Leadership

One of the ways The Brownie Baker accomplishes this effort is through its use of product packaging and design. However, based on the company’s overall performance history and strategic business maneuvers, low-cost leadership is what truly Is In motion. The Brownie Baker relies heavily on achieving maximum value through its products. One of the many ways that this is achieved is through product quality control. The Brownie Baker has placed a lot of effort into making sure higher grade ingredients are implemented into the production of their food products.

Another way that I live quality and value are achieved is through the strict guidelines followed to assure product freshness. Customers find exceptional value In The Brownie Baker’s products not only for the amount of product they receive for their dollar, but also the consistency of a delicious fresh product. The Brownie Baker company has consistently made changes over the years to drive down costs while maintaining product quality. From changes to its production processes to the establishment of third-party business partnerships, The Brownie Baker has strives for efficiency to promote a sustainable and profitable business. Referring to the list of operations strategies in the Powering booklet, which does The Brownie Baker use? Please cite examples from the case to support each strategy that you mention. There are a multitude of operational decisions that a business must utilize Its operational management strategy. The Brownie Baker clearly uses the low-cost leadership business format in its day to day business processes. For example, The Brownie Baker has been very decisive with the distribution points for its products.

The company has identified its target markets and the consumer types for effective reduce placement that have proven successful. The company Initially defined Its Because The Brownie Baker has maintained its value and quality over the years, management has realized further market potential to expand its reach into the super market industry. To accomplish this task the company has had to also maintain cost production to keep pricing competitive. The Brownie Baker has partnered with a multitude of third-party resources to ensure efficiency, product development and maintenance of external costs.

Another way that The Brownie Baker has practiced the low-cost leadership strategy is n the internal production of its products. The company has found a number of methods to refine the production process and lower overhead expenditures with inventory control. For instance, the company used to produce food products for future sales but now has shifted too production by order process. This strategy has lowered production costs through better inventory management and reduced the likelihood of overproduction and waste. . Referring to the Powering slide which shows various patterns that can be found in historical demand, which can be observed at the Brownie Baker? How can you tell? The Brownie Baker has experienced steady growth volume in sales over the years by paying close attention to commodity price fluctuations and adapting its business strategies appropriately. Historically the company has embraced a steady stream of demand from the consumer market with only a slight deviation normally seen in the month of January.

Management has come to see this slight differentiation of the norm possibly due to lack of consumer expendable income and dieting after the holidays. This pattern in the normal trend of demand behavior would be considered an irregular variation. 4. What changes have been made in production scheduling and inventory management? Why have these changes been important? The Brownie Baker has taken advantage of several new technologies and techniques to enhance product consistency and productivity over the recent years.

Some of the most critical strategies the company has revamped are in production scheduling and inventory management. The company began this restructure in scheduling by increasing employees and modifying work hours to optimize production output and cleaning maintenance. Another significant change the company took was to reduce the overproduction of its rodents. Since The Brownie Baker’s food products have a 21-day shelf life they had to remain frozen in storage until shipment. The company was lumping orders together and baking goods for future distribution; this was keeping money tied up while products waited to be shipped.

Instead, the company now prepares its shipments and freeing assets frozen in inventory and storage costs. Finally, I believe another important change to The Brownie Baker’s production process was the implementation of cross-training its employees in product production. At one point the company had 10 to 20 workers that were trained to reduce one type of product. Having this new strategy in place has increased the flexibility needed for shorter production runs and increased overall efficiency. 5.

How are changes made to deal with increasing commodity prices also related to sustainability issues? (Cite three examples of changes AND how each change is related to sustainability. ) There are several measures The Brownie Baker has taken through use of low-cost leadership operational decisions to sustain itself successfully over the years. In an ever-changing external environment with some changes that are predictable and there unforeseen, a company has to consistently forecast, prepare, innovate and refine its processes.

One way that The Brownie Baker has found sustainability in the volatility of commodity prices was the establishment of Third-party partnerships with other companies to offset transportation costs due to the increase in fuel prices. The Brownie Baker has also implemented newer technologies, utilizing newer servers, computer hardware and financial software to provide them vital reports on costs. To have this current computer technology at dispose is crucial in today’s business market and environment. These systems provide management the tools accessory to monitor and optimize purchases for necessary commodities in real time.

Having the ability to research cost data provides sustainability through purchase cost savings potential. Current technology and powerful software offers the company better flexibility, efficiency and purchasing effectiveness. Lastly, I believe a key element that The Brownie Baker has carefully managed is the accuracy and timeliness of its product pricing. The company has been able to sustain itself by properly adjusting its product pricing to remain not only competitive but also offset increases in commodity costs and other economic factors.

“Where the hell is the armor? ” I remember asking myself as I lumbered up into the open back of a Humble with canvas doors. By the looks on the squad and translators’ faces, they were asking themselves the same question. These days we kept our questions to ourselves, asking questions was not in the Job description. Our Job, at all times, was to do what we were told and do it fast. You see, up until this point we had traveled in the relative safety of our Amphibious Assault Vehicles, Vass, or tractors as we referred to them. To 10 men with weapons crammed into a space bout the size of an average bathroom, an average bathroom packed with crates of thousands of rounds of ammunition, grenades, anti-armor rockets, and Meals Ready to Eat, for hours at a time. We hated those machines, they choked us with diesel fumes, there was no moving around to stretch or stand up, we would be packed so tight that you couldn’t even reposition your feet once they fell asleep. Despite these facts, they had kept us safe. They at least had armor.

However they were slow cumbersome machines and according to our Platoon Sergeant SST Cribs, the latest we used in our vests, designed to stop no more than two well placed AK-47 rounds, would protect us from any number of lethal projectiles the enemy could hurl at us, and what the plates couldn’t protect us from, our warrior mentalities could. We weren’t buying it, but we also weren’t in any position to argue. Any questions regarding the safety of our transportation were left by the wayside and after a quick roll call, we were on our way to a real deal firefight, but we didn’t know that at the time.

This operation would last two full days and would prove to be two of the worst says of my life. Within an hour, our translator would be dead, we would have taken a number of human lives, and I would walk away with an experience that would ultimately mold me as a Marine, a leader, and a human being. Later in my life, this experience would be a reservoir from which I could draw strength during times when giving up would have been easy. It would help me to rise above and come out relatively unscathed, with an appreciation for life most will never have. My translator was from Alexandria, Egypt.

He spoke perfect English and a number of there languages including French and Arabic. He had studied in Cairo before coming to Iraq to study at the University of Baghdad. He was in his early ass’s and was rail thin, very soft spoken, the furthest thing from a warrior that you could find. He had been with us since before we arrived in Kraal, coming out on patrols, standing guard with Marines, hunkering down with us during the weekly, inaccurate, enemy mortar attacks. He also carried a photograph of Michael Jackson in his wallet, and we took every opportunity presented to us to make fun of him about it.

He was not eloping us for the money, no amount of money could compensate him for what he was doing, hours of guard, sometimes standing four or more two hour rotations in a row. The patrols he went on unarmed, patrolling more than most Marines in my squad. He did what he did because in his heart he felt it was the right thing to do. He risked his own life on the off chance it would make others lives better. I like to think he succeeded although I am sure there are some who would disagree with me. One thing is certain, when he was around, he saved lives.

On either side, sometimes language barrier is all it takes for someone to not go home. His name was Kafuffle, but we called him Safe, pronounced Coffee, like the drink. A number of years later I discovered his name translates into “Would Die For”, ever since Vive wished I had used his name properly. I considered him to be a good friend, better even next to some of my own comrades. On downtime we would discuss the war, and our fears, we would discuss our plans for if we made it home. He would answer my many questions about Egypt, and l, in turn, would answer his many questions regarding my life in the

United States. We shared a form of friendship that can only come from being in a theatre of war. We were all brothers in the same terrible situation. Together in the back of the Humble with our other friends, we sat silent, no small talk, no bravado. We weren’t sure what to expect and we were nervous Another false alarm? Another fight? Looking back on it I can see the signs, the streets were virtually empty as we careened down the main strip through the center of the city, hardly even a stray dog.

As we passed the Martyrs Cemetery and drew closer to the Great Mosque, the man’s ice on the loud speaker used to call devotees to prayer was becoming much clearer. With a half grin I turned to Safe and asked him what he was griping about this time. “He’s not griping,” Safe replied. “He is calling people to come fight. ” Smile gone, I immediately regretted asking him. “Shut the hell up Safe,” said our machine gunner, and Safe obliged as did the rest of us. Safe had certainly said enough. Once we got within a few blocks of our destination, exposed in the back of our hummer, we encountered our first burst of automatic gunfire.

Trying to get off of the road, our driver Jumped a one and a half foot curb almost launching our gunner out of the back and essentially knocking us all down to floor. We couldn’t have asked for better timing. What ensued was utter chaos, all of us trying to get up and out at the same time, full gear and under fire. I still believe that if it had been a burst fired from a well trained fighter, I would not be here today, along with everyone else who was in the back of that hummer. This would be our one lucky strike for the duration of the operation.

It would be another few minutes before the shooting started again, but this time it would be coming from our Staff Sergeants . 50 caliber machine gun. The . 50 makes a very unique sound, especially when it echoes in between buildings and down alleyways. It sounds something like a giant robot with a bad mechanical cough, eerie to say the least, almost evil. Unsettling to those who are not familiar with it, soothing to those whom it protects. Having dismounted the Humbles, we moved through the streets methodically, engaging targets as they came, and doing what we loud to keep each other safe.

At one point we came to an intersection where some Army MSP had secured a building, they were happy to see us to say the least, and the feeling was mutual. At that intersection we would hold out for 2 days, repelling enemy attacks, taking casualties, and hoping that it would end soon. I remember during one of attacks, Safe pressed between myself and an assault man from another squad, his hands over his ears like a small child at the worst part of a scary movie. This instance is one of my last memories of Safe, another was the look on his

Law Theatre (604) Wednesday 16:ooh- 18:00 Thursday g:ooh- al:ooh Friday 14:00 – 16:00 You are also required to attend ONE (1) one hour tutorial per week. There are a number of tutorial options for students. Please see the NUNS enrolment system for details of tutorial times. Tutorials start in Week 2 (to Week 13). A full list of tutorials, times and tutors will be on the Course Website. 2. 2 Units of Credit The course is worth 6 units of credit. There is no parallel teaching in this course. 2. 3 Summary of Course Managing Organizations and People is a foundational core course offered in the main bachelor degree programs.

This course introduces students to the knowledge and skills required to successfully manage organizations and people in a global economy, based on contemporary research and practice. The course is designed to provide strong foundations for the development of future organizational leaders and managers who will be able to successfully respond to complex and turbulent environments, promote and sustain competitive advantage, ensure ethical and social responsibility in business practice and decision making, and manage changing social, increasingly global and diverse workplace.

Topics include: the role of organizations in odder societies, sustainability and corporate social responsibility, the importance of organizational leadership, power and networks, sources of conflict, problem solving, group motivation and behavior, as well as professional skills. 2. 4 Course Aims and Relationship to Other Courses The aim of MOTION is to provide you with an introduction to principles, practices, issues and debates that are relevant to the management of organizations.

You will study concepts and theories that help explain the attitudes and behaviors of employees and managers. As a core course in the Bachelor of Commerce degree, the activities, materials and assessments have been designed to provide students with the opportunity to develop skills relevant to their studies and employment. 2. 5 Student Learning Outcomes 2. 1 Student Learning Outcomes By the end of this course, you should be able to: Content outcomes: 1 . Explain the central role of organizations in society 2. Evaluate the value and importance of the human side of organizations 3. Scribe the interconnections between individual(s), team(s) and organization(s) 4. Understand the language of organizations and management Skills outcomes: 5. Acquire foundational academic research skills 6. Monster familiarity with the process of critical analysis 7. Enhance your effectiveness in working in groups and teams 8. Learn independently and assume responsibility for the learning process ASP Undergraduate Program Learning Goals and Outcomes 1 . Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global contexts.

You should be able to select and apply disciplinary knowledge to business situations in a local and global environment. 2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective problem solvers. You should be able to identify and research issues in equines situations, analyses the issues, and propose appropriate and well-justified solutions. 3. Communication: Our graduates will be effective professional communicators. You should be able to: and presentation for the intended audience, purpose and context, and b.

Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a professional manner. 4. Teamwork: Our graduates will be effective team participants. You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes. . Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the ethical, social, cultural and environmental implications of business practice.

You should be able to: a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice, and b. Identify social and cultural implications of business situations. The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be developed in tutorials and other activities): Program Learning Goals and Outcomes, and indicates where these are assessed.

Program Learning Goals and Outcomes Course Learning Outcomes Course Assessment Item This course helps you to achieve the following learning goals for all ASP undergraduate students: On successful completion of the course, you should be able to: This learning outcome will be assessed in the following items: 1 Knowledge Tutorial activities Assignment 1 Assignment 2 Critical thinking and problem solving 5. Demonstrate familiarity with the process of critical analysis Tutorial activities Exam Written communication 6. Enhance your effectiveness in working in groups and teams 7. Earn independently and assume responsibility for the learning process team activity Spot quiz b Oral communication 8. Learn independently and assume responsibility for the learning process Tutorial participation mark 4 Teamwork 7. Enhance your effectiveness in working in groups and teams Tutorial participation mark Ethical, environmental and sustainability responsibility 2. Evaluate the value and importance of the human side of organizations Spot quiz b. Social and cultural awareness 3. Describe the interconnections between individual(s), team(s) and organization(s) 4. 1 Approach to Learning and Teaching in the Course MOTION has been designed to provide you with a complete learning experience that incorporates interactive teaching and learning and provides a strong foundation for successful studies in your Bachelor’s degree. We encourage student contributions, through discussion and questioning that draw upon your reading and life experiences. 3. 2 Learning Activities and Teaching Strategies Role of Lectures – The lectures provide a forum to introduce students to the main issues, theories and conceptual frameworks for each topic.

Lecture notes for each seeks topic will be available on the course website on the preceding Sunday. For example, the Week 4 lecture handout will be available to you on the Sunday before the lecture week. There will be specific information provided in the lectures to assist you in the spot quizzes Role of the Tutorial – The tutorials use a variety of experiential learning activities which encourage active engagement in the tutorials. The weekly tutorials provide you with an interactive environment to enhance your formal and informal learning in the course.

The more conscientiously you participate, the more you will enjoy and learn from the tutorials. The tutorials also provide you with opportunities to improve important interpersonal skills by working with other students in groups and teams, building relationships and networks, and being exposed to the opinions and values of others. Role of Everest Simulation – The Everest Simulation provides students with a hands-on experience of concepts taught in this course.

Abele S, & Starters G, 2008, Coordination Success and Interpersonal Perceptions: Matching Versus Mismatching, Journal of Personality and Social Psychology, Issue: Volume 95(3), September, p 576-592 Brother D A, 2012, Self-Monitoring Tools and Student Academic Success: When Perception Matches Reality, Journal of College Science Teaching. 5 Mammon: 26-32. AND 2. You must find at least TWO (2) and a maximum of FOUR (4) academic articles in the allowing library databases: ABA Inform; Business Source; Web of Science that are relevant to support your analysis. Note: websites and books are not valid sources for this assignment.

Marking criteria: Development of a consistent, clear and well-supported answer to the question Overall quality of analysis, depth of reflection/ thinking in terms of the key themes and issues raised in the question Quality of academic research (sourced from appropriate Journals/ databases, appropriate number of sources, relevance of sources to your argument) Appropriate structure (logical sequence; transitions teens parts; well-developed paragraphs) Clarity of expression & grammar Correct format of in-text citations and bibliography using Harvard style .

DUDE Harvard Guide) Appropriate document formatting as per requirements on section 4. 6 of the Course Outline and length (1,000 words +1- 10%) 4. 3. 2 Assignment 2 Requirements: Report – 30% of final mark Due date: At WEEK 11 in the tutorial. You must also upload an identical copy via “Turn-it-in” on or before your due date or your assignment will not be marked. Submission procedure: See section 4. 4 “Assignment Submission Procedure” in this ours outline Weighting: 30% of your total course mark Length: 2,500 words +1- 10% The word count must be disclosed on the coversheet of your report.

Report Focus: Critically analyses your individual and team’s experiences in a virtual world and as a physical team by using the results in the Everest simulation using the following three course concepts 1) Communication (including distribution effect) ; 2) groups and teams; and 3) leadership The report must address the following areas: Included in word limit Assignment cover sheet: No Title page: Executive summary: Table of contents: Introduction: Yes (approve 250 words) Body: Critically analyses your individual and team’s experiences and results in the two Everest simulations using the following three course concepts: 1 .

Communication including distribution effect 2. Groups and teams including virtual teams 3. Leadership Yes (approve 2100 words) Conclusion (Briefly summarizing what you have learnt from the experience) Yes (approve 1 50 words) List of references / bibliography Compulsory appendices: All students who were “participants” (not “observers”) in Everest must attach a copy of the “Goals on Track” page from the simulation All students (participants & observers) must attach a copy of team contract No

Reference requirements: You must use a minimum of six (6) academic references to support your analysis Marking criteria: and issues raised in the Everest experience Quality of academic research (appropriate number of academic sources, relevance of sources to your argument) Appropriate structure (logical sequence; transitions between parts; well-developed paragraphs) Clarity of expression & grammar Correct in-text citations and bibliography format using Harvard style . DUDE Harvard Guide) Correct document formatting as per requirements in section 4. 6 of the Course Outline, length (2,500 words +1- 10%), and inclusion of compulsory appendices.

More information about the Everest Simulation can be found in the Student Workbook, and guidance will be provided to students during the semester via the course website. 4. 3. 3 Individual Participation – 20% of final mark Tutorial Attendance and Participation: (5%) Preparation for, and active participation in, your lectures and seminars is a vital component of the learning in this subject and as such students who prepare and participate in the classroom will be rewarded. Participation may involve small group discussion, short informal presentations to the class, answering questions, participation in class discussion.

Participation marks are based on the degree to which students make an informed contribution to class and small group discussion. Simply attending tutorials without getting involved in class discussion is of little value to you or your classmates and will result in a minimal participation mark. To be eligible for the Tutorial Attendance and Participation mark students must attend a minimum of nine(9) tutorials. Students must ensure their attendance is taken. If students have a valid reason to be absent, documentary evidence (e. G. Medicate certificate) must be presented to the tutor in the next tutorial. Grading:

The Broom model of leadership examines how leaders go about making decisions and the approach of assessing the situation before determining the best leadership style. (Bateman & Snell, 2011). The Broom model evaluates seven situational factors for problem analysis that include; decision significance, importance of commitment, leaders expertise, likelihood of commitment, group support for objectives, group expertise and team competence. (Bateman & Snell, 2011)

Flexibility and the ability to practice situational leadership decision-making is an ideal model for an effective leader, according to the Broom leadership model. In the Broom model of leadership, leaders are able to assess different situations and determine which approach will be most effective in delivering the message to his or her team. The process includes: whether he or she will talk to his or her team individually or as a team to get input from the team; the leader also will determine whether they will facilitate or delegate tasks to elf accomplish the goal or task. Teammate & Snell, 2011) Depending how urgent the matter is will determine how decisive leader will have time to consult with others. All circumstances take a situational approach. Fiddlers approach explains how an employee who is task motivated seems to perform better when there is something that needs to be completed. Delegating could be the best approach for people who are motivated in this capacity. A person who is driven by the relationships of heir co workers seems to perform better in areas where there are interpersonal situation that are needed.

Introduction This paper will cover several topics related to high-performing teams and work groups. It will discuss how these two kinds of workplace people sets and how they differ in their pursuit of organizational strategy and compare these differences to virtual teams. It will identify the characteristics of successful leaders of high-performing teams and finally discuss why high-performing teams are important to organizations. High-Performing Teams and Work Groups

Before we can define high-performing teams or work groups, we will need to define the term team first. A team can be defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. “That definition lays down the discipline that teams must share to be effective (Katzenbach, 2005). Organizations utilize teams to perform operational and project based tasks.

People working in teams have the capacity to solve complex problems that cannot be solved by individuals working alone. People working in teams bring more resources to a task, including a variety of perspectives, knowledge, skills, and experience (Capella University, 2008). This diversity of perspectives, knowledge, skills, and experience allows a team to outperform the sum of its parts and is a critical component of a team being labeled as a high-performing team.

Teams come in many forms, they can be permanent or temporary, they can be leader-led or self-managed, and they can be co-located or virtual. Regardless of their purpose and form, all teams are made up of individuals interacting interdependently to achieve common organizational goal. Furthermore, all teams share the following: clear boundaries, common tasks, differentiated member roles, autonomy, dependence on others, and collective responsibility (Capella University, 2008). Teams definitely are forms of work groups, but not all work groups are teams (Brounstein, 2011).

A work group is also a collection of individuals however; they may not have complementary skills, a common purpose or a set of shared goals. In a work group, each member is responsible for only their own individual contributions. He or she achieves outcomes or makes their contribution to the organization in (relative) isolation. Individuals need not have any concern about what other members of the group achieve. Within a work group, there is not the interconnectedness and shared responsibility you see between team members.

Each member of a group can say ‘I did my best; it is not my fault that others did not pull their weight (www. leadership-development-coaching. com, 2011). ’ To add more context to the difference between work groups and teams refer to Table 1 (Brounstein, 2011). Work Groups| Teams| Individual accountability| Individual and mutual accountability| Come together to share information and perspectives| Frequently come together for discussion, decision-making, problem solving and planning. | Focus on individual goals| Focus on team goals|

Produce individual work products| Produce collective work products| Define individual roles, responsibilities, and tasks| Define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them| Concern with one’s own outcome and challenges| Concern with outcomes of everyone and challenges the team faces| Purpose, goals, approach to work shaped by manager| Purpose, goals, approach to work shaped by team leader with team members| Table 1: Difference between Work Groups and Teams

High-Performing teams have deeper characteristics that separate them from any team with the ‘team’ characteristics mentioned previously. Members of high-performing teams tend to develop a collective purpose that goes beyond that which the organization has established for them (Capella University, 2008). According to Harvard researcher Richard Hickman, high-performing teams must meet three effectiveness criteria (Capella University, 2008): * The team must consistently produce high-quality output. * The team must promote the personal growth needs and well-being of team members. The team must grow and learn as a unit. The Pursuit of Organizational Strategy It is not too much of a stretch to see which scenario is preferable when it comes to pursuing alignment with your organization’s strategy. Those in a workgroup, although maybe tied in roles and responsibilities to the organization’s strategic imperatives, is not concerned about others in his group or department, and therefore has no vested interest in another succeeding. High performing teams, on the other hand, consider their team as equally or more important than themselves.

A recent study of Fortune 1000 companies conducted by the Center for Effective Organizations at the University of Southern California concluded that 68 percent of the organizations in the study use self –managed or high-performing teams…but the study also shows only 10 percent of workers were in such teams (Capella University, 2008). Therefore, as much as we can agree there is a benefit from moving those in work groups into high-performing team environments, these environments are difficult to create, lead and maintain.

A failed attempt to create a high-performing team could be more detrimental than keeping a group of individuals in the work group mode, and thus making each individual accountable for driving alignment with the organization’s strategy. Virtual teams can play an interesting twist on this strategic alignment anomaly. This author suggests that virtual teams are no different in driving alignment with organizational strategy than co-located teams, with one exception.

In the role of operational support, where, for example a help-desk or call-center can take advantage of the “follow-the-sun” support methodology, you can find significant benefit by tying a virtual team’s performance as a team to an SLA, where individuals are working together to answer phones within a certain amount of rings, meet a certain first call resolution statistic etc. This type of virtual team, if lead properly can be a very high-performing team, as their bonuses and overall performance can be tied to these SLA results of the team.

Successful Leadership Characteristics of High-Performing Teams Leadership of high-performing teams have been mentioned twice in this paper; once to summarize how difficult it is to maintain high-performing teams, the second to note how to lead a high-performing virtual team. Managing any team is not an easy task. Managing and maintaining high-performing teams is increasingly difficult. Creating and managing high-performing teams is as much an art as it is a science. There is no magic formula that will uarantee team success, nor is there one best way to lead a team (Capella University, 2008). We can define four team leadership skills that will help drive work groups and teams into high-performing teams: 1. Invest in ongoing personal development 2. Provide team direction, structure and resources 3. Help the team manage boundaries 4. Manage the type and timing of interventions The Importance of High-Performing Teams We have shown the significant benefit of creating and maintaining high-performing teams concerning an organization’s strategy and team accomplishment.

High-performing teams tend to require less management since the team assumes a purpose as a whole and not individuals. These teams tend to be self-managed, or slightly managed by a leader, more so in a facilitation role than what we know as a daily manager. The most important task of the team leader is to create a work context that inspires and enables the team to do its work rather than directly intervening in the team’s day-to-day work (Capella University, 2008).

This is increasingly important to organizations as the economic outlook continues to force reductions in departmental personnel. References Brounstein, M. (2011). Differences between Work Groups and Teams. Retrieved December 5, 2011, from Dummies. com; Making Everything Easier: http://www. dummies. com/how-to/content/differences-between-work-groups-and-teams. html Capella University. (2008). TS5160: Business Foundations (2nd Custom ed. ). Boston: Pearson Custom Publishing.

Katzenbach, J. (2005, July 1). The Discipline of Teams. Retrieved December 5, 2011, from Capella University: http://web. ebscohost. com. library. capella. edu/ehost/pdfviewer/pdfviewer? vid=3;hid=119;sid=0579d6ae-2d3d-4908-9971-cea2472130f6%40sessionmgr112 www. leadership-development-coaching. com. (2011). Team vs Group: implications for leaders. Retrieved December 5, 2011, from Leadership Development Coaching: http://www. leadership-development-coaching. com/team-vs-group. html

Many leaders forget that business is about values, not Just economic performance. Moral leadership doesn’t mean ignoring profit and loss, stock price, production costs, and other hard measurable facts. But it does require recognizing the Importance of moral values, human meaning, quality, and higher purpose. Despite the corporate realities of greed, competition, and the drive to achieve goals and profits, leaders can act from moral values and encourage others to develop and use moral values In the workplace. 0 2. How does a leader find the courage to step through fear and confusion, to act despite the risks Involved? All of us have the potential to live and act courageously, If we can push through our own fears. Most of us have learned fears that limit our comfort zones and stand in the way of being our best and accomplishing our goals. We have been conditioned to follow the rules, not rock the boat, to go along with things we feel are wrong so others will like and accept us.

There are a number of ways people can unlock the courage thin themselves, including committing to causes they believe in, connecting with others, welcoming failure as a natural and beneficial part of life, and harnessing anger. 180-185 3. What is the concept of servant leadership described by Robert Greengage? According to Greengage, servant leaders: 1) put service before self-interest; 2) listen first to affirm others; 3) inspire trust by being trustworthy; and 4) nourish others and help them become whole. Servant leaders truly value and respect others as human beings, not as objects of labor.

My leadership being civic leadership is as an ability of one to have control over others and gaining leadership competence through the challenges he/she faces. The focus on this leadership has been stirred up by the fact that there are several leaders in the American society who through their leadership, they have brought changes to the society yet they are given little public recognition.

This leadership is characterized by the ability to transform the perspectives through which we see ourselves and the obligation we are demanded by community. The aim of civic leadership is to challenge the community to consider its beliefs and conduct. It not an inborn trait but it is made or acquired.

My community is a group of people who are living in a common locality and they usually interact. It has several households organized around common aspects and factors playing major roles of being the source of social cohesiveness.  The community requires good leaders for itself to meet its target of development in all aspects including social, political and religious stabilities.

All these can be achieved only if a community gets a trusted committed civic leader, a trait rarely found in the dominating usual leaders. Among several public requirement of my community is its development. It has for a long period of time been addressed by non-governmental organizations (N.G.O,s) and volunteered learning institutions such Universities and the government agencies with intentions to improve social well-being, of both local or regional and even national communities. For all these to be addressed, the community requires a public speaker for itself who will be communicating the needs by the community to higher levels of leadership.

Such individuals as mentioned above are rarely found though some informal community organizing bodies has joined the efforts to empower individuals and groups of community members by providing them with skills they need to effect changes in the community. They work hand in hand to ensure that such skills are used to assist in building political powers through individual or forming large social groups.

(It is after a forum that youth leader approaches a group of civic leaders)

(Conversation begins)

Youth leader: Hello. Good afternoon? (He shakes the hand)

Leader 1and Leader 2: (with smile), good afternoon to you

Leader 1: How can we assist you?

Youth Leader 1: I am representing my fellow youths and they have sent me to inquire about the visit by the NGO you mentioned in the meeting

Leader 2: Ok. As from Friday next week, the organization will come with funds to finance completion of the tree nursery; also leadership patron from the same organization has made an appointment with us to come and share some leadership issues with. I think that is all. Thank you.

Leader 1: Yes it so but to clarify, youths must prepare questions on that day. Thank you.

Youth leader: (as he leaves). Thank you also.

(Conversation ends)

The community functions by protecting right of each and every member and offering assurance of all services one may need including security. As mentioned above, community building and organization is the key requirement for a smoothly interacting community. Civic leaders are therefore responsible for all these. In building a community, the process follows a deliberate design which takes into account the known norms and rules applicable, this is called conscious community building.

According to community sociologist, Scott Peck, (Peck, 1993), community can be built and organized by civic leaders through a four-stage process. It begin at establishing a pseudo-community where the members live in harmony with each other and presenting what according to them is they are favorable sides of personalities.

The stage follows with chaos when the members exceed the freedom provided by pseudo-community. This stage requires that the facilitator intervene to provide advanced organization. The third stage is called emptiness, at this stage, facilitator goes beyond attempts to solve chaos, heal and fix them. This is after the community members have acknowledges their messes.

The last stage is called ; and is characterized by mutual respect amongst the members who at this stage has learned the importance of listening to each one’s needs. After Peck had finished his procedure on how to build a community he went further to postulate that “building a sense of community can be an easy task, but maintaining it in the modern society is a hard task”. This puzzle of maintenance can be solved only if the community acquires civic leaders.

For a community to deliver to its members, it requires a source of services called community service. This is usually performed by the members in combination of non-profit organizations.  The services can also be provided by the government, any organization or even can be provided by volunteered individuals. Another but not common source of services is from court processes where individual are sentenced to provide community services. Community utilizes these services to provide security to the members, clean the environment, administer civic education and self-awareness projects.

The recent problems faced by the community is financial constrains attributed to levels of its needs which exceed the resources it has. This can be solved by expert civic leaders by introducing and developing own currency. This will encourage economic growth and bring cohesiveness in the community.

Leadership can be thought by many people to be an interesting adventure in life, but the truth hidden behind whoever is in leadership can be a sufficient reason as to why some leaders step-down, or remain in their seats under much pressure from the community. One of the common challenges is inspiring your fellow members to share your community’s vision and mission.

This is simply because as a leader your role as a leader is to make people share your views but are not the actual implementer but a facilitator to explain to the fellow members how it goes. Another challenge which has proved to be common is facilitating open, without critiques and communication among the members

Creation and maintenance of a team with members from diversified background with different thinking and preference is also becoming a nearly impossible phenomenon in the leadership. Most leaders have tried to advice the members to lay their difference aside but the process has been picking at a very slow pace.

However the above challenges are encounter many leaders, good leadership can help overcome this. Leadership has desire of serving that is leaders genuinely want to serve other through leadership. People empowerment is also another characteristic of leadership to bring difference rather being interested on power, money or prestige of leading.

Leadership is not that an easy task and but it requires a lot of consent and therefore leadership should be guided by heart, passion together with compassion. No perfect leadership and therefore leader should therefore be able recognize its shortcomings using their natural abilities and recognizing the shortcomings and put in place measures to overcome them. A leader should also engage in self-development since leadership inmost cases is a lifetime occupation whereby it made also to be a place where one establishes oneself as role model to the community.

Theoretical underpinnings of leadership are the ideas forming the basis or justification of leadership. Leadership comes into place when a group of people sharing the same ideas decide to have one voice through one person who is, elected, nominated, or appointed. “Leaders are not born but they are made”. This what leadership trainers stick to at all.

Most people get motivated to by the skills they acquire trough training and they want to test their ability. There so many benefits including prestige that a leader enjoys while in these position thus making members of the community to admire the position thereby doing all means to reach there. Leaders who are already on the positions get motivated to retain their seats for a very long time p. Such motivations can be prestige, money, and ability to enjoy what power provides.

To bring the issue of community leadership home, community leader is an individual who happens to be a member of the community, who through his/her depicted characteristics, is elected, nominated or appointed to be the forefront of the community by representing and defending it. Such a leader will be responsible for community’s meeting the demand of it s needs such as financial, service. This will be used by the community to measure the delivery of such an individual.

Sometimes leadership can fail to deliver and needs to be changed. Community therefore has to establish a criterion for assessing leadership performance. This is done by assessing the outputs of the leadership not the output and the community has to agree upon what is being measured. Community can judge the goals against the time and conclude id the leadership is delivering or not.

References:

Peck, S. (1993). The Different Drum: Community-Making and Peace. New York: Simon &        Schuster

Tobe. and. Associates. (1947).Civic leadership: the Tobé award for distinguished contribution to            American retailing 1947. New York. Suns publishers

Maser, C.(1999).Vision and leadership in sustainable development. Boca Raton: CRC Press