A631.9.2.RB - Shuck, Allison

The video “Steve Jobs Brainstorms with NeXT Team” briefly highlights Steve Jobs vision of creating a new company (NeXT) that will offer educational facilities a new and improved way for students to learn. However, like any startup company, Steve Jobs and his team run into problems that must be addressed before the product can be assembled and tested.  The video also highlights some additional information about the company, but does not provide much information about the inner workings of the company.

 

Based on my MA results, if I were a part of the NeXT Team, I would be out of my optimal working environment; I would be required to participate in a small business venture instead of a large rapid growing company. However, based on my ability to adapt and assess risk, I believe that I would able to successfully participate in a small business venture, only if the ROI was worth the risk.

 

From what I have seen in the NeXT video, each team member works independently from one another to complete his or her goals. This concept would be a great fit for me. I prefer to work independently, but I am not afraid to ask for help when needed. Therefore, I believe would be able to maintain and accomplish my goals while also achieving the goals of the team.

 

However, I believe it would be very difficult for me to sit by and allow myself be micromanaged by Steve Jobs; I am very assertive person and I am not afraid to speak my mind. In addition, I believe in empowering people to become leaders and lead themselves. Therefore, working for Steve Jobs might be difficult because we are so much alike.

 

Furthermore, it would also be difficult for me not to maintain a financial budget. I cannot understand how Steve Jobs and his team did not assess the cost associated with the products required to build the computer. One of the major problems the video addressed was the fact that the team purchased products without looking at the cost; this resulted in a lot negligent spending.  

 

Overall, I feel that I could work for Steve Jobs, but I might not be as happy as if I were working for a large rapid growing company.  

A631.8.4.RB - Shuck, Allison

After completing the Myers-Briggs personality test and seeing the results, I am amazed! I found the test results to be so true and accurate that it is almost frightening. The test classified me as an ESTJ (Extraverted Sensing Thinking Judging).

ESTJ Personality

ESTJ’s are very much in touch with their external environment. They know their community and usually are pillars of strength. ENTJ’s are outstanding at organizing orderly procedures and in detailing rules and regulations. They like to see things done correctly. In addition, they tend to be impatient with those who do not carry out procedures with sufficient attention to those details, prescribed by those with the most exerpience that will get the job done right.  

ESTJ’s are comfortable in evaluating others and tent to judge how a person is doing in terms of standards set for by the ESTJ. Furthermore, ESTJ’s may at times be abrupt with those who do not follow rules correctly. ESTJ’s are realistic and are curious about new devices and processes rather than principles and theories.

ESTJ Career

ESTJ’s are generally loyal to their organizations, works, and community and make excellent friends, employees and leaders. They see where their duties lie and are not likely to avoid the doing of those duties, even when this requires considerable sacrifice on their part. However, ESTJ’s may not always be responsive to opinions and emotions of others and may have a tendency to jump to conclusions. They may not always be willing to listen patiently to opposing views; they are especially vulnerable to this tendency when in positions of authority.  ESJT’s may need to make special effort to remain open to input from others who are dependent on them.

Furthermore, ESTJ’s are in tune with the established, time-honored institutions and ways of behaving within those institutions that they cannot understand those who might wish to abandon or radically change those institutions.  ESJT’s follow routines will at home and at work and tend to have a place for everything and prefer to have everything in its place.

Overall, I believe that the Myers-Briggs test has helped me gain better understand myself and my leadership style. Sometimes it is hard to really hard to understand who you are or why you believe the things you do. The Myers-Briggs test has helped me gain an outsider prospective, without constructive criticism. 

A631.7.4.RB - Shuck, Allison

The Future of Organizational Development

From what I have learned about organizational development, I do not believe it is a fad, or something that will become irrelevant, I believe that organizational development is rapidly changing and growing as needed; new models, techniques, and approaches to organizational development are being created daily, and old techniques are being discarded.

Organizational development is geared towards increasing organizational effectiveness; it involves the growth and development of the organizations goals through the needs of its members. Organizational development provides the organization with different strategies for adapting to change. As organizational development advances, so does its course. The future course of organizational development predominantly focuses on the issues of change management, global competence and organizational transformation. 

Change management – positive change towards organizational productivity and the involvement of enhanced training and technology awareness.

Global competence – organizational structure will be value driven in order to compete in a highly competitive market.

Organizational transformation - drastic, abrupt changes are needed in order for the organization to survive. Advances in media and communication technologies will aid in achievement of organizational change. 

However, theorists believe that further research should be conducted on the relationship of the intervention process to other organizational variables.

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A631.6.4.RB - Shuck, Allison

Transformational Strategies 

After watching both videos the “Influencer” and the “Listen, learn and the lead, I believe that both Jim Mclngvale and Stanley McCrystal have something in common; both leaders have had to deal with organizational changes beyond their control. 

Jim Mclngvale, owner of Gallery Furniture, states that in 2008 the housing market in Texas plummeted, resulting in a 75% decrease in the company’s core customer revenue. Then in 2009, the company suffered structural damages when part of the company’s destitution center caught on fire. Both of these events made Mclngvale realize that in order to grow as a company, he would need to be innovative and develop a strategy for changing the company’s culture. The strategy Mclngvale used was the “influencer” strategy. The Influencer strategy help Mclngvale turn his company around. Mclngvale and his leadership team developed and implemented six different influencer initiatives. These initiatives helped to create an innovative way of doing business. Overall, Mclngvale and his leadership team have successfully:

· Revamped sales 

· Created lifelong customers through quality customer service 

· Reduce delivery reworks

· Reduced inventory levels

· Improved employee safety and wellness 

Stanley McCrystal, commander in the US Army, talked about his experience as a leader in the Army. He explained how difficult it was to lead in a “new age”. His challenge was how to effetely motivate and encourage members of his team through different communication methods.  As a commander, many members of McCrystal’s platoon were stationed in different parts of the world; this made it difficult for McCrystal to provide his team with emotional support they needed. Due to this fact, McCrystal was forced to adapt and change from his old leadership style to a more advance technological leadership style; essentially, learning how to motivate and encourage his team via email, phone, and video chat.

A631.5.4.RB - Shuck, Allison

Successful leaders throughout time have accomplishing what may seem to be impossible or “crazy” but in reality those accomplishments have changed the world. Albert Einstein defined crazy as trying the same experiment over and over again expecting different results. Much like Albert Einstein, a successful leader must be dedicated to the cause. I believe that a leader must possess the following character in order to successfully promote change.  

·         The ability to understand the need for change – A leader must be able to define and understand the real need for change.

·         The ability to create a shared vision – A leader must have a vision that encourages people; it must be concrete and understandable; it must promote followers.

·         The ability to set goals – How will a leader fulfill the need? A leader must define specific and measurable goals.  

·         The ability to lead and motivate – A leader must create momentum by virtue of strong leadership.  

·         The ability to communicate effectively - A successfully leader must have the capability to communication on many different levels with many different types of people.

However, change is only successfully when implemented for the right reasons. A leader must set aside monetary gains (selflessness) and focus on the real value behind the change. A leader must focus on the impact (good or bad) this change will have on the world. 

A631.4.4.RB - Shuck, Allison

Through my knowledge, I feel that there are more benefits to working in a self-manage team then there are drawbacks. One of the major benefits of working in a self-managed team is that the team decides how to manage and structure their own work; essentially, making each team member responsibility for organizing and completing his or her own tasks. By creating a flatter organizational structure, each team member of the self-managed team has the capability to make decisions for themselves, to establish his or her role and responsibilities.

Another benefit of self-managed teams is that it promotes managers to move away from micro- management and take more of a nontraditional external leadership approach. As an external leader, a manger can help the team understand the overall goal the organization is trying to achieved and inspire the team to accomplish that goal. Giving a means to an ends; allowing the team to make its own decisions on how to manage the work, but providing the team with a vision.

However, external team leaders must refrain from micromanaging at all times and only intervene if there is a disruption in workflow or if there is an emergency. The external leaders should not be counterproductive to the team in any way.  The external leaders’ objective is to promote the teams’ independence and problem-solving skills. If the external leader fails to do his or her job incorrectly, it could be detrimental to the teams’ success.

Other drawbacks associated with self-managed teams are as follows:

·         Self-managed teams may not be appropriate to the task, people and context.

·         The organization does not perceive the need to change.

·         Managers and leaders are vague and confused about their roles.

·         Organizations fail to reward for performance.

·         A lack in training can cause self-managed teams to fail.

·         Lack of advancement opportunities.

·         Complications in constructing a successful

Would I like to be a part of a self-managed team?

I would love to have opportunity to work in a self-managed team. I am a very independent person and feel that working in a self-managed team would benefit me. Why, because it would allow me to put my creativity to use.

A631.3.4.RB - Shuck, Allison

How Feedback Directly Effects Performance 

Feedback is an essential part of the communication process. Without feedback, a person is essentially unaware of how to change his or her behavior. Since feedback has been proven to increase a person’s performance, feedback should be used to help set new goals. By reflecting on past experiences both personal and/or professional, a person can increase his or her performance. Managers often use this tactic in an organizational setting to build employee development and motivation. However, in some cases feedback can be negative and detrimental to employee development, especially when it is not received with an open mind.  When this situation occurs, employees often disregard the feedback received and do not spend much time reflecting and/or setting new goals. Coaching reflection, on the other hand, allows employees to step back and evaluate the feedback received; it provides the employee with the tools needed to think through the feedback, identify his or her mistakes and set new goals (Anseel, Lievens & Schollaert, 2009, p.23).

Brown (2011) discusses the different implications on the amount of feedback desired between employee and management. Does elaborate feedback create better performance outcomes than basic feedback? Research suggests that employees who received more elaborate feedback from management have better performance outcomes than those who only received basic feedback (Jared & Houmanfar, 2009, p.245).

 Personally, I believe that employee motivation and performance is driven by feedback. When my supervisor praises me for a job well done, I am more likely to continue my good performance with the hope of receiving the same result. Much like classical conditioning, performance and feedback work the same way; where one stimulus comes to signal the occurrence of a second stimulus. Feedback = Increased Performance.

Traditionally, I provide a lot of feedback; it is in my nature to do so. I work in a field where feedback is required on a daily basis. Feedback is an essential part of my job. It is my responsibility to ensure that all students receiving financial aid understand how it works; all students must know their responsibilities are as a student and as a borrower. In addition, must also make sure that all students understand the repercussion of withdrawing and how it affects their financial aid. The type of feedback I provide my students has a direct impact on the student motivation and willingness to learn. Without financial aid, most students wouldn’t go to college.

References:

Anseel, F., Lievens, F., & Schollaert, E. (2009). Reflection as a strategy to enhance task performance after feedback. Organizational Behavior and Human Decision Processes, 110 (1), 23-35.

Jared, A. C., & Houmanfar, R. (2009). The differential effects of elaborate feedback and basic feedback on student performance in a modified, personalized system of instruction course. Journal of Behavioral Education, 18(3), 245-265. 

Johnson, K. R. (2012). The effects of goal orientation and feedback on the notetaking habits and performance of college students. Columbia University. ProQuest Dissertations and Theses, 98, 1-83. 

A631.2.5.RB - Shuck, Allison

A631.2.5.RB - Cooperation and Competition

1.      What behaviors seemed to help your team successfully complete its task?

All team members acted in accordance to what I expected. Each team member participated in the group discussion and was able to successfully complete and submitted the team charter before the collectively chosen designated date (Oct 27^th).

2.      What factors inhibited decision-making or problem-solving?

One of the problems my team encountered was successfully completing the team charter using Google Docs. Originally, Ron created a Google Docs page for the team to complete the Charter on. Google Docs has a feature that allows different people to edit and share the same document. We all agree to go to the webpage and implement our responses to the questions asked; however, when Jennifer and I attempted to access the Google Doc page, we did not have access to edit the document.  

3.      How much time was spent on decision-making and problem-solving?

Since I had no experience with Google Docs, I was unaware that the editing feature had not been enabled. Jennifer, on the other hand was able to recognize that the editing feature was not enabled and attempted to inform Ron of this by posting in the group decision board; however, Ron never responded to her post. After a few days, Jennifer and I decided to share the Team Charter document via the discussion board.

4.      How was information shared among team members?

Information sharing (via online discussion post) is the only way to communicate when participating in a virtual team. However, it is up to the individual team member to login and review the discussion posts.

5.      How did issues of authority or power affect the team?

I believe that each of my team members are leaders themselves and are willing to take the initiative when other members fall short.

6.      How did collaboration and competition influence the outcome?

After completing my Team Charter, I reviewed the decision posts to see if Ron responded to Jennifer’s post; I needed to determine where to submit my Team Charter. At that time, I found that Jennifer posted her Team Charter in the discussion board and felt that I should do the same.  

7.      Did team members make process interventions?

Yes, as mentioned above.

A631.1.5.RB - Shuck, Allison

1.      Do you see value in the EcoSeagate team development process?

Yes, Bill Watkins, the CEO of EcoSeagate sums it up in one sentence “if you do nothing, then nothing will happen, and nothing will change.” I really believe in that! Even thought the results of EcoSeagate team development process cannot be proven by numbers, the value of the process is demonstrated through teamwork. By allowing people to work together as a team in such environments, building trust, commitment and respect towards one another, EcoSeagate cooperate culture benefits and so do its employees.

2.      Why would something like this be necessary in a high-performing organization?

In a high-performing organization, teamwork is essential in order to solve complex problems. Bill Watkins’s highlights that the teamwork is not just putting people in a room together and telling then to solve a problem, it is about context. Different situation and environments determine the type of teamwork and teamwork cannot be accomplished without effective communication, cooperation, and cohesiveness.

 

3.      Could your organization benefit from a similar activity?

Yes, I believe that team development is necessary for all organizations. The team development process allows different teams within the organization to come up with new and effective ways of conducting business, how could any organization not benefit from that?

 

A few years ago, while working a Brevard Community College (BCC), I participated in team building training course called “Bake the Cake”. In this course, I was assigned a team and we were asked to make and decorate a cake that would be use as BCC’s new motto. As a team, we decided to make our cake look like a pair of sunglasses with the motto “Be cool, stay in school. BCC!” written on the frame. This course was by far one of my favorite, not only did I get to make and decorate a cake, but I go to learn a lot about teamwork. It was interesting to learn how different people think and respond to when put in different situations.