Leadership and Organizational Change Concepts Worksheet
Leadership and Organizational Change Concepts Worksheet
Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading
Feedback Process In the Simulation, CrysTel contracts consultants to conduct surveys internally to identify the weakest and strongest of the departments' characteristics. The consultants have been given a budget of $65,000. An Employee Satisfaction and Climate survey (with a total cost of $48,000) was utilized by the consultant. This is the optimal decision for getting perspective on how the employees will feel about their work-related issues (teamwork, communication, and supervisory guidance) and employees' attitudes towards organizational climate (motivation levels, job security, etc) (Scenario: Building a Culture for Sustaining Change, 2007).
"It almost goes without saying that employees receive objective feedback from others such as peers, supervisors, subordinates, and outsiders. Perhaps less obvious is the fact that the task itself is a ready source of objective feedback" (Kinicki & Kreitner, 2004, p. 328). "Feedback is objective information about individual or collective performance" (Kinicki & Kreitner, 2004, p. 326).
"Feedback is, quite simply, any information that answers those "How am I doing?" questions.
Good feedback answers them truthfully and productively. It's information people can use either to confirm or correct their performance" (Kinicki & Kreitner, 2004, p. 326).
The Individual-Organization Exchange Relationship CrysTel's Marketing department is weak in employee and management communication, does not empower its teams, and does not initiate mentoring activities to train less experienced employees. The organization climate is not very strong in regards to leading by example, risk taking, and resolving conflicts (Scenario: Building a Culture for Sustaining Change, 2007).
As the consultant, I suggested management be open to constant communications and listening to
Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading
Feedback Process In the Simulation, CrysTel contracts consultants to conduct surveys internally to identify the weakest and strongest of the departments' characteristics. The consultants have been given a budget of $65,000. An Employee Satisfaction and Climate survey (with a total cost of $48,000) was utilized by the consultant. This is the optimal decision for getting perspective on how the employees will feel about their work-related issues (teamwork, communication, and supervisory guidance) and employees' attitudes towards organizational climate (motivation levels, job security, etc) (Scenario: Building a Culture for Sustaining Change, 2007).
"It almost goes without saying that employees receive objective feedback from others such as peers, supervisors, subordinates, and outsiders. Perhaps less obvious is the fact that the task itself is a ready source of objective feedback" (Kinicki & Kreitner, 2004, p. 328). "Feedback is objective information about individual or collective performance" (Kinicki & Kreitner, 2004, p. 326).
"Feedback is, quite simply, any information that answers those "How am I doing?" questions.
Good feedback answers them truthfully and productively. It's information people can use either to confirm or correct their performance" (Kinicki & Kreitner, 2004, p. 326).
The Individual-Organization Exchange Relationship CrysTel's Marketing department is weak in employee and management communication, does not empower its teams, and does not initiate mentoring activities to train less experienced employees. The organization climate is not very strong in regards to leading by example, risk taking, and resolving conflicts (Scenario: Building a Culture for Sustaining Change, 2007).
As the consultant, I suggested management be open to constant communications and listening to
References: Kinicki, A., & Kreitner, R. (2004). Organizational behavior (6th ed.). New York: The McGraw-Hill Companies, Inc. McShane, S. L., & Von Glinow, M. A. (2005). Organizational behavior: Emerging realities for the workplace revolution (3rd ed.). New York: The McGraw-Hill Companies, Inc. University of Phoenix. (2005). Week four scenario: Intersect investment services. Retrieved April 1, 2007, from University of Phoenix, Week Four, rEsource. MBA520–Transformational Leadership course Web Site. University of Phoenix. (2007). Building a culture for sustaining change [Computer Software]. Retrieved April 1, 2007, from University of Phoenix, rEsource, Simulation, MBA520–Transformational Leadership course Web Site.