BSBLDR801 Lead Personal And Strategic Transformation

Academic Anxiety?

Get an original paper within hours and nail the task

156 experts online

BSBLDR801 Lead Personal and Strategic Transformation
Question
Answered

Questions:

Activity: 1a

Identify at least 4 different leadership competencies appropriate to the characteristics of a competent leader and give reasons why you have selected them.

Activity 1b

Questions:

Where do informal institutions come from?
What is the difference between low context culture and a high context culture?
Describe the three systems for classifying cultures by clusters?
Describe the five dimensions of Hofstede’s frame work?

Activity 1c

Multiple Choice Questions

Culture is defined as:
The communication between members of similar location
The collective programming of the mind, which distinguishes the members of one group or category of people from another.
The main component of formal institutions.
The attitudes and behaviours characteristic of a particular social group or organization. 
Which of the following is a factor behind English being accepted as the global business language?
English speakers have traditional been more than non-English speakers.
It is easiest to translate to and from English.
English-speaking countries contribute the largest share of global output.
English is the number one language in the world.
Which of the following countries can be defines as a high-context culture?
Japan Finland
France Canada
In a collective society?
Family units are highly valued.
Being an entrepreneur is a popular mindset
Being different than your neighbour is important
Outsiders are easily trusted.
_______________ is an individual’s ability to understand and adjust to new cultures.
Cultural intelligence
Cultural awareness
Cultural skills
Cultural responsibility
Which of the following is not one of the five dimensions outlined in the Dimensions Approach.
Uncertainty Avoidance Masculinity
Work Ethic Individualism

Activity: 1d

Critical Thinking:

As Publisher, I take full ownership of failing to hit October’s Target. I also take full responsibility to lead the turnaround to overcome the shortfall. The operating results reflect my leadership decisions, including some key factors below:

I made the decision to release [Novel A] in the last month of the fiscal year. As a result, we had all the revenue in our last fiscal year and all the returns in this fiscal year. I must be smarter about this in the future.

Starting with the Fiscal 09 Plan, I’m moving my major [Author A] release from March to April, which means we’ll start our year with a bang. It also allows for revenue and returns for our top titles to occur in the same year from here forward.

I depended heavily on movie tie-ins for major revenue yet had no control over the timing of the movie release. [Novel B], [Novel C], and [Novel D] movies were all set for Summer / Fall 2008 releases, yet the studios delayed all three with no new release dates set.

I’ve learned not to lock in firm revenue projections based on movies I have no control over. While novelizations can be profitable, I will no longer include titles tied to movies on the Fiction Title Plan. They will drop-in only when the movie release schedule is 100% firm. Lesson learned.

I overestimated how easy it would be to sell-in our new line of [Category E] novels. It is still early in our move into this category, but initial sell-in is lower than I anticipated.

I remain convinced of the viability and strategic wisdom of the investment we’re making; it is simply a matter of building traction with sales, retailers, and consumers. My team and I have now stepped up and are doing more to drive [Category E] sell-in—and sell-through.

I haven’t acquired enough [certain type of authors]. I’m committed to providing novels that satisfy this felt need in the marketplace. It is a successful genre and other publishers have had good success with it.

However, I should have moved on this sooner since the time from acquisition to finished product is often well over a year. But I am now on track to recover the lost ground.

I need to create a better balanced revenue plan. As is apparent this November (with only one title releasing), the lack of major, revenue-driving products in every month is having a negative impact. I won’t let this happen again.

Notice several items in Allen’s comments:

What word did Allen used repeatedly?
Allen didn’t hide behind his team? Discuss.
What specific decisions Allen made and the results he achieved?
Did Allen accepts responsibility for his mistakes?
What actions Allen took to correct the problem?

 Activity 1e

 

Case Study

Activity 2.a

Questions

The theory on transformational and transactional leadership was conceptualised by ________________and further developed by ______________.
The four dimensions of transformational leadership:
_____________motivation is demonstrated when the leader articulates a compelling vision, sets _____________ and is confident employees will achieve them.
Individualized consideration when a leader approaches employees as individuals rather than as members of a group, pays special attention to their needs for development by acting as a __________________.
Transactional leadership consists of three components:
Management by exception active refers to a leader who ___________ monitors deviances from ___________, mistakes and errors, and takes corrective action as necessary.
Management by exception ____________reflects a leader who ___________passively until deviances from standards, mistakes and errors occur and only then corrects employees.
Transformational Leadership begins with _________________of our own ____________ and feelings, and how these affect your actions, and the states of others.
What are the characteristics of a leader of change? Mention any 4.
Transformational Leadership Behaviours (according to Colonel Mark A. Homrig)? Mention any 4.
Activity 2.B

Case Study:

Gloria and Mark were managers who didn’t work well together, they didn’t like each other, either. They constantly bickered about work goals and procedures. Nearly every week, they would individually go to their boss, Shirley, to complain about each other. Shirley listened, and encouraged them to focus on the business problems and try to work together as teammates, but as months went on there was no improvement. When their issues bubbled over in a staff meeting, Shirley brought the two together for a separate meeting. She reprimanded them for allowing their differences to disrupt the staff meeting. She reiterated her expectations for allowing staff members to do things differently within set protocols. She also restated their department value of teamwork.

Q.1 In your opinion what best methodology Shirley could have adopted to resolve this issue?

Q.2 Consider yourself as manager and from the methodology you mention in Q.1. Discuss     the process of settlement in detail.

Activity 2.c.

Article  : Nine Tested Rules for Arguing About an Idea………

Activity 2.c. (cont…)

2.c: Critical Thinking

 After reading the above article, select any 5 tips and give reasons why you have selected them and also how you think they are the best way to do it?

Activity 2.d

Tick (√) five behaviours in the “POSITIVE” column that you need to start or continue. Tick (√) three behaviours in the “NEGATIVE” column that you need to avoid. What steps can you take to eliminate the negative behaviours? How can you use your strengths more effectively?

 

POSITIVE

NEGATIVE

Listen (restate the problem)

 

Avoid eye contact

 

Make eye contact

 

Act hostile

 

Sit up straight

 

Allow interruptions

 

Use the person’s name

 

Eliminate physical barriers, such as desk

 

Allow no interruptions

 

Answer questions with a question

 

Give full attention

 

Watch the clock

 

Ask questions

 

Act defensive

 

Smile

 

Frown

 

Use firm handshake

 

Slouch

 

Give compliments

 

Use monotones voice

 

Be courteous

 

Be sincere

 

Take notes

 

Don’t follow through

 

Use verbal cues such as “I see”

 

Use bad language

 

Act enthusiastic

 

Be sarcastic

 

Make a decision

 

Have a sloppy appearance

 

Stay on subject

 

Rush the problem / person

 

Encourage the person

 

Talk about personal problems

 

Eliminate barriers

 

Criticize others

 

Do something extra

 

Other

 

Stay positive

 

 

 

Other

 

 

 

Activity 2.e.

Case Study:

Merging Culture:

A merger between a large international company (A) and a smaller, but dynamic national company (B) was jeopardized when rumours emerged that the merger would be accompanied by redundancies in B. The directors of both companies failed to conduct an open exchange of company stories, and did not discuss how both cultures would align to a new story after the merger. Planned communication was replaced by stories exchanged informally on the grapevine, which were overly pessimistic.

As a leader what measures you would have taken to avoid such a mishap?

Activity 2.f.

Assessing Your Natural Leadership Style–Workshop  

Workshop instructions:  First turn to Appendix I, “Assessing Your Leadership Style.”  Complete the questions quickly, putting a mark by your first response.  Next, turn to Appendix II, the “Scoring The Leadership Style” sheet.  One point should be given for each answer.  Total each column.  Group I is the directive style, Group II is the consultive style and Group III is the delegative style.  The scores will range between two styles.  Make sure you fill out the personal application part at the bottom of the sheet.  Finally, review Appendix III, the “Leadership Style Summary” sheet by underlining statements that you believe are true of you.

Need an essay written specifically to meet your requirements?

Choose skilled experts on your subject and get an original paper within your deadline

156 experts online

Your time is important. Let us write you an essay from scratch

Tips and Tricks from our Blog