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Here is the revised assignment schedule: CHAPTER I SECTION 1.2 2.4 CHAPTER II SECTION 1.3 2.3 4.4 5.

3 CHAPTER IV SECTION 1.2 2.3 3.2 4.2 1, 2, 3, 6 3, 6 2, 3, 5 1, 5, 6 1 1, 2, 3, 4 1, 2, 4 3 1, 2, 3, 5 1, 2, 3




SESSION II CHAPTER VII SECTION 1.3 2.4 3.1 4.3 5.1 CHAPTER VIII SECTION 1.4 2.5 3.2 1,2,4,5 1,2,4,6 1,2,3 2, 3 1,2 1,2,4 1,2,3 1





3.3 4.1

1,2,3,4 1

CHAPTER X SECTION 1.4 2.6 3.2 4.1 5.1 CHAPTER 1 1.2.1. Why do organizations need managers?

QUESTIONS 1, 3 1, 2 4 1 1, 2, 3

The need for managers in organizations is very simple, and that is to meet the mission statement of that particular company. Managers are needed to lead others in a way that is productive at any level in order to conduct business in a successful manner. 1.2.2. What are some different types of managers and how do they differ? The different types of managers are: Top Managers, Line Managers, and General Managers. Top managers are responsible for developing the organizations strategy and being a steward for a its vision and mission. A line manager leads a function that contributes directly to the products or services the organization creates. A general manager is someone who is responsible for managing a clearly identifiable revenue-producing unit, such as a store, business unit, or product line. 1.2.3. What are Mintzbergs ten managerial roles? Interpersonal roles consist of figurehead, leader, and liaison. Informational roles consist of monitor, disseminator, and spokesperson. Decisional roles consist of entrepreneur, disturbance handler, resource allocator, and negotiator. 1.2.5. What four general managerial functions do principles of management include? The four key managerial functions are Planning, Organizing, Leading, and Controlling.

2.4.1. How do you define leadership, and who would you identify as a great leader? Leadership is being, knowing and doing; having the responsibility of leading others is one of the greatest duties in life. General Robert E. Lee has been without a doubt the man I admire the most when it comes to leadership his unwillingness to comprise what his conscience dictated as being right has been the driving force in my growth as a leader. 2.4.2. What is entrepreneurship? Entrepreneurship is defined as the recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures. 2.4.3. What is strategy? Strategy is the central, integrated, externally-oriented concept of how an organization will achieve its objectives. CHAPTER 2 1.3.1. Think about the personality traits covered in this section. Can you think of jobs or occupations that seem particularly suited to each trait? Which traits would be universally desirable across all jobs? As a military Officer/Aviator I have found that success with most aviators lies with being conscientiousness as the main personality trait. As a leader I always know that regardless of the complexity of the mission I knew that there was only one outcome, and that outcome had to be success. I say success because of the amount of preparation and training we did prior to every mission. The traits that I consider to be universally desirable across all jobs would be a combination of conscientiousness, openness, extraversion, and agreeableness. 2.3.1. What are some of the typical errors, or optical illusions, that we experience when we observe physical objects? When comparing objects we tend to extract information that we deem as being useful or a piece of information that we have stored in our memory bank. When we do this we create objects that arent really there or true, but believe they are. For instance if you put a carrot in a glass of water the carrot may seem to be visually larger than it really is. An even better example of an optical illusion is the linear perspective illusion which we encounter in every day driving. While driving down any road we will notice that it begins to grow smaller and converge toward a "vanishing point" at the horizon line.

2.3.2. What are the problems of false consensus error? How can managers deal with this tendency? When human beings perceive themselves, they are also subject to the false consensus error. Simply put, we overestimate how similar we are to other people. We assume that whatever quirks we have are shared by a larger number of people than in reality. People who take office supplies home, tell White-lies to their boss or colleagues, or take credit for other peoples work to get ahead may genuinely feel that these behaviors are more common than they really are. The problem for behavior in organizations is that, when people believe that a behavior is common and normal, they may repeat the behavior more freely. Under some circumstances, this may lead to a high level of unethical or even illegal behaviors. Managers can deal with false consensus error in many ways. They have to let it be known that certain behavior will not be tolerated first as a group then reinforced with individual counseling to insure that every employee has been appropriately counseled in what is right and wrong. If corrective action is not taken immediately and seriously any corporation can fall into a spiraling death trap where for example the stealing of office supplies for personal use is the norm, and falsifying financial statements is considered okay. Managers have to enforce standards to insure integrity is at the upmost importance. 2.3.3. Describe a situation where perception biases have or could affect any of the P-O-L-C facets. Use an example you have experienced or observed, or, if you do not have such an example, create a hypothetical situation. How do we manage the fact that human beings develop stereotypes? Is there such as thing as a good stereotype? How would you prevent stereotypes from creating unfairness in management decisions? Perception can be mistaken for reality at any given moment regardless if its true or not. For example a person standing afar can mistake a conversation of a work project between 2 co-workers of the opposite sex as something more than it really is. Whether we like it or not we all create positive and negative stereotypes through life experience. I dont believe in good stereotypes just due to the fact youll most likely set yourself up for disappointment somewhere along the way. I would prevent stereotypes in management decisions by simply making the best decisions based on credible information, and facts regardless if it came from Steve the office funnyman or Darlene the office know it all. Also, I would debunk stereotyping in management decisions by encouraging and showing my employees at all levels not to take everything for face value, but to dig until you can reach the most desirable answer.

2.3.4. Describe a self-fulfilling prophecy you have experienced or observed in action. Was the prophecy favorable or unfavorable? If unfavorable, how could the parties have chosen different behavior to produce a more positive outcome? I once observed a co-worker go from being an angry employee who could never be an instructor due to the politics of the job one day, and become an instructor the next. It was favorable because it made him realize that there is more to being instructor than what he perceived from the outside looking in. It also helped him change the way our company conducted business by encouraging teamwork and getting rid of old operating procedures that were ineffective in todays world. 4.4.1. What is the difference between job satisfaction and organizational commitment? How do the two concepts relate to one another? Job satisfaction refers to the feelings people have toward their job and organizational commitment is the emotional attachment people have toward the company they work for. There is a high degree of overlap between job satisfaction and organizational commitment because things that make us happy with our job often make us more committed to the company as well. 4.4.2. In your opinion, of the factors that influence work attitudes, which three are the most important in making people dissatisfied with their jobs? Which three are the most important relating to organizational commitment? I believe the three most important factors that cause employees to be dissatisfied with their jobs are: job characteristics, working relationships, and organizational justice. There has to be the ability for upward movement within an organization to prevent complacency, boredom, and unhappy employees. Positive working relationships between employees and their peers, or employees and their managers are a must for the organization and necessary for the employee. By creating this positive relationship between employees and managers a company can expect greater gains of camaraderie, friendly competition, and more importantly the capacity to retain and recruit future employees. Without the enforcement of organizational justice at all levels a company is made weaker, and by succumbing to the lack of organizational justice is a sign of poor leadership from the top down. Justice should be established prior to any company forming, and instilled into every employee as a core value of that institution. 4.4.3. Do you think making employees happier at work is a good way of motivating people? When would high satisfaction not be related to high performance? Yes, I do believe by making employees happier at work is a good way of motivating people, but to a certain extent. I believe there comes a point where

the production of work will level-off regardless of the amount of tangible or intangible happy workplace items are introduced into the workplace. By making employees to happy or to comfortable you can create laziness, which then turns into a less effective workforce. A time when high satisfaction would not be related to high performance would be when a company hands out there yearly bonus to employees have contributed nothing. Managers have to be aware and should have a keen sense of their employees who fall into this category of high satisfaction but marginal performance. Either the employee is taking for granted his or her position or the manager is not effectively motivating them to perform at the level expected of them. 4.4.4. How important is pay in making people attached to a company and making employees satisfied? Pay is very important when working for a company, but I believe the most important characteristic into making employees fully satisfied. In my opinion job fulfillment and working relationships are far more important than pay. Its all about having balance and what were willing to sacrifice in order to be selfsatisfied with our employer. 5.3.3. Given the factors correlated with job performance, which employee selection methods should be better at identifying future high performers? It seems that the most powerful influence over our job performance is our general mental ability also known as cognitive ability or intelligence, and often abbreviated as g. General mental ability can be divided into several componentsreasoning abilities, verbal and numerical skills, and analytical skills and it seems to be important across different situations. It seems that g starts influencing us early in our school days because it is strongly correlated with measures of academic success even in childhood. In adult life, g is also correlated with different measures of job performance. It seems that the influence of g on performance is important across different settings, but there is also variation. In jobs with high complexity, it is much more critical to have high general mental abilities. Examples of such jobs are manager, sales representative, engineer, and professions such as law and medicine. In jobs such as police officer and clerical worker, the importance of g for high performance is still important but weaker. CHAPTER 4 1.2.1. What is a mission statement? A mission statement communicates the organizations reason for being, and how it aims to serve its key stakeholders. 1.2.2. What is a vision statement?

A vision statement, in contrast, is a future-oriented declaration of the organizations purpose and aspirations. In many ways, you can say that the mission statement lays out the organizations purpose for being, and the vision statement then says, based on that purpose, this is what we want to become. 1.2.3. How are values important to the content of mission and vision statements? Values are the beliefs of an individual or group, and in this case the organization, in which they are emotionally invested. Their importunacy of values to both the mission and vision statements is quite extraordinary. Values of a company set the standard on how to conduct business; they tie both the mission and vision statements by insuring that the organization never strays away from its core principles. 1.2.6. Why are mission and vision important for organizational goals and objectives? Mission and vision both relate to an organizations purpose and aspirations, and are typically communicated in some form of brief written statements. A mission statement communicates the organizations reason for being and how it aspires to serve its key stakeholders. The vision statement is a narrower, future-oriented declaration of the organizations purpose and aspirations. Together, mission and vision guide strategy development, help communicate the organizations purpose to stakeholders, and inform the goals and objectives set to determine whether the strategy is on track. 2.3.3. Why might a specific replacement CEO candidate be a good or poor choice for a firm with an existing mission and vision? The Pros to having a replacement CEO candidate are: new way of thinking, able to establish a better line of communications, and to be able to give the customer what they want rather than what he/she thinks they want. The Cons to having a replacement CEO candidate are: unable to adapt and move forward with the existing mission and vision, unable to provide effective leadership and the lack of experience at a fast paced demanding position. 2.3.6. What performance standards might reinforce a firms mission and vision? The three performance standards that fall under Controlling that reinforce a firms mission and vision are leading, pacing, and lagging. Leading indicator is a measure of performance that serves to predict where the firm is going, in terms of performance. Pacing indicator is a measure of performance that tells you in real-time that the organization is on track. Lagging indicator is a measure of performance that shows how well the firm has done historically. By using these

three indicators managers are able to take corrective action immediately on any trends that can have a negative impact for their company. 3.2.2. Why is creativity relevant to vision and vision statement? Creativity and passion are of particular relevance to mission and vision statements. A simple definition of creativity is the power or ability to invent. What creativity brings to the table when it comes to vision and vision statement cannot be measured in monetary amounts, but only by success or failure. Vision statements promote creativity, it allows employees to garner ideas within the confounds of that vision. I believe in the more restraints you put on your employees the more creative they will be with future ideas. 3.2.3. What are some useful creativity tools? SCAMPER and The Nominal Group Technique are two creativity tools that are commonly used. Developed by Bob Eberle, SCAMPER is a checklist tool that helps you to think of changes you can make to an existing marketplace to create a new onea new product, a new service, or both. The Nominal Group Technique (NGT) is a method of facilitating a group of people to produce a large number of ideas in a relatively short time. 3.2.5. Why is passion relevant to vision and vision statements? Passion is relevant to vision in at least two ways: (1) Passion about an idea as inspiration of the vision and vision statement and (2) shared passion among organizational members about the importance of the vision. Passion for a vision amongst co-workers builds upon teamwork, group focus, and competition. We must realize that passion is contagious, and can be spread through out the team like a wildfire if a leaders employees see it in his or her passion for the mission. 4.2.1. What are stakeholders, and why are they relevant to mission and vision? Stakeholders are individuals or groups who have an interest in an organizations ability to deliver intended results and maintain the viability of its products and services. Firms are usually accountable to a broad range of stakeholders, including shareholders, who can make it either more difficult or easier to execute a strategy and realize its mission and vision. This is the main reason managers must consider stakeholders interests, needs, and preferences. The importance of mission and vision to stakeholders is a very crucial one, it allows the stakeholders to see how the company will communicate them, and satisfy their needs. By providing the stakeholders with the company mission and vision you are basically letting them know what is important into running a possible successful business.

4.2.5. Which important stakeholders might you intentionally exclude from a mission or vision statement? The minority (owner) stakeholder would be the stakeholder I would intentionally exclude, due to the fact that they have less to lose. Though I would always consider there expectations and needs in a respectful manner, I cannot not have them out weigh the majority unless the majority was illegal. 4.2.6. What are the risks of not conducting stakeholder analysis as an input to the formulation of your mission and vision? By not conducting a thorough stakeholder analysis you run the risk of creating havoc of those in the Circle of Know. It can create confusion, chaos on what course of action is being taken or not taken, and more importantly it can develop discontent between organizational, capital market, and product-market shareholders. By advising each stakeholder of their importance and influence I believe you can alleviate a majority of the unnecessary chaos. Section 2 CHAPTER 7 1.3.2. All else being equal, would you prefer to work in a tall or flat organization? Why? Im a fan of working for a tall organization compared to a flat one. By having more layers your able to have more managers, and with more managers I believe employees are easier to coral. It also helps to keep motivation, passion and job satisfaction at a high upbeat level because of the various upward movement tracks that are available. 1.3.3. What are the advantages and disadvantages of departmentalization by product? Each type of departmentalization has its advantages. Functional structures tend to be effective when an organization does not have a large number of products and services requiring special attention. When a company has a diverse product line, each product will have unique demands, deeming divisional (or product-specific) structures more useful for promptly addressing customer demands and anticipating market changes. Functional structures are more effective in stable environments that are slower to change. In contrast, organizations using product divisions are more agile and can perform better in turbulent environments. The type of employee who will succeed under each structure is also different. Research shows that when employees work in product divisions in turbulent environments,

because activities are diverse and complex, their performance depends on their general mental abilities. 2.4.1. Have you ever reported to more than one manager? What were the challenges of such a situation? As a manager, what could you do to help your subordinates who have other bosses besides yourself? Yes, I have reported to more than one manager. The major problems that I faced were standardization across the board, and knowing how to conduct business around each one of them. As a manager the best thing to do is keep your employees informed at all times, insure there is an open line of communication, and understand that they may have other managers who they work for as well. By keeping your employees up-to-date with the latest information you are able to cancel out a majority of their worries. 2.4.2. What do you think are the advantages and disadvantages of being employed by a boundary less organization? The advantage of a boundaryless organization is like synergy, it can be very rewarding for all who participate. What I like about a boundaryless organization is the ability to widen your perspective through other departments within the company. Instead of laser focusing on just your specialization or job you have the ability to become a jack-of-all-trades and possibly play a bigger role in your organization. The disadvantage that I see as the number one problem with a boundaryless organization is when there is a lack of continuity. To run a boundaryless organization it first has to have leadership that can lead. By not having an effective leadership a boundaryless organization becomes pointless and useless. 3.1.1. Can you think of an organizational or personal change that you had to go through? Have you encountered any resistance to this change? What were the reasons? Our organizational change occurred through planning and technology. At first the resistance was there due to lack of knowledge on operating the new resource system, and because we did not want to change our way of doing business. Any change is a process, but if you want to compete and stay at the top you have to change with the times and use the available resources to their greatest ability.

3.1.2. How would you deal with employees who are resisting change because their habits are threatened? How would you deal with them if they are resisting because of a fear of failure? Encouragement and positive reinforcement is the way to deal with employees who resist change. You have to inform them that habits are just that, their habits. Encourage them to have a positive outlook on learning a new system regardless if they fell or feel threatened. By letting employees know that you are there with them to insure that they are nothing less than successful will foster an attraction to change. No question 4. 4.3.1. What are the benefits of employee participation in change management? Studies show that employees who participate in planning change efforts tend to have more positive opinions about the change. Why? They will have the opportunity to voice their concerns. They can shape the change effort so that their concerns are addressed. They will be more knowledgeable about the reasons for change, alternatives to the proposed changes, and why the chosen alternative was better than the others. Finally, they will feel a sense of ownership of the planned change and are more likely to be on board. 4.3.2. Imagine that you are introducing a new system to college students where they would have to use a special ID number you create for them for activities such as logging on to campus computers or using library resources. How would you plan and implement the change? Explain using Lewins three-stage framework. First, I would inform students several months prior to the change taking place and disseminate surveys requesting opinions and ideas on how to make this change a smooth and positive transition. Then I would inform them over the school website and their school email address every 2 weeks on the progress and the expected date of the new change. Once the change has been made I would thank them for their participation and show them how their ideas were used to create a system for them and by them. Then shortly after I would insure that all students are fully aware of what is expected of them with the new system. Lastly, I would disseminate surveys requesting their opinions and ideas once again on how to make the ID system a better campus program.

4.3.3. Why are successful companies less likely to change? What should companies do to make organizational change part of their culture? Successful companies are less likely to change because theyre already successful. Change shouldnt be a surprise or something so drastic that it begins to effect workers and the success of a company. Majority of workers of successful companies already understand why their organization is successful and know how to deal with any changes that may arise in the future. Companies should make change a constant growth machine that never stops. When employees see the constant growth machine at work theyll understand that it works in not only making them successful, but also the company. Its easier to transform an organization in small increments rather than in larger chunks. 5.1.1. What do you think are some key reasons why people resist change? People resist change because of fear. They fear theyre going to lose something they value in a system. They fear that they wont understand Why the new change is taking place if nothing is wrong with the old system. They fear that the new change is code for new people who will take their place. It is out of fear people resist change in their organizations. To eradicate fear out of your employees managers should always keep them informed with what is expected to happen in the future and how his or her employees will be affected by the new change. Its always best practice to have employees know and understand what the proposed plan(s) for future operations are and how to prepare for them. CHAPTER 8 1.4.1. Why do companies need culture? Companies need culture, and a positive one at that if they want to succeed in their respective market. All companies have a culture, and that culture is seen in how they conduct business, the way they dress, and how they interact with one another. Companies should align their business goals with their culture and should aim for an adaptive culture. As your business evolves so should your culture, and by always having them run parallel to each other is a sign of upward movement and growth.

1.4.2. Give an example of a company culture being a strength and a weakness. A company culture that could be seen as a strength and weakness is when a company never sees the adoption of changes as a necessity for success in todays world. For example a company who keeps with tradition on how decisions are made within the organization can severely impact the future of that company. With technology evolving with every commercial it is mandatory that companies take advantage of the fast paced information world. Tradition is a great thing to have, but there has to be some give and take for the company to survive. 1.4.4. If assumptions are below the surface, why do they matter? Though assumptions are below the surface and sometimes taken for granted they are the core of human nature and reality. We should never overlook the power of assumptions in an organization, because by observing closely one is able to the truthfulness in a business. Assuming is a major driving force on how we make everyday decisions, and by simply assuming we can classify anything as a positive or negative assumption. For instance, when you see your friend driving the new 2010 BMW X5 you may assume that the guy has some serious money, but one day realize hes in serious debt. 1.4.5. Share examples of artifacts you have noticed at different organizations. With my last organization I noticed we had great communication between the ranks which allowed us to become more mission successful than with our prior management personnel. In my current organization I notice a great deal of teamwork being done to accomplish any mission at any time. 2.5.1. Think about an organization you are familiar with. On the basis of the dimensions of OCP, how would you characterize its culture? My current organization is a detailed, innovative, stable, and team oriented company. Im amazed on how quickly they are able adjust to situations that werent drawn up for and how they can make this disadvantage an advantage quickly and firmly. 2.5.2. Out of the culture dimensions described, which dimension do you think would lead to higher levels of employee satisfaction and retention? Which one would be related to company performance?

I think a teamwork oriented culture would lead to higher levels of employee satisfaction and retention. I chose the teamwork oriented dimension because benefits only go so far in people oriented culture. I would rather have a great group of people to work with and less pay than have to suffer through the day with great benefits. 2.5.4. When bureaucracies were first invented, they were considered quite innovative. Do you think that different cultures are more or less effective at different points in time and in different industries? Why or why not? Every industry will change, and so will their culture, but its all about when and how they will. For instance the baby boomer generation is the hard-working hands on generation that worked from first light to sundown. Todays generation is focused on speed. If I can do a job in half the time it required someone to do several decades ago a whole day of work, I do believe being able to go home after I get done rather than staying until sunset. I measure work by production and not by hours clocked in. 3.2.1. Do you think it is a good idea for companies to emphasize person-organization fit when hiring new employees? What advantages and disadvantages do you see when hiring people who fit with company values? I think its a double-edged sword for companies to emphasize personorganization fit when hiring new employees. The advantage to hiring someone who fits the mold would be a less disgruntled employee, but the disadvantage would be that companys lack of innovativeness. 3.2.2. What is the influence of company founders on company culture? Give examples based on your personal knowledge. A companys culture, particularly during its early years, is inevitably tied to the personality, background, and values of its founder or founders, as well as their vision for the future of the organization. When entrepreneurs establish their own businesses, the way they want to do business determines the organizations rules, the structure set up in the company, and the people they hire to work with them. For example, some of the existing corporate values of the ice cream company Ben & Jerrys Homemade Holdings Inc. can easily be traced to the personalities of its founders Ben Cohen and Jerry Greenfield. In 1978, the two high school friends opened up their first ice-cream shop in a renovated gas station in Burlington, Vermont. Their strong social convictions led them to buy only from the local farmers and devote a certain percentage of their profits to charities.

From my experience I have seen leaders that were more family, and teamwork oriented than other leaders, and leaders who were nothing but mission oriented. The influence that a leader can have on a company is very substantial. They can make satisfied employees become disgruntled employees, and they can make employees enjoy their occupation a lot more with them at the helm. 3.2.3. What are the methods companies use to aid with employee onboarding? What is the importance of onboarding for organizations? Companies can provide new employees with formal orientation programs or provide them with organizational leaders to help them acclimate to their new career. A formal orientation program indoctrinates new employees to the company culture, as well as introducing them to their new jobs and colleagues. An orientation program has a role in making new employees feel welcome in addition to imparting information that may help them be successful in their new jobs. Many large organizations have formal orientation programs consisting of lectures, videotapes, and written material, while some may follow more informal approaches. According to one estimate, most orientations last anywhere from one to five days, and some companies are currently switching to a computer-based orientation. One of the most important ways in which organizations can help new employees adjust to a company and a new job is through organizational insidersnamely, supervisors, coworkers, and mentors. Leaders have a key influence over onboarding and the information and support they provide determine how quickly employees learn about the company politics and culture, while coworker influence determines the degree to which employees adjust to their teams. The importance of onboarding is that it helps an employee adjust to their new job, organization, team, and duties rather than being thrown to the sharks. Onboarding never guarantees success with new employees, but it is definitely the best alternative. CHAPTER 6 2.1.1. What is Management by objectives (MBO)? MBO is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. MBO aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals that management has set. Ideally,

employees get strong input to identify their objectives, time lines for completion, and so on. MBO includes ongoing tracking and feedback in the process to reach objectives. 2. What are some of the advantages of MBO? Using MBO is an advantage for the employee, because they are able to accomplish the goal without the interference of the manager. I believe by not interfering with the employee allows the employee to have a greater sense of worth to the company. MBO also allows managers to focus on his or her project rather than having their employees feel micro-managed. 3.3.1. Why might fewer goals be better than more goals and objectives? Less is more, as the old saying goes. Its true less is more, because only then are you truly able concentrate a 100% on your objectives rather than thinking about the hundred other goals you want to accomplish. Personally for me it takes the stress off tremendously, for example: if you told I had to complete 15 chapters of homework each chapter having 5 questions a piece. I would break it down to time management and end goal. My goal of course is to finish the required assignments in the time allotted and with perfect scores. I can create more stress than is needed if I think to myself Fifteen chapters, wow, how am I going to do that? If I tell myself Tonight the goal is to finish three chapters in 3 hours, that seems a lot more manageable. By having to many goals your able to put yourself in an unwanted situation with time management, and self sanity. 3.3.2. Why should managers strive for a balance of history-based, present, and future-oriented metrics of performance? Managers should strive for a balance of history-based, present, and future-oriented metrics of performance because not only is good business, but smart business. By balancing history, present, and future performances you can insure that your business evolves positively into the future from the past whether it was good or bad. With the present youre able to see and make a choice in which direction you want to take your business to. One of my favorite sayings is If your in a good situation dont worry it will change, and if your in a bad situation dont worry it will change. I know it sounds simple, but it allows me to never stay still, because regardless of what Im doing my situation will change.

3.3.3. What is meant by cascading goals and objectives? The less-is-more concept can apply to the way that goals cascade into objectives, which cascade into measures. Tying goals and objectives to drivers of success means that vision, mission, and strategy cascade down to goals, and so on. The first benefit of this cascade approach is that goals and objectives are consistent with the strategy, vision, and mission. A second benefit is that goals and objectives in lower levels of the organization are more likely to be vertically and horizontally consistent since they should be designed to achieve the higher-level goals and objectives and, ultimately, the overarching strategy of the organization. 3.3.4. What roles do strategy, vision, and mission play with respect to goals and objectives? The roles that strategy, vision, and mission play with respect to goals and objectives are very important, because it outlines the rules on how to accomplish those goals and objectives. Your strategy has to always keep in mind and respect the vision and mission of your organization. Goals and objectives have to be aligned with the companys mission and vision. By aligning your goals and objectives to strategy, mission, and vision; it is safe to say that integrity is a value not taken lightly in your book. 4.1.1. How are goals and objectives related to employee performance evaluation? Goals and objectives are a critical component of effective performance evaluations, so we need to cover the relationship among them briefly in this section. For instance, the example evaluation form needs to have a set of measurable goals and objectives spelled out for each area. Some of these, such as attendance, are easier to describe and quantify than others, such as knowledge. Chapter 10 1.4.1. Think of a leader you admire. What traits does this person have? Are they consistent with the traits discussed in this chapter? If not, why is this person effective despite the presence of different traits? I admire the pastor of my church for his openness, conscientious, and agreeableness. What I appreciate the most out of him is his ability to connect with members of the congregation through honesty. He is able to admit his own struggles with faith, and insures us that were not the only ones struggling with life.

1.4.3. How can organizations identify future leaders with a given set of traits? Which methods would be useful for this purpose? In my former career my organization identified future leaders through work ethic, self-control, duty, and integrity. Then they would slowly groom you towards a leadership position, in which they would evaluate how you did in that position. They would move you across the company and where you were able to perform different leadership positions, and once you were done they would inform you once again on your performance and whether if you had possessed the desired traits to lead other personnel. Methods that would be useful for identifying future leaders are by just evaluating their performance, but theyre honesty, integrity, and personal courage. 2.6.1. Give an example of a leader you admire whose behavior is primarily task-oriented, and one whose behavior is primarily peopleoriented. General George Patton is a leader that I admire for being task oriented, his main objective was win, he wasnt much of a people person but when it came to strategizing he is amongst the greatest. A leader who was people-oriented that admire is General George Marshall, his compassion for families and soldiers is incomparable. His business in military affairs is defined by true respect and dignity of all who served and sacrificed for the greater good. 2.6.2. What are the limitations of authoritarian decision making? Under which conditions do you think authoritarian style would be more effective? In authoritarian decision making, leaders make the decision alone without necessarily involving employees in the decision-making process. The limitations to authoritarian decision making can create a strenuous relationship between employee and boss. I can see where employees can feel that they are not being heard, and not valued for their experience and education. Authoritarian style decision making is most successful in the military, police department, and fire department. 3.2.4. Which of the leadership theories covered in this section do you think are most useful, and least useful, to practicing managers? Why?

I believe the participative theory to be the most useful to practicing managers, because by considering anothers idea is extremely powerful in bringing up motivation, passion, creativity, and worth. People want to be valued and heard, and by valuing and hearing them managers can positively influence their employees. The least useful leadership style is directive, directive leadership can be a positive, but at some point the employee will become competent, maybe even a better performer than the manager. This situation can create resentment, boredom, and a lack of worth in the organization. 4.1.1. What are the characteristics of transformational leaders? Are transformational leaders more effective than transactional leaders? Transformational leaders lead employees by aligning employee goals with the leaders goals. Thus, employees working for transformational leaders start focusing on the companys well-being rather than on what is best for them as individual employees. However, transactional leaders ensure that employees demonstrate the right behaviors because the leader provides resources in exchange. Transformational leaders are more effective because of trust. Trust is the belief that the leader will show integrity, fairness, and predictability in his or her dealings with others. Research shows that when leaders demonstrate transformational leadership behaviors, followers are more likely to trust the leader. The tendency to trust in transactional leaders is substantially lower. Because transformational leaders express greater levels of concern for peoples well-being, and appeal to peoples values, followers are more likely to believe that the leader has a trustworthy character. 5.1.1. What is the connection between leadership and ethics? The connection between leadership and ethics is the core of who we are as people. If you are willing to do what is right and what you know inside is right regardless of the outcome is a positive correlation between leadership and ethics. 5.1.2. Do you believe that ethical leaders are more successful in organizations? Yes, I do believe ethical leaders are more successful in organizations, because they unwilling to succumb to weakness, bribes, and temptation. Leaders who value ethics as a top priority are able influence others into doing the right thing at all times.

5.1.3. Have you ever had an authentic leader? What did this person do that made you consider him or her to be authentic? How effective was his or her leadership? Yes, I have had an authentic leader. I considered this person authentic because of their effectiveness towards me; he truly had my best interest in mind. His actions were always louder than words, and he always insured I stayed on the right path.