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II. Recognize the importance of developing shared goals for an organization’s financial and non-financial measurements, policies, and practices to meet strategic plans.
My artifacts demonstrating mastery of this outcome:
Artifact #1: MGMT500: Organizational Behavior & Human Resource Management: Leadership Grid Group Paper.
Artifact #2: MGMT520: Managing Organizational Change & Conflict: Leadership Paper.
Artifact #3: MGMT500: Organization Behavior & Human Resource Management: Performance Enhancement.
My Reflection on meeting this outcome:
During my learning journey, I grew an appreciation of the importance of employees. Of course I already knew that a company would not exist without employees, be it many or few. But there is an additional facet to the necessity of personnel and the need for them to understand how their daily activities fit into the bigger picture of the company. I also learned the importance of visionary leadership to guide the activities of these same employees to accomplish the strategic goals of the same company. The two basically tie together to form a solid road to success.
There is a caveat to the previous statement above. As outlined in my Artifact I, some experts might argue not every employee is concerned with knowing why they do what they do and the impact their activities have on the bottom line. Rather, they look for a basic direction, how to do it, and then continue with the daily tasks assigned. They are not concerned with the “why” portion of these same activities. On the other end of the spectrum, there are employees that not only search for the reason for the daily activities and goals, but the way in which they tie into the strategic goals and vision for the company. Some employees go even further and seek empowerment and requested input on how to improve the suggested activities to better reach the finish line. There is a need for leadership to acknowledge and accept where employees fall within this differing interest, but adjust their leadership styles to accommodate the individual employee’s placement on the directional grid in order to assure optimal performance. I chose this path for reflection in order to recognize the need for shared goals of some employees as to the need for definition of “how do I fit in.” Leaders need to understand that most employees fall into the latter category, and have a quest to know more. For this reason, a well-rounded leadership team would be one with the ability to: 1) set clear goals; 2) is a model of integrity and fairness; 3) has high expectations; 4) encourages; 5) provides support and recognition; 6) stirs people’s emotions; 7) gets people to look beyond their self-interest; and 8) inspires people to reach for the improbable (Blake Mouton Managerial Grid, 1982).
Artifact #2 is written from an interview regarding leadership with my director, Daryl Unkel. It reflects the importance of sharing the strategic goals of the organization with direct reports. According to Mr. Unkel, there is a need to not only establish a carefully planned and documented vision but to include staff in the goal setting process. By not only educating staff members on the strategic goals but including them on the methods on which they can participate in attainment, the company can be assured of a larger percent of employee buy-in and acceptance. Employees who have a personal interest in the vision will proudly help the team achieve that vision. Finally, it is important that once consensus has been reached the end result be communicated all the time for reinforcement.
Artifact, #3 outlines a strategic goal set forth by Cessna and areas that could have been improved for better success of the objective. This paper demonstrates areas in which, while it may have been communicated as being present, employee empowerment was not evident. The initial smoke-and-mirrors appearance of an employee-run directive soon dwindled as the participants realized they did not have the decision making-authority originally promised. Second, this artifact demonstrates the self-destructive implosion that can occur as goals remain immeasurable, and more frustratingly, unattainable. Finally, as a part of empowerment, it is important to know they have supervisor support should things not go as planned. “If you want performers to commit themselves to goals, they must have freedom necessary to accomplish the goal. But performers also need assurance that they will not simply be hung out to dry if they run into trouble” (Carr, 1993).
My Future Learning Goals related to this outcome:
With the research regarding the subject, it is understood-- and fairly undisputed --that in today’s business environment employee involvement is vital for company success. I have seen a shift in Cessna’s culture to add the inclusion of employees in active participation of goal identification and attainment. While at this time I may not be a leader setting forth the vision of the company, it would be my future intention to embrace the importance of participation in goal setting activities for my team. With active participation, I have the knowledge that I will be a better engaged employee with the role my career plays in the success of the company. Additionally, this same participation helps to set the standard against which my co-workers will strive to attain. In other words, the phrase “lead by example”would apply. Even if I am not a designated leader, I am still a part of a greater whole. As I continue through my professional journey, I recognize the importance of my perspective.
References
Blake, R. R., & Mouton, J. S. (1982). Comparative analysis of situationalism and 9,9 management by principle. Organizational dynamics, 20 – 43.
Clay, C. R. (n.d.). The ingredients of good performance. Training, 30(8), 51. Retrieved from EBSCOhost.
My artifacts demonstrating mastery of this outcome:
Artifact #1: MGMT500: Organizational Behavior & Human Resource Management: Leadership Grid Group Paper.
Artifact #2: MGMT520: Managing Organizational Change & Conflict: Leadership Paper.
Artifact #3: MGMT500: Organization Behavior & Human Resource Management: Performance Enhancement.
My Reflection on meeting this outcome:
During my learning journey, I grew an appreciation of the importance of employees. Of course I already knew that a company would not exist without employees, be it many or few. But there is an additional facet to the necessity of personnel and the need for them to understand how their daily activities fit into the bigger picture of the company. I also learned the importance of visionary leadership to guide the activities of these same employees to accomplish the strategic goals of the same company. The two basically tie together to form a solid road to success.
There is a caveat to the previous statement above. As outlined in my Artifact I, some experts might argue not every employee is concerned with knowing why they do what they do and the impact their activities have on the bottom line. Rather, they look for a basic direction, how to do it, and then continue with the daily tasks assigned. They are not concerned with the “why” portion of these same activities. On the other end of the spectrum, there are employees that not only search for the reason for the daily activities and goals, but the way in which they tie into the strategic goals and vision for the company. Some employees go even further and seek empowerment and requested input on how to improve the suggested activities to better reach the finish line. There is a need for leadership to acknowledge and accept where employees fall within this differing interest, but adjust their leadership styles to accommodate the individual employee’s placement on the directional grid in order to assure optimal performance. I chose this path for reflection in order to recognize the need for shared goals of some employees as to the need for definition of “how do I fit in.” Leaders need to understand that most employees fall into the latter category, and have a quest to know more. For this reason, a well-rounded leadership team would be one with the ability to: 1) set clear goals; 2) is a model of integrity and fairness; 3) has high expectations; 4) encourages; 5) provides support and recognition; 6) stirs people’s emotions; 7) gets people to look beyond their self-interest; and 8) inspires people to reach for the improbable (Blake Mouton Managerial Grid, 1982).
Artifact #2 is written from an interview regarding leadership with my director, Daryl Unkel. It reflects the importance of sharing the strategic goals of the organization with direct reports. According to Mr. Unkel, there is a need to not only establish a carefully planned and documented vision but to include staff in the goal setting process. By not only educating staff members on the strategic goals but including them on the methods on which they can participate in attainment, the company can be assured of a larger percent of employee buy-in and acceptance. Employees who have a personal interest in the vision will proudly help the team achieve that vision. Finally, it is important that once consensus has been reached the end result be communicated all the time for reinforcement.
Artifact, #3 outlines a strategic goal set forth by Cessna and areas that could have been improved for better success of the objective. This paper demonstrates areas in which, while it may have been communicated as being present, employee empowerment was not evident. The initial smoke-and-mirrors appearance of an employee-run directive soon dwindled as the participants realized they did not have the decision making-authority originally promised. Second, this artifact demonstrates the self-destructive implosion that can occur as goals remain immeasurable, and more frustratingly, unattainable. Finally, as a part of empowerment, it is important to know they have supervisor support should things not go as planned. “If you want performers to commit themselves to goals, they must have freedom necessary to accomplish the goal. But performers also need assurance that they will not simply be hung out to dry if they run into trouble” (Carr, 1993).
My Future Learning Goals related to this outcome:
With the research regarding the subject, it is understood-- and fairly undisputed --that in today’s business environment employee involvement is vital for company success. I have seen a shift in Cessna’s culture to add the inclusion of employees in active participation of goal identification and attainment. While at this time I may not be a leader setting forth the vision of the company, it would be my future intention to embrace the importance of participation in goal setting activities for my team. With active participation, I have the knowledge that I will be a better engaged employee with the role my career plays in the success of the company. Additionally, this same participation helps to set the standard against which my co-workers will strive to attain. In other words, the phrase “lead by example”would apply. Even if I am not a designated leader, I am still a part of a greater whole. As I continue through my professional journey, I recognize the importance of my perspective.
References
Blake, R. R., & Mouton, J. S. (1982). Comparative analysis of situationalism and 9,9 management by principle. Organizational dynamics, 20 – 43.
Clay, C. R. (n.d.). The ingredients of good performance. Training, 30(8), 51. Retrieved from EBSCOhost.