Unit 1 Discussion Responses

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Unit 1 Discussion Responses
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**There are 2 responses. Please write a 100 word response for each.

1.) Laurie:

As Bateman and Snell tell us, “a strategy is a pattern of actions and resource allocations designed to achieve the organization’s goals.” (pg 125, 2015) As a new leader implementing a new strategy for my organization, my first course of action would be to listen. The need to hear from those in management and functioning roles before putting my strategic plan into action would greatly benefit my efforts.

In my current organization, a health-related non-profit, generating funding is essential to our success. With offices across the country, meeting with managers and staff in each office would be ideal. With sixty offices, this might seem impossible, but, with the use of technology such as Skype, “face-to-face” meetings could be easily arranged. The information garnered from current managers and staff would be extremely vital in understanding the needs of each facet of the organization to establish objectives to achieve our overall goal.

As is true with many organizations, a lack of proper communication between departments and levels of management is often overlooked. In my effort to hear from those who work “in the trenches” would not only provide a wealth of information but would also establish a rapport with the most important resource in the organization – the staff.

After conducting this function, the introduction of a theme for our effort would be a helpful reminder – Thanks Towards a Cure would serve as a motto for the implementation of our efforts. This plan would include an organizational-wide strategy to show appreciation to our donors without asking them for help. Too often, charities ask and ask only to ask again within a short period of time. In my current role, I have found that many donors appreciate not being asked so often and respond very well if they are contacted to say, “thank you” instead of “can you.” Internally, this same strategy could be utilized to show appreciation to the workers who often feel overworked and unnoticed – as Christy Matta tells us, “Employees who feel valued are more likely to be engaged in their work and feel satisfied and motivated.”

Bateman, T., and Snell, S. (2015). Management: Leading and Collaborating in a Competitive World, 11thEd. New York, New York: McGraw-Hill.

Matta, Christy. (2018) Why It Is Important to Feel Valued at Your Job. PsychCentral. July 8, 2018. Retrieved from: https://psychcentral.com/blog/why-its-important-to-feel-valued-at-your-job.

2.) Jo Ann:

In the position at my job, the VABEs possess empathy, concern, respect, adaptability, and a positive attitude. These are the things that make my tasks easier or a least I think it does. I feel a sense of worth from doing a good deed or just my job, whichever, I feel good about it. I have witnessed several customers who seem to be at a loss to their next move, feeling embarrassed to seek out help. I am a believer and try to live my faith on the job.

The VABEs I begin with is empathy in offering an alternative method to their issues, never displaying a concern to their situations, because looks can be deceiving. Show respect in the services provided to the customers. It offers a person’s condition by demonstrating adaptability and having faith to speak words that God will change things in their lives with the hope that He will provide. For what nation is there so great, who hath God so nigh unto them, as the Lord our God is in all things that we call upon him for? (Deuteronomy 4:7).

What I have identified within the organization without leadership is language cues such as; followers, just being apart, making a check, and the day. Bureaucrat stuck in their bias ways of what they believe is right and the contrarians of not getting the job done, which leaves the customer back at square one, not served. Unless one does, one has little hope of understanding why people behave the way they do and, therefore, of influencing them in profound ways, ways that move beyond monitoring and constraining superficial behavior (Clawson, 2012, p. 27). The customers see us as providers ought to be as bright as a beam. We take for granted how people feel in their time of need. We lose sight that it could have been us on the other side of the desk.

Clawson, J. G. (2012). Level Three Leadership,5th Ed. Upper Saddle River, NJ: Prentice Hall/Pearson. ISBN: 978-0-13-255641-5

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