MGT/716 Work & Grades

MGT/716 MANAGEMENT PHILOSOPHIES

Start Date: 02/12/2013

Upon completion of this course, learners will be prepared to employ a research-based approach to investigate the body of knowledge relating to management philosophies from their recorded origins to current day applications. Learners will analyze and evaluate the evolution of management theory within historical timeframes with incremental assessments of the successes or failures to optimize resources to attain performance excellence in a customer-centered organization. 

COURSE DESCRIPTION

Course Competencies

• Analyze how complex factors influence the evolution of management philosophy.
• Compare and contrast various perspectives on different management philosophies.
• Predict the influences of current complex factors on the future of management philosophy.
• Integrate management philosophy with organizational leadership and practice.

Week 1 & 2: Reading weeks.

Week 3: Learning Team Table Review

Week 4 DQ 1

Compare and contrast two structural options organizations might use to coordinate interorganizational cooperation. What are the advantages and disadvantages of each option?

Multidivisional vs. Product Division Structures

Multidivisional Structures

According to Jones (2010), a multidivisional structure may be used in an interorganizational cooperation as this type of structure concentrates on divisions individually and supports its own functions and creative processes.

Pro:

• Managers can work on their own projects daily, while executives can concentrate on the business’ goals,
• The structure allows for managers to control their divisions better,
• The organization can make more money by concentrating on the division, and
• More promotions.

Con:

• Relationships between divisions need work,
• Sales between divisions do not always work as well as outside organizations,
• Very expensive to operate, and
• Internal communication issues.

Product Division Structures

In Jones (2010), a product division structure specializes in specific products.  These divisions are separate in accordance with the products that are maintained for the best possible control.

Pro:

• Product division managers (PDM) can focus on their divisions,
• Hierarchy headed by the PDM instead of the corporate executives,
• Support is located within the division, and
• Specialized knowledgebase in products so the employees can easily share information within their division.

Con:

• Does not have support functions because they are too expensive.

The difference between product division structures and multidivisional structures is that the product division structure is specialized and concentrates on the products while the multidivisional structures concentrate on growth and future goals.

Reference

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Week 4 DQ 2

How do philosophies leading managers to select vertical integration strategies differ from philosophies leading them to select outsourcing? How are they similar? Support your argument using an example of a team that chose one of these options.

Vertical integration and outsourcing

Differences

Vertical integration allows organizations or buys out an organization in a management philosophy is to have the business takes control of the processes, decisions, and profits (Jones, 2010).  When outsourcing is chosen, an organization is relying on another company that is typically specialized to build upon the processes, decisions, and profits of an organization (Jones, 2010).

Similarities

In both strategies, the organization can benefit from the ideas and profits that are produced from each environment as well as save money on costs from service.  In addition to ideas and profits, the companies that are used are specialized in specific areas to produce the organization’s products (Jones, 2010).

Examples

One example of vertical integration is Electronic Arts (EA).  At EA, they purchased several smaller video game organizations, such as Maxis and BioWare, to develop some of the most popular video games in the industry ("Top 50 Video Game Makers", 2013).

References

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Top 50 video game makers. (2013). Retrieved from http://www.ign.com/top/video-game-makers/

Week 4 DQ Learning Team 

(note: Learning team assignments are not 100% written by me and involve other students work.)

(LT) Why is interorganizational cooperation an increasingly important leadership focus? What are some examples of successful interorganizational cooperation? 

In a speech given to the American electorate during the 2012 Democratic Convention, President Clinton argued that cooperation is a lot more effective in achieving results than constant conflicts. The intent of the argument was to encourage the leadership of both parties to help solve the problems that the American people face in their daily lives through cooperation.  Ashkenas, Ulrich, Jick and Kerr, (2002) noted several of the benefits of interorganizational relationships to include knowledge, diversity, networking, technology, and efficiency. The concept of interorganizational cooperation is becoming increasingly popular among leaders and managers around the globe because effective teamwork yields more durable solutions and satisfies the needs of most stakeholders (Shin, Taylor, & Seo (2012). Effective leaders and managers believe that only cooperation will empower organizations by creating a sense of ownership, which will help maximize flexibility, productivity, and competitiveness (Bateman & Snell, 2007). According to Denning (2005), this new paradigmatic development provides the “capability to deploy an array of leadership narratives tools to persuade people to change, work together, transfer knowledge, and envision a compelling future”  (p. 11).

Interorganizational cooperation has become an increasingly important aspect to leadership to enhance organization performance and maintain a competitive advantage.  Interorganizational cooperation has become a significant method to achieve multi-organizational outcome where collective action is needed for problem solving (Barringer and Harrison, 2000). Osarenkhoe (2010) suggests that development of trust is a key success factor in addition to fostering collective intelligence through information sharing and knowledge sharing. According to Mowery, Oxley & Silverman (2002), strategic alliance is collaboration between two independent organizations working towards a common goal.  The benefits of strategic alliances will reduce risk while increasing profitability.

According to Jones (2010), as time goes on, organizations become more complex.  Technology changes, communication changes, tasks changes, locations can change, the customers needs change, strategies change, and the entire structure of an organization can change.  With all these changes that may occur in an organization, interorganizational cooperation and feedback is an important perspective for a leader to learn, evolve, and help the organization to sustain successful relationships and strategies.  A supportive team environment will also assist in helping to make things run smoother in the organization (Jones, 2010).

The concept and application of trust in interorganizational relationship has also been gaining a foothold in organizational studies.  According to a number of studies trust makes an interorganizational network function more effectively by preventing opportunistic behavior, by reducing complexity, and by fostering coordination and cooperation in ways that more formal contracts cannot (Jones, 2010).

Research into interorganizational relationships has been one of the focuses of social network analysis.  The relationship of any single organization with its environment takes place through the actions of other affect organizations.  It is also been considered as a significant component in interorganizational cooperation, collaboration, strategic alliances, joint ventures, and producing innovative solutions to address problems.  Interorganizational cooperation can be seen as beneficial and functional to an interorganizational network (Li, Chen, Yu & Mei, 2009).  It is important to realize that good interorganizational communications is key to strengthening organizational networks; interpersonal ties among members have proven to be beneficial for interorganizational networks (Ashkenas, Ulrich, Jick & Kerr, 2002).

The decision of the United States legislative and executive branches to pass and sign into law the Civil Rights Act, which allow women and ethnic minorities to vote, can be sited as the greatest example of successful interorganizational cooperation to form a more perfect union. JC Penny’s transformational corporate strategy is another illustration of successful interorganizational relationship because the shift from a transactional model to an organismic approach has encouraged the staff of each store to recognize that they have the same objective. Finally, the decision to allow the United States Central Intelligence Agency and Department of Defense to cooperate with other international agencies from England, Jordan, and Pakistan has enhanced the ability of the government to protect the American people. According to Morgan (2007), “the change process has been conceptualized as a problem of changing technologies, structures, and the abilities and motivations of employees that also depends on changes in the images and values that are to guide action” (p. 145).

References

Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002).  The boundryless organization:  Breaking the chains of organizational structure. (2nd ed.). San Francisco:  Jossey-Bass.

Barringer, B. R., & Harrison, J. S. 2000. Walking a tightrope: Creating value through interorganizational relationships. Journal of Management, 26(3), 367-403.

Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwin.

Denning, S. (2005). Transformational innovation: A journey by narrative. Strategy & Leadership, 33(3), 11-16.

Jones, G. R. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Li, H., Chen, J., Yu, X. & Mei, X. (2009). Factors influencing knowledge management within inerorganizational projects. European Journal of Management Publishers, 9 (4).

Morgan, G. (2007). Images of organization. Thousand Oaks, CA: Sage Publications.

Mowery, D, Oxley, J. & Silverman, B. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17, 77-91.

Osarenkhoe, A. (2010). A coopetition strategy:A study of inter-firm dynamics between competition and cooperation. Journal of Database Marketing Customer Strategy Management, 11 (6), 201-221. doi:10.1057/dbm.2010.23

Shin, J., Taylor, M.S., & Seo, M.G. (2012). Resources for change: The relationship of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. Academy of Management Journal, 55(3), 727-748. doi: 10.5465/amj.2010.0325   

Tiller, S. R. (2012). Organizational structure and management systems. Leadership & Management In Engineering, 12(1), 20-23. doi:10.1061/(ASCE)LM.1943-5630.0000160

Week 4 Individual Assignment: Journal Article Assignment

Week 5 DQ 1

Name at least 10 elements of employee diversity in the 21st century. Discuss which of these you perceive to be the most challenging element facing your organization today and the element that will be most challenging in 2020. What value, if any, do these elements contribute to your organization?

10 Elements of Employee Diversity 

1. Age
2. Ethnic
3. Gender
4. Social
5. Special needs
6. Demographic
7. Language
8. Culture
9. Opinion
10. Talent

I believe that culture is one of the most challenging elements in my organization today.  There aren’t a variety of employees at my organization in terms of culture.  There are language barriers, cultural standards, and stereotypes that occur.  This is something that I believe occurs in every organization I have ever worked in.

I think that the most challenging element will be demographic in 2020.  Although we have several employees working from different locations and offices, I believe many organizations are moving toward a home office-type of environment, specifically in corporations (Jones, 2010).  This can help to reduce the costs of an office, such as saving in areas of electricity, rent, and commuting.

Each of these elements contributes to my organization.  Culture allows the organization to be able to view things differently and from different perspectives.  Demographics allows people to be able to work from anywhere remotely in a business.

Reference

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Week 5 DQ 2

What actions may the leadership of the parent companies—for example, the companies’ chief executive officers or the executives responsible for the alliance—take to help ensure the success of organizational boundary-spanning teams?

3 Actions To Ensure Successful Organizational Boundary-Spanning Teams

Upper management plays a very important role in an organization.  One of the responsibilities of the chief executive officers (CEO) and management in an organization is to manage the business so that the organization can meet its objectives.  So when an organization obtains an outsource or a partnership with another company, there are some new objectives that the CEOs and managers are responsible for.

The first action that the leadership of the parent company should take is to obtain feedback from the teams (Jones, 2010).  This allows the teams to feel like they are being acknowledged and that the organization cares about the team’s well-being, performance, and the general overall structure of the organization from the team’s perspective.  The leadership will also look to see how many teams need immediate attention.

The next action is to analyze the feedback from a business perspective (Jones, 2010).  The leadership will look at the suggestions and opinions to see if it benefits the organization.  The leadership will be able to plan any necessary requirements or needs for the team’s well-being and job performance.

The final action is to coordinate a structure or organizational design that makes sense for both the teams and the business (Jones, 2010).  This will provide motivation to the teams so that the teams know that changes will be made.  Creating and following through with an organizational design will allows cost effective and quality experiences in the work environment and for the business.

Reference

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Week 5 DQ Learning Team

(LT) What diversity-related organizational boundary-spanning challenges will team members face when organizations form partnerships or alliances?

The most critical challenge that a new organizational alliance would face is resistance from stakeholders because no one is certain of their future within the new setting. Possible changes in demographics, ethical behaviors, resistances to change, and changes to organizational culture are some examples of what can occur in an organization facing restructure challenges.  Resistances to change are common in the last decade and can occur when technology, economic, or structural changes are made (Jones, 2010).

Bateman and Snell, (2007) Stated; “The emphasis on agility, quality, flexibility, learning, and leanness to which you have been exposed in this chapter is likely to be a constant in your managerial career—ideally in your own organization…the boundaryless organization, one in which there were no meaningful barriers between the organization and its environment” (p. 313).

Organizational goal attainment is dependent on each team demonstrating effectiveness regarding its internal functioning.  The following challenges could arise: inability to manage joint venture, alliances, or corporate responsibility (stakeholder boundary); inability to empower employees on all levels due to resistance to change or lack of motivation (vertical boundary), inability to implement an effective cross-functional collaboration or drive for innovation (horizontal boundary); inability to incorporate cultural awareness/crossing culture, or ensure ethical behavior (Ernst and Chrobot-Mason, 2010). 

How are these challenges faced by teams in a company?

Groups of organization seeking full inclusion in the workplace, some of diversity are based on workforce diversity (Ailon, 2008).   Prasad, and Prasad, (2007) noted that the most immediate challenges to a coalition come normally from a clash between the cultures, which have dominated within each organization. For instance, one company might champion product quality while the other sees low cost or product differentiation as a competitive advantage according to Bateman and Snell, (2007).

Effective leadership and management can overcome the challenges of cultural diversity, struggle for power, and resistance to transformational changes by implementing some of the following practices. Adopt a culture that values differentiation, promotes collaborative thinking, and participative decision making (Bateman and Snell, 2007). The new leadership and management teams must avoid a transactional or hierarchical organizational structure to the benefit of a transformational and natural design because the later promotes more flexibility, adaptability, and cooperation (Werner, Samson, & Henry, 2008). 

References

Ailon, G. (2008). Mirror, mirror on the wall: Culture’s consequences in a value test of its own design. Academy of Management Review, 33(4), 885.

Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwin.

Ernst, C. & Chrobot-Mason, D. (2010). Boundary Spanning Leadership: Six practices for problems, driving innovation, and transforming organizations. New York: McGraw-Hill

Werner, U., Samson, R., & Henry, T. (2008). JCPenney: Merchandise innovation engine and Internet key top-line drivers; outperform, $63 TP. Black Book – The Best of Bersteing – U.S. Edition (Third-Quarter 2008), 23-26.  

Week 5 Team Assignment: Foundational Philosophies of Management Paper

Week 6 DQ 1

Based on research, what characteristics in an organizational environment attract corporate entrepreneurs? How might knowing these characteristics influence the policies of an organization that wishes to attract these individuals? 

New and innovative software or websites have recently triggered an interest in entrepreneurs (Jones, 2010).  Since there is room for innovation and improvements in an organization, many entrepreneurs look toward ways of enhancement or looking for something that has never been done before.  According to an example from Jones (2010), Pfizer looks to create innovative strategies using entrepreneurship ideologies.  An organization may wish to change the policies after recognizing what entrepreneurs are interested in to bring more of this type of employee into the business.  By encouraging an open-minded organization, entrepreneurs may want to join organizations, such as Google or Pfizer.   Also if the entrepreneurs know that there are others with similar goals within the organization, the entrepreneurs may want to join or help the organization.  If management is likewise influenced to act as entrepreneurs to promote freedom of ideas and objectives, the organization might be more successful as well.

Reference

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Week 6 DQ 2

Select a challenge facing global organizations that seek to remain successful in existing businesses, while starting new businesses to provide future revenue and profits. How do you predict organizations will address this challenge in the future?

A challenge that global organizations face when they seek to remain successful while also starting a new business is changing environments (Jones, 2010).  Changing an environment is difficult even if there isn’t a new endeavor being established.  When starting new processes, changing environments may be necessary depending on the type of organization that it is.  When an organization adapts new technologies, strategies, and employees, there are many processes that need to be considered so that the business can continue to evolve into a successful business (Jones, 2010).  Some organizations will be able to succeed if their reorganization is successful.  Some of the elements that an organization will need to analyze when adapting to a new business is to pay careful attention to both organizations resources, data, processes, actions, performance on those actions, and employee feedback (Jones, 2010).  If the organization cannot be successful in those elements, the organization may fail.  On the other side of the organization is its customers.  In a global organization, the organization may also make sure that the needs of the customers are being met within the organizations processes and standards.

Reference

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Week 6 DQ Learning Team

Hello Dr. Robert and Class

An important factor of any organization is the quality of its leadership. The growth of the organization is linked to the organization’s leadership. Leaders have the ability to recognize a need within an organization, have the ability to differentiate between the most important goals from those that can and should wait, have the ability to propose a solution that can be implemented with the resources available while entrepreneurs focus on differentiating between a useful need and an idea that can be a successful business venture. The entrepreneurship concept is an approach that allows people with innovative ideas to develop new products, processes, services, and even new philosophy according to Frederick (2009). The entrepreneurial spirit has fueled many economies around the globe specially that of the United States with Microsoft, Apple, and Wal-Mart (Werner, Samson, & Henry, 2008); However, the great human minds behind these world class organizational successes often fail to manage the growth of their own business for several reasons (Bateman and Snell, 2007). Entrepreneurs are willing to take more risks. Entrepreneurs are known as self-starters, but for them to be successful, they have to understand the needs and wants of the clientele and they can’t do everything themselves. As an organization grows, more people are needed to complete the tasks that are necessary to sustain the organization’s growth and processes.

Entrepreneurs who lead large companies are not as unusual now compared to the past. A person has more resources now to access to create and continue with a successful business (Jones, 2010). If a successful entrepreneur is not an excellent leader of a growing company, the probabilities of certain leadership components are not being implemented.Stewart, Watson, Carland, and Carland (1999), revealed that the risk propensity among entrepreneurs is much higher than among professional managers. This indication is a direct contradiction with the management theory of contingency advocated by Lawrence and Lorsch (cited in Scott & Davis, 2007) who insisted that leaders and managers must be conscious of environmental ricks. Managers and leaders also need to make every effort to minimize the risks that their organizations would face by diversifying their products, services, and markets (Scott & Davis, 2007). Another limitation to successful entrepreneurs becoming excellent leader of an organization if it grows into a large company is that they value constant conflicts or competitions over cooperation (Frederick, 2009). 

Entrepreneurs can seek opportunities, have the need to achieve the goals which were set, are independent minded, take risks for capital building and are innovative (Fernald Jr., Solomon and Tarabishy, 2005). Effective leaders can formulate an organizational vision with an effective plan for pursuing the vision; leaders foster great pride in the organization, foster cooperation & motivation, and team building (Fernald Jr., Solomon and Tarabishy, 2005). Leaders or entrepreneurs in both large and small companies can benefit from choosing and following management models which set a proper framework for the companies or ventures. A management model is defined as the CEO's’ choices on managing the objectives, business activities and resources (Birkinshaw & Goddard, 2009).

References

Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwin.

Birkinshaw, J., & Goddard, J. (2009). What Is Your Management Model? MIT Sloan Management Review, 50(2), 81-90.

Fernald Jr., L., Solomon, G., & Tarabishy, A. (2005). A new paradigm: Entrepreneurial leadership. Southern Business Review, 30(2)

Frederick, G. C. (2009). Ethics, entrepreneurs and corporate managers: A Canadian study. Journal of Small Business and Entrepreneurship 22(3), 267–274.

Jones. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

Scott, W. R., & Davis, G. F. (2007). Organizations and organizing: Rational, natural, and open system perspectives. Upper Saddle River, NJ: Pearson Prentice Hall.

Stewart, W,. Watson, W., Carland, J. & Carland, J. (1999). A proclivity for entrepreneurship: A comparison of entrepreneurs, small business owners, and corporate managers. Journal of Business Venturing, 14(2), 189-214.

Werner, U., Samson, R., & Henry, T. (2008). JCPenney: Merchandise innovation engine and Internet key top-line drivers; outperform, $63 TP. Black Book – The Best of Bersteing – U.S. Edition (Third-Quarter 2008), 23-26 $63 TP. Black Book – The Best of Bersteing – U.S. Edition (Third-Quarter 2008), 23-26

Week 7 DQ 1

Using stakeholder theory, what are the ethical dilemmas facing U.S. tobacco companies?

One of the ethical dilemmas that U.S. tobacco companies may be facing is the prohibition on purchasing tobacco products from certain locations (Bateman & Snell, 2007).  One example is eBay.com where there is a ban on selling any “firearms, alcohol, and tobacco” (Bateman & Snell, 2007, p. 98) on the website. One of the ideas of stakeholder theory is that it involves ethical business practices.  The ban on tobacco is a business ethical choice because promoting substances such as tobacco can have very serious repercussions if the tobacco gets in the hands of minors or people who are addicted to tobacco who are at a high risk of dying.  Another example of an ethical dilemma that the tobacco may be facing is of the government enactments of the prohibition of using tobacco in some states.  More specifically in New York State, smoking tobacco is prohibited from being used inside public establishments and workplaces ("State Of New York - Regulation Of Smoking In Public And Work Places", 2009).  The law was created so that people would be able to work or go to public spaces without the risk of second hand smoke. Furthermore, cigarettes are around $11.90 in New York State, the highest in the country, to discourage the purchasing of tobacco as well.  These indirect methods are not only attempting to eliminate the U.S. tobacco companies, but it is also an attempt of trying to influence U.S. tobacco companies to look into more ethical standards.

References

State of New York - Regulation of Smoking in Public and Work Places. (2009). Retrieved from http://www.health.ny.gov/regulations/public_health_law/section/1399/

Bateman, T.S. & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw Hill/Irwin.

Week 7 DQ 3

How can a leader reshape an unethical organizational culture?

Reshaping an unethical organizational culture can be a very tricky thing.  Behaving unethically also produces a negative work environment as well as poor reliability in the organization's strategies.  Due to the organizational political nature involved with an unethical organizational culture, the restructure may need to be a very delicate step-by-step assimilation process to become ethical (Beamish, Morrison, Inkpen, Rosenzweig, 2003).  So a step-by-step process of trying to get upper-management on board with a cohesive process to integrate specific ethical standards, such as sensitivity training, may need to be evaluated and developed.  As this process slowly gets integrated, another important step is to get feedback from the rest of the organization, such as the employees and mid-level management.  Using this feedback, adjustments can be made toward the restructure where necessary.  Assimilating integrity, competency, and reliability are some of the goals associated with becoming an ethical organization (Beamish, Morrison, Inkpen, Rosenzweig, 2003).   

Reference

Beamish, P.W., Morrison, A., Inkpen, A.,& Rosenzweig, P. (2003). International management: Text and cases.(5th ed.). Boston, MA: McGraw- Hill.

Week 7 DQ Learning Team

LT) What is an employer’s ethical responsibility for employees whose skills are no longer competitive? Is it the same for an employee with the interest and capabilities needed to develop skills to remain competitive, and one who does not have the interest or capabilities? 

Hello Dr. Robert and Class

An ethical organization should first evaluate an employee’s skills through an evaluation period. It is important for an organization to be competitive but it is also important for the organization to understand its employees. Managers need to act diligently to identify and support employees with the interest, capabilities, and willingness to renew their skills, which are critical to moving the company forward (Frederick, 2009). Also, if an employee is no longer competitive but has a desire to learn, employers could enhance an employee’s skills through professional development or identify specific training requirements to optimize performance and reinforce the employee’s ability (Minkes, Small and Chatterjee, 1999). The demonstration of unquestionable willingness to value the interests of an organization over one’s personal needs during the time of fundamental changes symbolizes incomparable loyalty according to Wren (1995). If an employee continues to demonstrate a lack of interest and does not improve performance capabilities through training, alternative decisions may have to be implemented. Some employees may not demonstrate an interest because they were not placed in the right job which could result in a lack of success, lack of happiness and inability to reach an optimal potential level. Human capital is the most important resource available to an organization and managers should make every effort to ensure that employees have an opportunity to help increase growth and competitiveness through skill development (Moon and Koo, 2011). Management must apply employees where they will be the most effective and productive through correct utilization of an employee’s skills, knowledge, and talent.

References

Minkes, A., Small, M., & Chatterjee, S. (1999). Leadership and business ethics:

Does it matter? Journal of Business Ethics, 20 (4), 327-335. doi:

10.1023/A:1005741524800

Moon, R., Koo, J. W. (2011). Global citizenship and human rights: A longitudinal

analysis of social studies and ethics textbooks in the Republic of Korea. Comparative Education Review, 55(4), 574-596.

Wren, J. (1995). The leader’s companion: Insights through the ages. New York,

NY: Free Press

Week 7 Individual Assignment: Management Theory Consultant Presentation

Week 8 DQ 1

In discussion, people observe that the most important factor for success is luck. They note that success results from who you know, who knows you, and being in the right place at the right time. Are there theoretical reasons that explain such observed phenomena? Using your knowledge of EI and theory, how might you help those you mentor improve their luck?

Using the ideas from Emotional Intelligence, and for those looking to be successful and lucky, body language, self-confidence, and control of emotional actions are important perspectives to note.  When I think about “success results from who you know, who knows you, and being in the right place at the right time”, I think about job interviews.  In the job interviews I have been in, I try to remain positive, present a happy demeanor, and show that I am an intelligent person that can do anything I put my mind to.  Because I pay very close attention to demeanor and behaviors, I make subtle adjustments to my performance in the interview as it is imperative to display positive characteristics during this process (Mayer, Salovey & Caruso, 2008).  If I stumble, I make a note of the situation and make sure that I do not make the same mistake in the next interview.  Because EI is a very complex theory, it is still difficult to identify certain emotional signals.  One of the observations I have noticed during these interviews that the employer or interviewer will often try not to present any emotion so it is even further difficult to read how he/she feels about me.  But so long as I present a consistent demeanor and positive emotions, I usually get a better opportunity then other interviewees who were nervous or lack self-confidence.

Reference
Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional intelligence: New ability or eclectic traits? American Psychologist , 63(6), 503.

Week 8 DQ 2

Why is EI is so controversial?

Emotional Intelligence (EI) is a controversial topic because of the use of emotion to achieve a specific goal.  Emotions display how a person feels, so to use these emotions for personal gain can be deceiving may be considered to be manipulative.  However EI is a concept that does not concentrate on one emotion because people use several and uses intellect to decipher the goal of where these emotions should be placed (Mayer, Salovey, & Caruso, 2008).

EI is also considered to be more important than thought processes (Mayer, Salovey, & Caruso, 2008).  Thought processes guide emotions but overall emotions take precedence.  So the two are synonymous with each other because individuals cannot do one process without the other (Mayer, Salovey, & Caruso, 2008).

Lastly, because there are also unknown factors involving EI, EI is not a fully established concept (Mayer, Salovey, & Caruso, 2008).  So there is much criticism on the concepts of EI.  Although EI is a useful and beneficial concept, there is still very little known about the concept.

Reference

Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional intelligence: New ability or eclectic traits? American Psychologist , 63(6), 503.

Week 8 DQ Learning Team

(LT) What is the role of EI in successfully managing or participating on cross-cultural teams?

No organization would dispute the importance of making teams work more effectively. The real source of a great team's success lies in the fundamental conditions that allow effective task processes to emerge and that cause members to engage in them passionately. To be most effective, the team needs to create emotionally intelligent norms of attitudes and behaviors that eventually become habits that support behaviors for building trust, group identity, and group efficacy (Locke, 2005). The idea behind Emotional intelligence is that an individual can use emotions to evolve their thought processes (Mayer, Salovey, & Caruso, 2008). Using the technique of using emotions to evolve thought processes became highly effective and accepted even though the idea was not perfect (Mayer, Salovey, & Caruso, 2008). There are tests that have been created to examine one’s personality and emotional triggers. The testers examine different perspectives of an individual’s emotions and their emotional state. These tests can assist management with understanding the emotional state of the employees, such as the stress levels of the staff (Mayer, Salovey, & Caruso, 2008).

The post popular definition of Emotional Intelligence was introduced by Mayer, Salovey and Caruso (2000), who argued that “emotional intelligence involves the ability to perceive accurately, appraise, and express emotions; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth” (p. 10). Goleman (1998) referred to Emotional intelligence as the ability to succeed in coping with environmental demands and pressures, which means that managers ought to demonstrate they have the skills to adapt to environmental uncertainties and overcome the challenges that they face in their daily lives.  In addition to cross-culturally teams being successfully managed by emotional intelligence, emotional intelligence can be utilized globally.Global business environments have become increasingly interdependent and they operate in an environment characterized by cross-cultural differences. It is imperative for the global organizations to identify cultural gaps. Once the cultural gap is identified, the organization will be able to implement policies and systems that ensure the successful adaptation of the organization into the new emerging global culture. Two emerging constructs of culture and emotional intelligence are especially relevant to the development of successful global leader’s effectiveness (Alon and Higgins, 2005).

References

Alon, I. & Higgins, J. M. (2005). Global leadership success through emotional and cultural intelligences. Business Horizons 48 (6) 501-512

Goleman, D. (1998). What makes a leader? Harvard Business Review. 76, 93-102. doi:101108/01437730510600652

Locke, E. A. (2005). Why emotional intelligence is an invalid concept. Journal of Organizational Behavior.

Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional intelligence: New ability or eclectic traits? American Psychologist , 63(6), 503.

Mayer, J. D., Salovey, P., Caruso, D. (2000). Models of Emotional Intelligence. In Handbook of Intelligence. New York: Cambridge University Press.

Week 8 Individual Assignment: Emotional Intelligence (EI), Mgt, Leadership Paper

Grade Report: MGT/716

Grade Summary (Week 1-Week 8)		Grade: A
Total Percentage:	96%
Your Total Score:	96
Total Possible Score:	100

Week 8
	Possible Score	Your Score
Participation & Discussion Questions	5.0	5.0
Comment: Alexandria, best week of participation so far. The class really spoke up for  what was a last class for most if not all. Well done on the reflective DQs. You  all came across scholarly and doctoral. You would make a fine academician as  well as leader. A sincere all the best on the dissertation and I hope to see  you at graduation if you come to Phoenix in the summer.
Emotional Intelligence (EI), Mgt, Leadership Paper	15.0	14.0
Comment: See my feedback in your attached paper.
Week 8 Subtotal :	20	19
Cumulative Week 8 Subtotal :	100	96
Week 8 Feedback:

Week 7
	Possible Score	Your Score
Participation & Discussion Questions	5.0	5.0
Comment: This has been an excellent week of participation as the class has gelled into a  collegial group and contributing in a truly doctoral manner. I am pleased. We  are reading well thought out and nicely referenced comments. Well done to the  whole group. I am pleased. Keep this superb level of performance up as we  rocket into our final week.
Management Theory Consultant Presentation	10.0	10.0
Comment: Alexandria, one of the few to fully answer all the components of the assignment.  Well done. Logical, smooth flow, and good references. This would make a nice  organizational training and development piece.
Week 7 Subtotal :	15	15
Cumulative Week 7 Subtotal :	80	77
Week 7 Feedback:

Week 6
	Possible Score	Your Score
Participation & Discussion Questions	5.0	5.0
Comment: Pretty good job on the participation this week. The responses were academic,  professional, and collegial contributing to the learning of the course  objectives. You made good use of peer reviewed journal articles. You have  adapted well to the rigors of doctoral learning. Keep all this up to the end  which will happen soon.  DQs were answered with collegial and academic  professionalism.
Week 6 Subtotal :	5	5
Cumulative Week 6 Subtotal :	65	62
Week 6 Feedback:

Week 5
	Possible Score	Your Score
Participation & Discussion Questions	5.0	5.0
Comment: Another week of superb professional, collegial, and academic discussion on  management philosophies concepts and principles.  It is your input and sharing  of yourself that add much to the class and contributed to any success it has.  Appreciate it.
Foundational Philosophies of Management Paper	15.0	14.0
Comment:  See my feedback in the attached document.
Week 5 Subtotal :	20	19
Cumulative Week 5 Subtotal :	60	57
Week 5 Feedback:

Week 4
	Possible Score	Your Score
Participation & Discussion Questions	5.0	5.0
Comment: Appreciate you sharing your wisdom, insights and professional experiences to the  class discussion. The whole class benefits when you do. You stay focused and on  topic. Well done and keep it up.
Management Philosophy Table Review	5.0	5.0
Comment: Well done on your peer review of the tables. It is always advantageous to have  another perspective than just the faculty. I know there is a lot grousing in  general about team assignments, however, they consistently produce a superior  product as demonstrated here.
Journal Article Analysis	15.0	15.0
Comment: See my feedback in your attached assignment.
Week 4 Subtotal :	25	25
Cumulative Week 4 Subtotal :	40	38
Week 4 Feedback:

Week 3
	Possible Score	Your Score
Participation & Discussion Questions	5.0	4.0
Comment: You have some fine things to say when you contribute to the class. Your comments  add to the overall value to the class. The class benefits when you share your  insight and experiences are invaluable. When you hold back we are denied your  input. Let us hear from you just a little more often and gain the advantage of  your knowledge and perspective. Double check the class policies. I am looking for at least two substantive  messages on 3 out of 7 days. Learners should post two substantive messages on 3 out of 7 days. A substantive  post should: Range from 150 to 300 words (check word count in the upper left corner of the  OLS window) Integrate theory, research, and/or professional experience Include specific examples and/or substantiating evidence Include in-text citations and references in APA format Stay on topic and address the course objectives Demonstrate proper spelling, grammar, and scholarly tone The following items do not count toward participation: Initial responses to Discussion Questions (DQs) Initial responses to Weekly Reflections threads Formal assignments (individual or team) Posts that merely state agreement or reiterate a previous post Posts to Learning Team forums Posts to the learner's Individual forum Notes sent to the facilitator's email address
Management Philosophy Table	10.0	9.0
Comment: See my comments in your attached paper.
Week 3 Subtotal :	15	13
Cumulative Week 3 Subtotal :	15	13
Week 3 Feedback:

Week 2
	Possible Score	Your Score
Participation & Discussion Questions	5.0	4.0
Comment: You have some fine things to say when you contribute to the class. Your comments  add to the overall value to the class. The class benefits when you share your  insight and experiences are invaluable. When you hold back we are denied your  input. Let us hear from you just a little more often and gain the advantage of  your knowledge and perspective. Double check the class policies. I am looking for at least two substantive  messages on 3 out of 7 days. Learners should post two substantive messages on 3 out of 7 days. A substantive  post should: Range from 150 to 300 words (check word count in the upper left corner of the  OLS window) Integrate theory, research, and/or professional experience Include specific examples and/or substantiating evidence Include in-text citations and references in APA format Stay on topic and address the course objectives Demonstrate proper spelling, grammar, and scholarly tone The following items do not count toward participation: Initial responses to Discussion Questions (DQs) Initial responses to Weekly Reflections threads Formal assignments (individual or team) Posts that merely state agreement or reiterate a previous post Posts to Learning Team forums Posts to the learner's Individual forum Notes sent to the facilitator's email address
Management Philosophy Table	10.0	9.0
Comment: See my comments in your attached paper.
Week 2 Subtotal :	$totalPublishedMaxPointsMap.get($week)	$totalPublishedPointsMap.get($week)
Cumulative Week 2 Subtotal :	$currentPublishedMaxPointsMap.get($week)	$currentPublishedPointsMap.get($week)
Week 2 Feedback: $weeklyFeedbackMap.get($week)

Week 1
	Possible Score	Your Score
Participation & Discussion Questions	5.0	4.0
Comment: You have some fine things to say when you contribute to the class. Your comments  add to the overall value to the class. The class benefits when you share your  insight and experiences are invaluable. When you hold back we are denied your  input. Let us hear from you just a little more often and gain the advantage of  your knowledge and perspective. Double check the class policies. I am looking for at least two substantive  messages on 3 out of 7 days. Learners should post two substantive messages on 3 out of 7 days. A substantive  post should: Range from 150 to 300 words (check word count in the upper left corner of the  OLS window) Integrate theory, research, and/or professional experience Include specific examples and/or substantiating evidence Include in-text citations and references in APA format Stay on topic and address the course objectives Demonstrate proper spelling, grammar, and scholarly tone The following items do not count toward participation: Initial responses to Discussion Questions (DQs) Initial responses to Weekly Reflections threads Formal assignments (individual or team) Posts that merely state agreement or reiterate a previous post Posts to Learning Team forums Posts to the learner's Individual forum Notes sent to the facilitator's email address
Management Philosophy Table	10.0	9.0
Comment: See my comments in your attached paper.
Week 1 Subtotal :