution. The focus for this week will be on the styles of communication and role of the leader in communicating a shared vision.

Non-verbal communication

According to Select, Assess and Train (2007), studies show that during interpersonal communication, 7% of the message is verbally communicated and 93% is nonverbally transmitted. Of the 93% that is nonverbal, 38% is through vocal tone and 55% is through facial expressions.

Body language might be the oldest language, and it can be the determining factor of whether leaders are successful. Good posture indicates that a leader is confident, and making eye contact tells the receiver that the speaker is interested in them, although it can be tricky due to varying cultural norms. Hand movements can reveal what the mind is thinking. Hands with little movement signify calmness. Hands that are active may indicate nervousness or tense situations. A person who is defensive and is rejecting a message will most likely fold their arms, cross their legs, or turn their body away from the speaker.

Listening is a key element in nonverbal communication. Gabor (1994) gives these tips for T-A-C-T-F-U-L conversations:

T = Think before you speak

A = Apologize quickly when you blunder

C = Converse, don't compete

T = Time your comments

F = Focus on behavior?not on personality

U = Uncover hidden feelings

L = Listen for feedback

In other words, what is said is not nearly as important as how it is said.

Verbal Communication

Verbal communication is the most common type of communication and perhaps the most dangerous. Leaders and managers must possess skills and knowledge to discern whether the information presented are the facts or whether the information is out of context. Adeptness in acquiring information and questioning will save the leader from communicating decisions with grave consequences.

Mistrust results when information is withheld, resources are allocated inconsistently, and employees have no support from management. It doesn't matter if these things have actually happened or not. As long as the perception exists that these situations are real, the climate of mistrust will escalate and employee alienation will grow (Fitzpatrick, 2003, p. 129).

Making presentations to groups or key individuals is a regular part of the leader's role. Delivering a comprehensible message that is required to gain support requires practice, review, and a willingness to overcome the greatest fear in communication?public speaking. In public speaking or when giving any presentation, it is imperative to know the subject. A speaker should be prepared for a situation in which the audience questions the content and its validity.

Technology can be a great aide to communication, except when it does not work. Having a backup plan is essential. In the early part of the presentation, the speaker should gain trust with the audience and intrigue them so that they want more information. The core of the presentation should be kept concise, and feedback should be asked for in the end so that the speaker will know how to improve for the next time. In a small group, feedback and questions can be asked for periodically.

Speaking one-on-one with an individual is quite different from a presentation, but it still has the potential to be intimidating, depending on the subject matter and situation. Techniques to overcome this uneasy feeling include the use of open-ended questions that encourage expression and open dialogue. A speaker may ask, "Would you mind telling me more about that?" He or she can also use eye contact and lean forward. Being natural and relaxed also helps. Paraphrasing the message in fewer words can confirm whether the message was received accurately. Throughout the conversation, the speaker should be conscious of his or her tone. Tone sets the stage for open or closed conversation. To conclude the conversation, the main points can be summarized to check that the receiver is in agreement with what has been said.

Written Communication

Many people are intimidated by writing because when something is in written form, it cannot be taken back and is open to scrutiny indefinitely. Thankfully, today's technology takes grammar, spelling, and punctuation to a new level of error prevention. Some basic tips when writing include the following:

1) Avoid the use of slang words or conjunctions.

2) Do not fall prey to repetitive words or phrases?when in doubt, consult a thesaurus.

3) Spell out all acronyms when first referring to an entity? once identified, you may then use the abbreviation.

4) Steer clear of the use of symbols.

5) Keep sentences short, but not choppy.

6) Check the spelling of names of people or companies.

Letter writing should start with an overall summary in the first paragraph. This tells the reader why this information is important to read. The body of the letter should explain the reason for the letter and the background information. The closing is the final impression a writer leaves and should emphasize the importance of an action item such as a follow-up. The writer should proofread the letter thoroughly for punctuation, content, conciseness, and flow. It is important to ensure that the message is clear. Finally, contact information should always be included.

In these modern times, most written communication in business is conducted via e-mail. Although one may feel tempted to treat e-mail more casually than a business letter, remember that this is still business communication. Perceptions of people are determined, in large part, by the tone set in e-mail and other forms of communication. When in doubt, err on the side of formality, rather than informality in e-mail. No one should write anything in an e-mail that they would not want others besides the sender to see. There is no way of knowing to whom the e-mail may be forwarded. Never use ALL CAPS in e-mail as this can be perceived as shouting at the reader. Finally, keep e-mails short. If the reader has to scroll down to read the end of the message, there is a good chance it will not be read.

Career Planning and Resume Development

Frank Lloyd Wright once said, "I know the price of success; dedication, hard work, and an unremitting devotion to the things you want to see happen." This requires, of course, that one knows what one wants in life and in a career. The first step then, in career planning, is self-reflection in order to discover what one's true desires are. Without spending time examining the wishes of the heart and mind, it is impossible to create a plan for success in one's career. Once a career plan has been defined, career goals can be set that will enable the end point to be reached.

After this work has been done, one must create a resume that will enable the individual to gain employment in the organizations that will best facilitate one's career goals. In nursing, many positions at the front line do not require a resume but only an application. However, it is important to note that while the application may give the employer the information that they desire, the resume gives the applicant an opportunity to call attention to those values, skills, and interests which the nurse believes are of importance to the role in question. The resume should point out to the prospective employer the applicants strengths and passions, both professionally and personally.

Rather than beginning a resume with an objective, an innovative approach is to include a profile, written in an active voice. Whereas an objective tells the employer what the applicant is seeking, a profile highlights for the employer what the applicant brings to the role.

Guidelines for successful resume preparation from Marquis and Huston (2006) include:

1) Type the resume in a format/font that is easy to read.

2) Emphasize your strong points and minimize your weaknesses.

3) The resume should be free of grammatical or syntactical errors.

4) The resume should be written in a direct manner using active voice whenever possible.

Communicating a Shared Vision

"Vision without action is a daydream. Action without vision is a nightmare." ? Japanese proverb.

This statement illustrates well the importance of vision, and a vision is only as good as the extent to which it is communicated effectively to those who must make it come alive. Vision gives purpose to an organization and its employees and meaning to daily tasks. Leaders establish integrity when communicating vision, walking the walk, and talking the talk. Some of the core behaviors that leaders use to communicate vision include showing empathy, demonstrating ethical decision-making, and focusing on planning and the intricacies of impact when action is taken. It is critical to involve others and communicate vision through many different methods and with a variety of strategies. This tactic gives people the opportunity to adjust, adapt, and embrace the change that is inherent in moving towards the future. An open communication model is imperative to the success of the leader and the organization.

CONCLUSION


Although managers and leaders have distinct roles within an organization, the most effective people will blend the functions and roles in their work. Management keeps the wheels turning, making sure the lights are on, that people get paid, and that everyone is meeting their targets. Leadership involves taking risks, changing things that require change for the growth of the organization, sharing one's ideas and opinions, and exposing oneself to criticism. It takes both managers and leaders to keep an organization running and to move the organization into the future. If one person is both a manager and a leader, the organization benefits through efficiency and effectiveness.

A successful leader must be:

1) Known to those he or she hopes to lead?must be visible and approachable.

2) Expert in the development, execution, and evaluation of public relations plans.

3) Articulate with one-on-one conversation, small groups, or large audiences.

4) Capable of convincing all stakeholders of the possibilities inherent in the future.

5) A great listener, both inside and outside of the organization.





Leaders need to be keenly aware of their verbal and nonverbal communication styles. Having emotional intelligence in these areas can prevent chaos and support a flourishing organization.



REFERENCES


Donnelly, G. F. (2003). How leadership works: Myths and theories. Five keys to successful nursing management. Philadelphia: Lippincott, Williams, & Wilkins.

Fitzpatrick, M.A. (2003). Getting your team together. Five keys to successful nursing management. Philadelphia: Lippincott, Williams, & Wilkins.

Gabor, D. (1994). Speaking your mind in 101 difficult situations. New York: Simon & Schuster.

Kotter, J. (1990). A force for change: How leadership differs from management. New York: Free Press.

Kowalski, K., & Yoder-Wise, P. S. (2003). Five C's of leadership. Nurse Leader, 1(5), 26-31.

Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application (6th ed.). Philadelphia: Lippincott, Williams, & Wilkins.

Select, Assess & Train. (2007). Non-verbal communication.

The Teal Trust. (n.d.). Our definition of leadership.

Ross, A., Wenzel, F. J., & Mitlyng, J. W. (2002). Leadership for the future: Core competencies in healthcare. Chicago: Health Administration Press.
Please let me know early if you need additional instructions for this order.
Thank you ,
Lucy Amenyo.

Part one
Kodak and Fujifilm

Write a seven (7) page paper in which you describe
1) Describe the history and core business of each company.
2) Compare and contrast the approach to management that each company has pursued in order to embrace innovation.
3) Determine what other management differences have impacted the relative success of Kodak and Fujifilm. Provide specific examples to support your response.
4) Evaluate each company's approach to ethics and social responsibilty and the impact those approaches have had on each company's profitability.
5) Discuss the extent to which management of both companies adapted to changing market conditions.
6) Reccommed three (3) ways any company should build in flexibility to back up its decision making process in order to adapt to changing market conditions
NO WIKIPEDIA NO.COM ALLOWED
Either .gov, .net, .edu or books with page numbers. At least 5 references

PART TWO
LEADERSHIP ASSESSMENT
Write a seven(7) page paper in which:
1) Analyze the leadership style(s) of a senior executive (CEO, CFO, COO, Director, etc) in your current or previous organization who made a positive or negative impact on you.
2) Analyze the organizational structure and culture of the company for which you work (or would like to work) to determine its approach to team development, and whether that approach helped to enhance your relationship skills in the workplace.
3)Evaluate the performance of your selected leader based on his or her ethical conduct and effective communication to determine if this leader was succesful in motivating and empowering you to improve on your work performance. Explain your answer.
4) Determine three (3) best practices organizational leaders can use to motivate employees and discuss their potential benefits.
5)Discuss some of the challenges leaders encounter when managing diversity and how diversity helps business organizations better compete in global markets.
6) Develop an effective business startegy to address the challenges and issues you have identified above.
NO WIKIPEDIA NO.COM ALLOWED
Either .net, .gov .edu or books with page numbers At least 5 references

PART THREE
Presentation of part two LEADERSHIP ASSESSMENT

Write a nine (9) slide presentation in which:
1) Provide a tilte slide (as indicated in the format requirements below) followed by a slide with an introduction to your presentation.
2) Summarize your response to each of the criteria in Assignment 2-one (1) slide per criteron, for a total of six (6) slides.
3)Provide a summary slide which addresses key points of your paper.

Format the PowerPoint presenattion with headings on each slde and three to four (3-4) relevant graphics (photographs, graphs, clip art, etc). ensuring that the presentation is visually appealing and readable.
Include a title slide conatining the title of the assignment.
NO WIKIPEDIA NO .COM ALLOWED
Either .gov, .net.edu or books with page numbers

General Instructions

It seems like every week we are hearing about another scandal involving corporations, churches, universities, health-care organizations, political parties, NGO?s, and other organizations. Leaders are constantly pressured to cope with rapid change while balancing the demands of customers, regulators, investors, and other stakeholders. The need for leaders who can sustain survival and still embody positive values within the organization has never been greater. The key task for leadership is to align the personal and professional values and ethics of individual employees with the organization?s culture and values.



This module?s discussion involves a two-part exercise where you will be asked to choose a new CEO from six possible candidates on the basis of the fit between the candidate and the organization?s values and culture. You will be assigned to one of three groups, each representing a different company. Your assignment will be based on the last number of your Social Security Number. During the first week you will select your preferred candidate. The second week we will discuss these selections and implications for the organization as a large group. (This exercise is adapted from Reilly, A.H. and Ehlinger, S. (2007) Choosing a values-based leader: An experiential exercise. Journal of Management Education 31(2)245-262.)



Week One: Individually, find your assigned group and read the description of your company. Identify 2 or 3 key values you think would be desirable in a new CEO for that company. Then review the profiles of the six candidates and
?As a group, discuss the candidates? strengths and weaknesses and vote on the candidate you would select to interview.
?Post one interview question per group member that would further elucidate the candidate?s values and allow you to evaluate how well he or she would fit the organization.



Blue Company (Last digit of SSN 0,1,2)

Green Company (Last digit of SSN 3,4,5)

Yellow Company (Last digit SSN 6,7,8,9)


Last digit is 9

Yellow Company





Subscribe



NOTE: This forum is for the Yellow Company Discussion Group only.

After reading the Yellow Company Profile, address the following:

What specific attributes and values will our new CEO require to lead our firm in this period of change?

1.

2.

3.

Now, review the profiles of the six candidates, and
?As a group, discuss the candidates? strengths and weaknesses and vote on the candidate you would select to interview.
?Post one interview question per group member that would further elucidate the candidate?s values and allow you to evaluate how well he or she would fit the organization.

In this assignment, describe a labor negotiation policy and procedure from the point of view of an organizational leader. Include the following in your discussion: appreciate the mixed views of unions held by employees and managers as they relate to workplace reforms, protection against management, union dues, unresponsive labor leaders, and questionable benefits; identify differences in orientation and behavior between unions and management, contradictions and perceptions between management and union leaders (see Exhibit 10.2 page-278); describe paradoxes, contradictions, trends and variations in labor-management relations, collective bargaining, management, requirements for employees and governmental issues; recognize differences between the doctrine of hostility (monopoly, politics, and sovereignty) and the doctrine of harmony (cooperation, service orientation and participation), as well as between traditional bargaining and cooperative problem solving.

There are faxes for this order.

Being an Insider
This assignment is designed to shift the focus from the first personal paper when you were an outsider to a time when you were part of a group where you felt highly valued and when you were able to draw on most if not all of your talents to perform at your highest level. Use the following questions as a guide for your paper (~ 4 pages):
The first paper will be faxed as a reference. I moved back to california my senior year in high school and all of a udden i felt like an insider again.
1. Describe the highlights of the experience: What was the setting or the circumstances? What were you doing and what talents were you able to draw on to allow you to perform at your best?
2. Describe what others did and said to foster the positive feelings you experienced and enabled you to be your most productive: If there was a group leader, how did this person help you perform at your best? How did the others in the group enable you to do your best?
3. Describe what this experience taught you about feeling included in your environment. Identify several factors in organizations that would make such experiences more likely for you and others. Outline some steps organizational leaders could take to implement these factors.

Do you think being a financial manager is the best preparation for later becoming a CEO?

Write after reading the following
////////////////////////////////////////////////////////////
Article from Bureau of labor



A bachelor?s degree in finance, accounting, or related field is the minimum academic preparation, but many employers increasingly seek graduates with a master?s degree and a strong analytical background.


The continuing need for skilled financial managers will spur average employment growth.


Nature of the Work

Almost every firm, government agency, and organization has one or more financial managers who oversee the preparation of financial reports, direct investment activities, and implement cash management strategies. As computers are increasingly used to record and organize data, many financial managers are spending more time developing strategies and implementing the long-term goals of their organization.

The duties of financial managers vary with their specific titles, which include chief financial officer, vice president of finance, controller, treasurer, credit manager, and cash manager. Chief financial officers (CFOs), for example, are the top financial executives of an organization. They oversee all financial and accounting functions and formulate and administer the organization?s overall financial plans and policies. In small firms, CFOs usually handle all financial management functions. In large firms, they direct these activities through other financial managers who head each financial department.

Controllers direct the preparation of financial reports that summarize and forecast the organization?s financial position, such as income statements, balance sheets, and analysis of future earnings or expenses. Controllers are also in charge of preparing special reports required by regulatory authorities. Often, controllers oversee the accounting, audit, and budget departments. Treasurers and finance officers direct the organization?s financial goals, objectives, and budgets. They oversee the investment of funds and manage associated risks, supervise cash management activities, execute capital-raising strategies to support a firm?s expansion, and deal with mergers and acquisitions.

Cash managers monitor and control the flow of cash receipts and disbursements to meet the business and investment needs of the firm. For example, cash flow projections are needed to determine whether loans must be obtained to meet cash requirements or whether surplus cash should be invested in interest-bearing instruments. Risk and insurance managers oversee programs to minimize risks and losses that may arise from financial transactions and business operations undertaken by the institution. They also manage the organization?s insurance budget. Credit managers oversee the firm?s issuance of credit. They establish credit rating criteria, determine credit ceilings, and monitor the collections of past due accounts. Managers specializing in international finance develop financial and accounting systems for the banking transactions of multinational organizations.

Financial institutions, such as commercial banks, savings and loan associations, credit unions, and mortgage and finance companies, employ additional financial managers, often with the title Vice President. These executives oversee various functions, such as lending, trusts, mortgages, and investments, or programs, including sales, operations, or electronic financial services. They may be required to solicit business, authorize loans, and direct the investment of funds, always adhering to Federal and State laws and regulations.

Branch managers of financial institutions administer and manage all the functions of a branch office, which may include hiring personnel, approving loans and lines of credit, establishing a rapport with the community to attract business, and assisting customers with account problems. Financial managers who work for financial institutions must keep abreast of the rapidly growing array of financial services and products.

In addition to the general duties described above, all financial managers perform tasks unique to their organization or industry. For example, government financial managers must be experts on the government appropriations and budgeting processes, whereas health care financial managers must be knowledgeable about issues surrounding health care financing. Moreover, financial managers must be aware of special tax laws and regulations that affect their industry.

Areas in which financial managers are playing an increasingly important role involve mergers and consolidations and global expansion and financing. These developments require extensive specialized knowledge on the part of the financial manager to reduce risks and maximize profit. Financial managers are increasingly hired on a temporary basis to advise senior managers on these and other matters. In fact, some firms contract out all accounting and financial functions to companies that provide these services.

The role of financial manager, particularly in business, is changing in response to technological advances that have significantly reduced the amount of time it takes to produce financial reports. Financial managers now perform more data analysis and use it to offer ideas to senior managers on how to maximize profits. They often work on teams acting as business advisors to top management. Financial managers need to keep abreast of the latest computer technology in order to increase the efficiency of their firm?s financial operations.


Working Conditions

Financial managers work in comfortable offices, often close to top managers and to departments that develop the financial data these managers need. They typically have direct access to state-of-the-art computer systems and information services. Financial managers commonly work long hours, often up to 50 or 60 per week. They are generally required to attend meetings of financial and economic associations and may travel to visit subsidiary firms or meet customers.


Employment []

Financial managers held about 693,000 jobs in 1998. Although these managers are found in virtually every industry, more than a third were employed by services industries, including business, health, social, and management services. Nearly 3 out of 10 were employed by financial institutions, such as banks, savings institutions, finance companies, credit unions, insurance companies, securities dealers, and real estate firms.


Training, Other Qualifications, and Advancement

A bachelor?s degree in finance, accounting, economics, or business administration is the minimum academic preparation for financial managers. However, many employers increasingly seek graduates with a master?s degree, preferably in business administration, economics, finance, or risk management. These academic programs develop analytical skills and provide knowledge of the latest financial analysis methods and technology.

Experience may be more important than formal education for some financial manager positions?notably branch managers in banks. Banks typically fill branch manager positions by promoting experienced loan officers and other professionals who excel at their jobs. Other financial managers may enter the profession through formal management trainee programs offered by the company.

Continuing education is vital for financial managers, reflecting the growing complexity of global trade, shifting Federal and State laws and regulations, and a proliferation of new, complex financial instruments. Firms often provide opportunities for workers to broaden their knowledge and skills by encouraging employees to take graduate courses at colleges and universities or attending conferences related to their specialty. Financial management, banking, and credit union associations, often in cooperation with colleges and universities, sponsor numerous national and local training programs. Persons enrolled prepare extensively at home, then attend sessions on subjects such as accounting management, budget management, corporate cash management, financial analysis, international banking, and information systems. Many firms pay all or part of the costs for those who successfully complete courses. Although experience, ability, and leadership are emphasized for promotion, advancement may be accelerated by this type of special study.

In some cases, financial managers may also broaden their skills and exhibit their competency in specialized fields by attaining professional certification. For example, the Association for Investment Management and Research confers the Chartered Financial Analyst designation on investment professionals who have a bachelor?s degree, pass three test levels, and meet work experience requirements. The National Association of Credit Management administers a three-part certification program for business credit professionals. Through a combination of experience and examinations, these financial managers pass through the level of Credit Business Associate, to Credit Business Fellow, and finally to Certified Credit Executive. The Treasury Management Association confers the Certified Cash Manager credential on those who have 2 years of relevant experience and pass an exam, and the Certified Treasury Executive designation on those who meet more extensive experience and continuing education requirements. More recently, the Association of Government Accountants has begun to offer the Certified Government Financial Manager certification to those who have the appropriate education and experience and who pass three examinations. Financial managers who specialize in accounting may earn the Certified Public Accountant (CPA) or Certified Management Accountant (CMA) designations. (See the Handbook statement on accountants and auditors.)

Candidates for financial management positions need a broad range of skills. Interpersonal skills are increasingly important because these jobs involve managing people and working as part of a team to solve problems. Financial managers must have excellent communication skills to explain complex financial data. Because financial managers work extensively with various departments in their firm, a broad overview of the business is essential.

Financial managers should be creative thinkers and problem solvers, applying their analytical skills to business. They must be comfortable with computer technology. As financial operations are increasingly affected by the global economy, they must have knowledge of international finance; even a foreign language may be important.

Because financial management is critical for efficient business operations, well-trained, experienced financial managers who display a strong grasp of the operations of various departments within their organization are prime candidates for promotion to top management positions. Some financial managers transfer to closely related positions in other industries. Those with extensive experience and access to sufficient capital may start their own consulting firms.


Job Outlook []

The outlook for financial managers is good for those with the right skills. Expertise in accounting and finance is fundamental, and a master?s degree enhances one?s job prospects. Strong computer skills and knowledge of international finance are important, as are excellent communication skills as the job increasingly involves working on strategic planning teams. Mergers, acquisitions, and corporate downsizing will continue to adversely affect employment of financial managers, but growth of the economy and the need for financial expertise will keep the profession growing about as fast as the average for all occupations through 2008.

The banking industry, which employs the most financial managers, is expected to continue to consolidate and reduce the number of financial managers. Employment of bank branch managers, in particular, will grow very little or not at all as banks open fewer branches and promote electronic and Internet banking to cut costs. In contrast, the securities and commodities industry will hire more financial managers to handle increasingly complex financial transactions and manage investments. Financial managers are being hired throughout industry to manage assets and investments, handle mergers and acquisitions, raise capital, and assess global financial transactions. Risk managers, who assess risks for insurance and investment purposes, are in especially great demand.

Some financial managers may be hired on a temporary basis to see a company through a short-term crisis or to offer suggestions for boosting profits. Other companies may contract out all accounting and financial operations. Even in these cases, however, financial managers may be needed to oversee the contracts.

Computer technology has reduced the time and staff required to produce financial reports. As a result, forecasting earnings, profits, and costs, and generating ideas and creative ways to increase profitability will become the major role of corporate financial managers over the next decade. Financial managers who are familiar with computer software and applications that can assist them in this role will be needed.


Earnings []

Median annual earnings of financial managers were $55,070 in 1998. The middle 50 percent earned between $38,240 and $83,800. The lowest 10 percent had earnings of less than $27,680, while the top 10 percent earned over $118,950. Median annual earnings in the industries employing the largest number of financial managers in 1997 are shown below.

Security brokers and dealers
$95,100
Computer and data processing
63,200
Management and public relations
62,800
Local government, excluding education and hospitals
48,700
Commercial banks
45,800
Savings institutions
41,800

According to a 1999 survey by Robert Half International, a staffing services firm specializing in accounting and finance, salaries of assistant controllers and treasurers varied from $42,700 in the smallest firms to $84,000 in the largest firms; corporate controllers earned between $47,500 and $141,000; and chief financial officers and treasurers earned from $65,000 to $319,200. Salaries are generally 10 percent higher for those with a graduate degree or Certified Public Accountant or Certified Management Accountant designation.

The results of the Treasury Management Association?s 1999 compensation survey are presented in table 1. The earnings listed in the table represent total compensation, including bonuses and deferred compensation.

Table 1. Average earnings for selected financial managers, 1999

Vice president of finance $165,400
Chief financial officer 150,100
Treasurer 129,800
Controller 109,700
Assistant treasurer 96,500
Director treasury/finance 93,200
Assistant controller 75,900
Senior analyst 63,000
Cash manager 56,600
Analyst 45,500

SOURCE: Treasury Management Association

Large organizations often pay more than small ones, and salary levels can also vary by the type of industry and location. Many financial managers in private industry receive additional compensation in the form of bonuses, which also vary substantially by size of firm. Deferred compensation in the form of stock options is also becoming more common.


Related Occupations

Financial managers combine formal education with experience in one or more areas of finance, such as asset management, lending, credit operations, securities investment, or insurance risk and loss control. Workers in other occupations requiring similar training and skills include accountants and auditors, budget officers, credit analysts, loan officers, insurance consultants, portfolio managers, pension consultants, real estate advisors, securities analysts, and underwriters.


Sources of Additional Information

Disclaimer: Links to non-BLS Internet sites are provided for your convenience and do not constitute an endorsement.

For information about financial management careers, contact:

American Bankers Association, 1120 Connecticut Ave. NW., Washington, DC 20036. Internet: http://www.aba.com


Financial Management Association International, College of Business Administration, University of South Florida, Tampa, FL 33620-5500. Internet: http://www.fma.org
Financial Executives Institute, 10 Madison Ave., P.O. Box 1938, Morristown, NJ 07962-1938. Internet: http://www.fei.org
For information about financial careers in business credit management; the Credit Business Associate, Credit Business Fellow, and Certified Credit Executive programs; and institutions offering graduate courses in credit and financial management, contact:

National Association of Credit Management, Credit Research Foundation, 8840 Columbia 100 Parkway, Columbia, MD 21045-2158. Internet: http://www.nacm.org
For information about careers in treasury and financial management and the Certified Cash Manager and Certified Treasury Executive programs, contact:

Association for Financial Professionals, 7315 Wisconsin Ave., Suite 600 West, Bethesda, MD 20814. Internet: http://www.afponline.org
For information about the Chartered Financial Analyst program, contact:

Association for Investment Management and Research, P.O. Box 3668, Charlottesville, VA 22903. Internet: http://www.aimr.org
For information about the Certified Government Financial Manager designation, contact:

Association for Government Accountants, 2208 Mount Vernon Ave., Alexandria, VA 22301-1314. Internet: http://www.agacgfm.org


An industry employing financial managers that appears in the 2000-01 Career Guide to Industries: Banking


O*NET Codes: 13002A and 13002B


/////////////////////////////////////////////////////////////
Abstract:
Financial managers who want to distinguish themselves and their organizations need to demonstrate their leadership ability. Because financial managers sometimes overlook the need for leadership skills, cultivating mentors who can teach them specific leadership skills, such as improved communications and entrepreneurship, may be necessary.

Health-care financial managers can sharpen their leadership skills by distinguishing between leadership and management, adopting a new mentoring model, evaluating the usefulness of new management techniques, understanding the connection between technology and leadership, looking for the solution beyond the problem, and being seen and heard within the organization.

Full Text:
Copyright Healthcare Financial Management Association Apr 2000


The increase in for-profit hospitals and consolidations, more stringent regulatory requirements, and declining reimbursement have increased the overall expectations of healthcare executives regarding the performance of their senior financial managers. Most financial managers recognize that educational credentials and experience in the healthcare industry are necessary to advance their careers. They also need technical skills to produce computer-generated financial reports for the healthcare organization.

More than technical expertise, however, today's senior financial managers need to demonstrate leadership skills to effect strategic and behavioral change. Some of the strategies healthcare financial managers can use to polish their leadership skills include distinguishing between leadership and management, employing a new mentoring model, seeing new management methods as more than fads, understanding the connection between technology and leadership, looking for the solution beyond the problem, and participating within the organization.

Distinguish between leadership and management. Although the skills required for leadership and management overlap to some extent, there also are distinctions. As shown in Exhibit 1, page 51, management tends to be task-oriented, whereas good leadership tends to emphasize the motivational aspects of accomplishing tasks and reaching goals. Because their jobs are technical in nature, many healthcare financial managers focus on developing their management skills, leaving the inspirational and consensus-building role that characterizes leadership to others. Demonstrating leadership, however, would help them achieve success for their department and the organization as a whole.

In particular, healthcare financial managers need to adopt a proactive leadership stance rather than react to change after their facilities are negatively affected by it. With the implementation of the ambulatory payment classification (APC) system, for example, healthcare financial managers should take the lead in assessing their coinsurance billing practices and their entire billing systems and processes. Waiting to see what will happen means deferring leadership to those outside the finance department.

Moreover, the Federal government's emphasis on regulatory compliance for the Medicare and Medicaid programs calls for teamwork and harmonious personal relations, particularly in the finance department. Financial managers need to assert leadership by creating a positive atmosphere in which employees feel free to inform management of compliance issues they believe should be addressed.

The ability to inspire loyalty also is more important than ever, due in part to the regulatory climate. Leaders who inspire loyalty can motivate employees to discuss their concerns internally first rather than report them to an outside agency. Employee loyalty has eroded in recent years in many industries, making employee turnover a significant problem in a thriving economy Employees recognize good leadership skills, however, and are more inclined to remain with an employer and maintain a cohesive work team if they respect their manager's leadership abilities.

Legislation continues to affect the payment healthcare organizations receive and operational changes they must implement. Healthcare financial managers realize that implementation of privacy standards mandated by the Health Insurance Portability and Accountability Act, for example, will be costly and operationally challenging. Good management recognizes that change is imperative, but only good leadership can effect change.

Employ a new mentoring model. Because employees tend to change jobs more frequently than they did in the past, less emphasis is being placed on traditional mentoring, whereby a seasoned manager would instruct a junior manager over time. A new approach to selecting a mentor that financial managers should consider adopting emphasizes specific skills acquisition over more generalized experience. To guide their selection of a mentor who will help them enhance their leadership skills under this new model, healthcare financial managers should take the following steps:

Determine their own strengths and weaknesses. Financial managers should identify specific leadership skills they wish to develop. These skills could range from public relations to information technology.

Identify individuals who have skills they want to develop. There may be many individuals in the financial manager's organization who have the desired skills and are willing to share their expertise. The CEO is a likely mentor, but marketers, public relations directors, physicians, and board members also may have a wide range of skills--particularly interpersonal and communications skills--that are important to developing as a leader. Develop relationships. Most people are flattered when others wish to learn from them and respond well to sincere solicitations of advice and expertise. Mentoring sessions can include informal lunchtime discussions; reviews of prepared material, including impact statements regarding various pending changes in payment and outlines for future presentations to industry groups; discussions of personnel issues, such as how to evaluate, motivate, and reward department members; and attendance at presentations by the mentor. It is particularly important to network with peers at HFMA programs and at meetings of other industry groups, where industry leaders are accessible and prepared to share their knowledge.

See new management methods as more than fads. Management methods come and go. New management methods, such as zero-based budgeting, management by objectives, continuous quality improvement, quality circles, and business process reengineering, often amount to mere fads that managers implement without eliciting their true value to the organization. A leader, however, knows how to recognize methods or aspects of methods that support the organization's progress, implement these programs, and discard programs that are not useful. Healthcare financial managers should not have unreasonably high or low expectations of new management methods or discard old methods simply because new ones have come along.

For example, many financial managers bought highlevel software programs to compute the impact of APCs on their facilities. Healthcare financial managers, however, cannot rely solely on software programs to obtain needed information. They also need to assess APC impact by initiating a detailed claims audit and a thorough review of office billing procedures.

Understand the connection between technology and leadership. Although healthcare financial managers do not have to be experts in information systems, telecommunications, or the Internet, they do need to understand the capabilities of these technologies and how the technologies should be applied to their organization. Computers will be handling an increasing amount of the work in healthcare finance, but healthcare financial managers need to know how to use the data that are generated to support the organization's strategic goals.

Look for the solution beyond the problem. Financial managers are trained to ensure that the organization's financial goals are met. This function can appear daunting when resources are limited, and financial managers are used to championing conservative financial positions. Leaders, however, view challenges as opportunities. To emerge as organization leaders, financial managers need to become greater risk takers. For example, several years ago the government proposed new rules on "hospitals within hospitals" (a wing or floor of a hospital licensed as a different hospital, often to secure cost-based payment for long-term patients). Many healthcare executives closed their facilities before the final rules were released. Other financial managers, however, spearheaded efforts to maintain their status. These efforts were rewarded when the new law grandfathered some facilities, allowing them to operate as before.

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EXHIBIT 1:

Participate. Healthcare financial managers cannot lead an organization without actively participating in that organization. Activities that enhance leadership include attending meetings outside the finance department, participating on organizationwide committees, becoming involved in public relations events, sponsoring an achievement award and personally presenting it, attending a hospital-sponsored golf tournament or 10-kilometer run, and cultivating relationships with leaders from other departments or the community at large. Being seen and heard is an important facet of leadership.

Conclusion

Leadership opportunities abound for healthcare financial managers who wish to take advantage of them. By broadening their scope beyond management functions, healthcare financial managers help move their organizations forward while receiving recognition for their work. Developing leadership skills will increase their visibility throughout the organization and in the community, which, in turn, will help them advance in their career.

[Author note]
ABOUT THE AUTHORS

[Author note]
Robert B. Kowalski, MSHS, is health data director, Parkland Community Health Plan, Dallas, Texas, and a member of HFMA's Lone Star Chapter.

[Author note]
Manie W. Campbell is a principal, CampbellWilson, Dallas, Texas, and a member of HFMA's Lone Star Chapter

After reading the article below, seek out at least two other sources beyond the background articles (but include them as appropriate for the paper) by conducting a search of the web.

Answer these questions in the paper: What do you think the future of HR will be in organizations? What do you have to support your opinion? How do you arrive at that conclusion?

HR Competencies for the Year 2000:
The Wake-Up Call!



About the Author
Stephen C. Schoonover is the president of a management-consulting firm that specializes in leadership and executive development, assessment services, organizational effectiveness, change initiatives, and the design and implementation of competency-based human resource systems. He is a board-certified psychiatrist and a graduate of Harvard College and Harvard Medical School. Dr. Schoonover has extensive consulting experience installing competency programs with a range of Fortune 100 companies over the past 16 years.


Human Resources Will Not Go Away, But You Might
Human resource functions in organizations of all sizes are undergoing fundamental change. As trends in the social and business environment reshape organizational life, HR professionals must respond with new strategies, practices and competencies. The next few years are truly a watershed. In fact, in many places, the role of human resources has already changed radically. What are the forces driving this transformation? How will HR professionals function differently? What new roles will be required? What competencies must practitioners exhibit to succeed and how can they develop them? This executive summary provides an overview of findings related to the research project1 sponsored by the SHRM Foundation to answer these critical questions.

The results presented in this summary should be taken as a wake up call. Some HR professionals participating in the study mistakenly assumed their roles were relatively secure since traditional activities, such as employee programs and compliance, are more important than ever. Other participants either denied the magnitude of emerging changes or felt a deep sense of fear about their future and the viability of human resources as a function. In contrast, many professionals saw the changing landscape of human resources as a challenging opportunity to play a more central role in their organization.

The most significant, single insight from the SHRM study was that major changes in the ways organizations function will require practitioners with new methods for adding value and new competencies. The message from study participants was clear - most professionals needed to start building new individual and team skills immediately. If these efforts to transform human resource organizations are done well, HR professionals will have much more strategic role as organizational partners who leverage human capital and expert knowledge for competitive advantage. If HR practitioners do not meet the challenge, they will play a more limited role in the organizations of the future.


A Changing Environment Requires New Roles and Competencies
The SHRM study yielded a consistent set of key functional challenges identified by HR professionals. These represent a true revolution in the dynamics of work. In today's world, information is more freely shared across all global boundaries in ways that create new forms of value, new ways of working, new stresses and skill requirements for people.

Study participants consistently noted that the changing environment is already producing major changes in the way HR professionals work. The next few years represent a critical period for the human resource community as new roles and responsibilities in organizations are being re-negotiated. So far, human resources, as a whole, is significantly behind the change curve. Clearly HR professionals will not only have to fulfill their traditional roles, but assume critical new roles that focus on adding value to operational excellence.

This new, expanded mandate cannot be performed based on the current assumptions, structures and roles in most human resource organizations. The traditional technical specialties have grown in complexity, while the knowledge and competencies required for new human resource technologies have outpaced the ability or opportunity of most practitioners to learn them.

To deal with these new requirements requires significant role realignments. For most settings, three human resource roles will predominate. Each will create value for customers through a distinct set of interventions:

HR Product and Service Specialists will focus on product and service development, delivery and support, including selecting and managing outsourced vendors and developing and applying key technologies.
HR Generalists will focus on account development and management, installation and customization of human resource products and services, and consulting interventions to maximize team effectiveness.
HR Strategists will focus on business team partnership and consultation, human resource strategy development, and alignment of human resource consulting, products and services with the organization's strategic intent.
These role realignments represent only part of the change affecting the human resource community. Another major change will be the adoption of a product and service mindset. Some specialists will focus on business products and services, others on employee offerings. Some offerings (e.g., compensation and benefits) might well fit in both categories. No matter what the focus, HR practitioners will have to test the value of their products and services based on measurable impact for specific constituencies.


Human Resource Competencies for Future Success
In concert with the specific structures and roles that human resource organizations develop for particular circumstances, HR professionals will need a range of new competencies to support the changing nature of human resource practices. The competencies that will help practitioners succeed in the future divide into three domains - core, level-specific, and role-specific.

1. Core competencies include:

Personal Attributes - those success characteristics that are most closely related to a person's basic work motives, personal traits and temperament.
Leadership Competencies - the success characteristics that help HR professionals focus on future needs and opportunities; produce strategic competitive advantage; and produce motivation, alignment and change.
Management Competencies - the key success characteristics that help HR professionals facilitate the planning, organizing, and controlling of work outputs.
Functional Skills - those manifestations of technical knowledge and skills required in all human resource roles.
2. Level-specific competencies comprise those characteristics that distinguish leaders in the following career bands or levels:

Team Leader or First-Level Manager Competencies - focus on individual and team effectiveness and executing team goals within a short time span.
Mid-Level Manager or Integrator Competencies - focus on organizational processes and practices; implementing change across operations and processes; cross-team collaboration; an internal and external focus; and managing multiple teams across a longer time span.
Executive Competencies - focus on organizational environment and culture effectiveness; on external environment and the market; generating new perspectives and directions; and on the entire enterprise over a long time span.
3. Role-Specific competencies comprise those factors, characterizing the targeted interventions that produce success for each of the following human resource roles.

HR Product and Service Specialist Competencies - focus on product and service development; delivery and support, including selecting and managing outsourced partners; developing and applying key technologies.
HR Generalist Competencies - focus on the needs of large, internal customers; act as managers of the installation and customization of human resource products and services and consultants to maximize effectiveness of business and human resource processes.
HR Strategist Competencies - focus on business team partnership and consultation; human resource strategy development; and alignment of human resource consulting, products and services with the organization's strategic direction and core capabilities.
Specific profiles that include behavioral indicators for each competency are documented in a monograph - Human Resource Competencies for the Year 2000: The Wake-Up Call!- published and distributed by SHRM. This monograph provides extensive information about the study background, methods, and results. Competency-based tools to support hiring/selection assessment, development and career pathing are provided in a separate toolkit Human Resource Competencies for the Year 2000: A Professional's Toolkit for Performance Development distributed jointly by The Schoonover Group, Inc. and SHRM.

In practice, no single professional is required to demonstrate or master all the human resource competencies presented. Generating models for specific roles or jobs can be accomplished by selecting competencies from various parts of the framework to build a profile that matches the performance needs of a particular setting. For example, an individual contributor in a compensation/benefits role might need all of the Human Resource Core competencies, none of the Level-Specific competencies, and all three competencies related to the HR Product and Service Specialist role. In contrast, an HR Generalist for a large division of a company would use Human Resource Core competencies, plus Integrator and HR Generalist competencies. Adding, deleting or refining competency criteria based on specific role or job requirements can then be done to customize profiles further.


A New Heyday or the Demise of a Function
The SHRM study highlighted that there is potentially a valuable role for HR professionals in organizations, presuming that the human resource community responds positively and creatively to the imperatives of change. To succeed, however, the human resource function must shift from being merely responsive to being much more proactive; from "backroom to the front line", from a "corporate to an operation's" focus. This change should focus on transforming HR professionals into the primary structure, process and workforce consultants for organizations. As such, they will add significant value through the:

development, clarification, and communication of an organization's culture, vision and values.
definition, communication, facilitation and development of the organization's key capabilities (i.e., core competencies), best practices (i.e., successful strategies consistently applied by teams that support core capabilities), and the critical supporting competencies.
creation, distribution, and support of business and employee products and services.
generation of a clear, measurable impact on employees and the enterprise (e.g., ROI assessment).
Study results indicate that each type of intervention will rely heavily on technology and outsourcing as key enablers of leaner, more focused human resource organizations. The human resource community will also consult in developing and packaging the intellectual capital of organizations, ensuring its communication through media and computer networks. Human resource organizations will need to provide on-line access to products and services as well as face-to-face support in their application. Future practitioners will be the ambassadors of a "high tech", "high touch" approach in which they provide rapid, customized solutions to workforce issues for their customers.

Participants in the SHRM study strongly reinforced that the human resource role of the future will depend on the initiative and motivation of professionals pursuing a vision - an ideal future state in which HR practitioners become true leaders in their enterprises. In order to realize this goal, members of the human resource community must collectively commit to change. As the value produced by individuals and teams becomes a more important aspect of competitive success, organizational leaders will increasingly focus on their human assets. The demand for innovative methods for leveraging them is clear. Whether or not HR practitioners and the function will respond creatively or quickly enough is not so clear. The data from this study portrays a future with both great promise and great danger for the function. Human resource customers are desperate for immediate help and will inevitably find it. If HR practitioners respond to this challenge, they will play an increasingly vital role in their organizations.

Topic: Post Modernism Related to the Workplace
Order ID: A2038338
Writer?s

What are the long range effects of the generation gap in the workplace and how will organizational leaders deal with a possible solution? (1/2 pg)
Why is it important to conduct a study to investigate the generation gap between baby boomers and gen X in the workplace. (1/2 pg)
From a seminal and scholarly how does education and attitudes influences the relationships between baby boomers and generation x? (2 pgs)

What are the major workplace conflicts between baby boomers and generation x? (1 pg)