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Organizational Leadership, Planning and Culture: Designing and Planning for the Global Organization

Organizational Leadership, Planning and Culture: Designing and Planning for the Global Organization

Scott MacFarlane | 2015

Abstract

Many leaders have been in a position where their organization had to make a change but could not implement it, or worse yet, they were too late to make the change at all. There are also leaders who find it challenging to motivate their employees no matter what they try. Still others discover they don’t even know their employees or understand them. This workshop has the answers for leaders who find they have fallen into these traps. In this workshop, leaders will learn strategic planning in order to look ahead for impending trends by applying scenarios and futuring tools to forecast where their organization may be, and make change that will stick. They will work on motivating their employees through inspiration, empowerment and servant leadership. Several types of organizational design and structure will be compared, and leaders will apply structure and design with effective communication techniques to break-down barriers. Lastly, getting to know people by understanding their organizational, national and global culture will be studied.

Leaders, it is time to lead correctly or step aside: A one-day interactive seminar to build strong leadership behavior in Big Brothers and Big Sisters in the Big Brothers Big Sisters program.

Leaders, it is time to lead correctly or step aside: A one-day interactive seminar to build strong leadership behavior in Big Brothers and Big Sisters in the Big Brothers Big Sisters program.

William McClain | 2015

Abstract

In the 21st Century, society has struggled to prepare adolescent males and females for adulthood. Many youth have become casualties of violence, poverty, and drugs. This seminar offers mentors such as Big Brothers and Big Sisters valuable solutions in a manner that immerses their mentees through all-inclusive skills growth, so that society can celebrate their confirmation as successful adults. This training includes values such as teamwork, honor, and respect that Big Brothers, Big Sisters and other mentors must instill in and discuss with their mentees. This ground-level know-how of being a mentor is worth sharing with current and future mentors, who could benefit from a few edifying words, ideals, and concepts to enrich their relationships with their mentees. While many leaders desire to become mentors, more than a desire is needed.

Will Africa Emerge?

Will Africa Emerge? –Socioeconomic development, Transformational Leadership and Strategic Foresight

Oluwaseun Mustapha-Temowo | 2015

Abstract

The emergence of Asia as a global economic and industrial power house has been one of the major success stories of the last century. Through effective planning and strategic positioning, member countries made the most of their resources to rise into global prominence. Leverage was optimized because leadership was blended with strategic foresight to effect transformational change. As a result, China is now the world’s biggest industrial hub, Singapore is in pursuit, India is a major global services center and tourism is now the heartbeat of Malaysia. The world saw the Asians coming… and they came. Can Africa follow and live up to its billing?

Among their many counterparts, Nigeria, Angola and South Africa have been touted as the knife edge of the emergence of the African continent. Lending credence to this hypothesis are abundant human and natural resources combined with investment opportunities for multinational companies facing dwindling opportunities and stiffer competition in the developed world. Still, the potential has been there for well over half a century and that is all it has been for most of the continent, South Africa being the only breakaway story of note. While Africa has been blessed abundantly with natural resources and environmental comforts, sound leadership has been in short supply for the most part.

Recently though, uprisings in Northern Africa and the deepening of democracy in Nigeria have shown promise that the people would hold leaders more responsible for their actions or inactions. Expectations then are that the corruption and lack of direction that have plagued the continent would start receding in the near future. Ingredients of social change are bound to start coming up afterwards. While this hope exists, a decent effort still has to be made in leadership to stir development. The frontier economies in the world are growing at such a pace that for developments in Africa to be considered significant, they must significantly outpace the norms of the present to at the minimum keep sync with the pace of the rest of the world. Strategic foresight and transformational leadership would play major roles in these endeavors. Primarily, in setting her development goals, Africa needs to aim, not for where the forefront of economic progress lies at the moment, but at the time in the future where she aims to hit her targets. Here is where elements of strategic foresight would play a role. Next comes the need for transformation to steer the continent in the desired direction. This appears the more difficult of the two processes given that the delay in the emergence of Africa as a global power till now has not been for want of plans or targets. Execution has proven the elusive ingredient. This raises new questions regarding the quality of the human resource with which Africa has to execute, as well as how ready the people are for the change they clamor so much.

The book “Will Africa Emerge? –Socioeconomic development, Transformational Leadership and Strategic Foresight” seeks among other things to answer these questions and provide a context for the emergence of African super nations.

Going on A Digital Diet

Going on A Digital Diet – Protection Your Information

Kermit Christopher Pahl | 2015

Abstract

Technology has become engrained in all industrialized societies, allowing its citizens to connect to social media or business sites with any Internet enabled device. Smart devices, such as phones and tablets, are always in the user’s possession, providing a convenient method to stay connected. However, this device also provides information about visited sites and apps, locations, and shopping habits, allowing businesses to receive valuable information about one’s interests. Information collected from any Internet enabled device can be aggregated across platforms by businesses or governmental agencies, which may later be used for profiling. In most cases the user has agreed to the sharing of their data by connecting to a website or application. However, Internet connected devices may also be tricked to give up information about a user without consent.

This six-week, 18-hour, course is targeted towards high school students to increase awareness of privacy and how to responsibly share their information. However, the class may be tailored to any age. Students will learn why their information is important to marketers, how their information is used, shared, and aggregated. Course objectives will also include how to control the sharing of a user’s information using popular technology tools, managing an online footprint, and becoming secure in cyberspace. Techniques to avoid common crimes, such as texting, and cyber-bulling are also covered. The course will also demonstrate how information posted on social media sites may never disappear from the Internet and how poor, youthful choices may affect the ability to hold future leadership or positions of trust.

The course concludes with the need for privacy leaders. Businesses and lawmakers must think proactively regarding the fundamental right to protect one’s privacy balanced with legitimate business needs and national security, as regulations cannot address current technological issues. Absent reasonable privacy and data security laws, this course will examine what steps leaders may take to self-regulate information seen valuable by the user, such as their online browsing habits, but also when it may be appropriate to turn over data to a third party absent written consent.

Integrating Big Data and Strategic Foresight: The Way Forward Toward a Competitive Future

Integrating Big Data and Strategic Foresight: The Way Forward Toward a Competitive Future

Idlir Proseku | 2015

Abstract

Digitization has enabled us to capture data that we have not previously considered. Smart phones and other technologies for example have enabled users to capture data continuously, in large volumes and a variety of data. Thus, data that exhibits volume, variety and is continuous is known big data. With the introduction of big data, tension arises between big data and company strategy. Managing this tension between digitization, which ultimately has been the driving force for big data and strategy, is of vital importance to the continuous success of organizations. This manuscript is about big data and how strategic foresight helps organizations attain alignment. Strategic foresight manages the tension that exists between digitization and the organization, to meet strategic ends. Literature and other books speak about these two topics independently. This manuscript shows the reader how the two interact and relate to each other in order to provide maximum value. This manuscript synthesizes both topics so the reader will gain an understanding of what big data is, learn what strategic foresight is, and how it applies to strategic change.

Developing Physician Leadership: Utilizing a Framework of Authentic Leadership Theory and an Evidence Based Coaching Approach

Developing Physician Leadership: Utilizing a Framework of Authentic Leadership Theory and an Evidence Based Coaching Approach

Jacqueline Ritacco | 2015

Abstract

Physicians are called to become change agents, lead care teams and health system transformation. Conferred with leadership resulting from expertise, most physicians are not formally trained in leadership nor are they prepared to assume this role. A new coaching model was developed with linkage to Authentic Leadership Theory and training was given to physician leaders to answer the questions of whether this evidence based coaching model is an effective leadership development tool and whether it is likely to be adopted post training. Both Authentic Leadership elements and the COACHES© model were likely to be utilized in whole or in part.

Organizational Culture Analysis at the Defense Contract Management Agency

Organizational Culture Analysis at the Defense Contract Management Agency

Kevin P. Smith | 2015

Abstract

This project documents the results of an organizational culture review and analysis at the headquarters of the Defense Contract Management Agency (DCMA). The purpose of this effort is to provide an assessment of the organizational culture from a non-leadership perspective. Insights from this effort will be used to understand where organizational culture misalignment between the leadership and non-leadership groups may be affecting performance. The specific issues raised in the analysis will be used to direct remediation and improvement efforts as the organization moves toward a shared vision for the future.

The background section develops the organizational context and identifies the need for a survey of the organizational culture. Given the link between successful change and an understanding of organizational culture, a more culturally-aware leadership team will be better able to cope with the constant change that seems to be the new normal in today’s dynamic leadership environment. This new awareness should provide major benefits as DCMA moves into an ever more dynamic and challenging future.

The methodology section gives a review of the organizational culture assessment tool that was employed. It also highlights the mindmapping process that was used to identify, define, and prioritize the specific issues that were identified by a team of employees. The analysis section details the actual results of the issues identification process and the organization culture audit. First, A Pareto-based ranking of all issues is developed and discussed. Second, the organizational culture assessment results are presented. Each of the six questions included in the culture survey is analyzed individually and overall results are summarized.

In the recommendations section, the analysis is connected with several ideas for moving forward. Insights from the employee team and culture survey are summarized in addition to providing several training resources that can help the leadership team transition from the current organizational culture to the preferred future culture that was highlighted by the culture assessment process.

A New Way Saving Your Organization One Strategy At a Time

A New Way Saving Your Organization One Strategy At a Time

John Steely | 2015

Abstract

The leadership journey is complex. This complex journey is felt both on the individual and organizational level? How can we build the best organizational systems, which enable us to lead toward a sustainable future? The New Way training material will help any leader uncover the answers they seek for themselves and their organization. The contents guide a leader through self-discovery, such as the willingness to lead, it describes what leadership consists of and the styles associated with leaders. From there leaders are challenged to think about strategy and how it applies to their organizations. The strategies discussed help a leader at any level. The goal is to guide leaders into more efficient and effective strategies in the name of transformation. A New Way uncovers ground that leaders may not have thought about in the past. The training provides tools for thinking and analyzing the future. Leaders will be challenged to look closely at trends and analyze the impact of these future trends on their areas of leadership. Once trends are analyzed then strategies can be formed allowing originations to be proactive instead of reactive. A New Way does not provide the ultimate solutions for all leaders and organizations but it does begin the process of helping them think and work toward their goals of a sustainable and successful future.

Burnout 101: The Anatomy of Burnout

Burnout 101: The Anatomy of Burnout

Huey P. Jr. Allen | 2015

Abstract

Throughout their adult working lives people spend a significant – debatably the majority – of available time on work-related activities. In contemporary business, these work-related activities form the basis for projects and programs, evolving as temporary social systems or work systems engaged by organizational teams to accomplish particular tasks within specific time constraints. In many cases, these work-related activities begin to compete with personal, family, and spiritual commitments. Within this Petri dish of conflicting demands bound by limited personal as well as organizational resources, burnout is born and flourishes. A person’s job or focused activity is of central importance not only for positive personal identity, but also substantively contributes to a sense of positive self-worth. Consequently, it should not be surprising that a work task and its environment personifies the potential to seriously improve, or seriously impair, a person’s well-being, self-worth, and sense of organizational value. While employed in just such a highly stressful, personally demanding, and resource-limited work environment, I began to realize and understand the full effects that burnout, punctuated by stress, anxiety, and anger, could perpetuate upon an individual and the workforce in general. Extensive research on burnout and its devastating and compounding effects led to this culminating doctoral project. This final project captures and documents a work force oriented burnout workshop, along with an associated workbook, and is intended to substantiate the continuing training needs to support and sustain an organization’s primary resources – itshuman resources. In a time of increased work demands upon the employee, and decreased availability of work resources, there continues to be an alarming trend in reporting of burnout indicators. This trend is quantified and substantiated by increased sick time, employee turnover, decreased productivity, and diminished employee morale. Without senior management consideration and understanding of the personal and individualistically harmful effects of burnout, this toxin will continue to extract a toll upon organizations, and may be the final arbiter of an organization’s ultimate success or failure. My desire for this project is to inform management and train the workforce to the causes, impacts, effects, and recovery options of workforce burnout and all its implications, such that both future generations and future organizations will reap the benefits of an improved work-life balance. Indeed, this balance provides the foundation for a living, growing, evolving organization, with its successful future defined by the very lives of its organizational human resources. Indeed, no greater organizational resource exists than its human resources – its people. Absent its people, an organization is simply non-existent.

Lead Yourself First: Engaging in Coaching to Overcome Organizational Gaps and Improve Results Exponentially

Lead Yourself First: Engaging in Coaching to Overcome Organizational Gaps and Improve Results Exponentially

Marella Big Mountain | 2015

Abstract

The 2014 “Lead Yourself First” workshop, held in China, was completed as part of a service learning program for Panda Mountain, a U.S. organization that promotes hands-on participation in panda conservation. The workshop was a key component of a National Geographic Student Expedition that traveled to the town of Chengdu and to the Wolong Nature Reserve in Sichuan, China. This expedition involved youth and young Americans in activities that focused on building individual leadership value alignment and engagement. This event garnered a high level of engagement, energy and trust from the group of young American attendees. An analysis of the data gathered from these participants revealed some valuable findings which were used to develop a future Department of Defense (DOD) “Lead Yourself First” workshop on the same topics.

Organizations such as the DOD hoping to improve organizational alignment around core values need to focus on the basics by coaching individual leaders how to better align themselves to individual core values first to increase authentic leadership and engagement throughout the organization. There is an epidemic level of disengagement plaguing global organizations today which can only be countered by individual leaders who are committed to taking on the challenge of “leading themselves first.” This workshop is designed to address that challenge.