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Assignment 5

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| Executive Management MBA 5000 | Assignment for Week 5 | | 3/15/2014 |

I will discuss the management theories from the readings in week 5 and how they apply to my organization. |

Question #1 Highlight the Management Theories of Each Reading

In the reading, “Toxic emotions at Work”, the author examines the feelings of employees during organizational changes. “Organizations by their very nature create a regular supply of emotional pain. New bosses, mergers, layoffs. Stifling or confusing policies, salary decisions, and even the way that changes are communicated can all be sources of emotional pain felt by all organizational members” ((Pierce & Newstrom, 2011) It takes a leader that understands how to handle toxic behavior to lead the organization through change. This leader is considered a toxic handler and skills needed are: * Reading emotional cues of others and themselves * Keeping people connected and in communication * Acting to alleviate the suffering of others * Mobilizing people to deal with their pain and get back to a stable status * Building a team environment that rewards for compassionate action(Pierce & Newstrom, 2011)
The author examines how the attribute of compassion will allow leaders to connect to with the emotions of employees and keeps the leader from being isolated. In “The One Minute Manager”, the author reveals the secret of management with a system that will provide quality time and produce a self- sufficient team. This can be completed by using the philosophy of minute praise and one minute reprimands. The minutes signify time and display how each category can be swift and impactful enough to produce desired results. The one minute are broken down into one minute goals, one minute praising and one minute reprimands. Effective use of performance goals is important because it allows the employee to know what is expected. What should take place is: * An agreement between the manager and the subordinate regarding what needs to be done * Recording of each goal on a single page * Communication of clear performance standards regarding what is expected * Continuous review of watch goal, current performance, and the difference between the two (Pierce & Newstrom, 2011)
Effective use of praise rewards the employees for the right behaviors. The article mentions, “ When the manager is able to discover something that the employee is doing right, the occasion is set for one minute- minute praising ( Positive reinforcement)” (Pierce & Newstrom, 2011) Effective use of one minute reprimands allows the manager to provided immediate feedback to correct the action. However, it is done in a positive tone. One minute reprimands include the following: * Let people know you will in a frank manner, communicate to them how they are doing * Reprimand poor performance as soon as possible * Reaffirm how valuable you feel the employees are * Make sure that when the reprimand is over its over (Pierce & Newstrom, 2011)

In “Fish,” the author examines how important it is to have fun at work, regardless of what kind of work it is. This was the vision of the Seattle Pike Street Fish market employees who created a bustling, fun-filled, joyful work atmosphere for themselves and their customers. (Pierce & Newstrom, 2011) Fun applied to any organization can produce amazing results. The author lists a few assumptions based on the Fish Market employees: * Most people prefer to work in a job environment that is filled with fun * People also like a work environment where they feel they can make a difference in the organizations outcomes * Almost any job- no matter how simple or automated-has the potential to be performed with energy and enthusiasm (Pierce & Newstrom, 2011) In “Who Moved My Cheese,” the author examines the consequences that can occur when not noticing or resisting change. Examples of mice named Hem, Haw, Sniff and Scurry are used. The 4 mice had to adapt to an environment of vanishing cheese. Sniff and Scurry were proactive to the situation and began searching for new cheese. Hem and Haw, on the other hand, were reactive to the situation and did not take action until it was too late. Haw, realizing he was paralyzed due to fear and comfort, began making notes: * What Would you Do if you weren’t afraid * Smell cheese often so you know when it is getting old * When you move beyond your fear, you feel free * The quicker you let go of old cheese, the sooner you will find new cheese (Pierce & Newstrom, 2011) In the reading “The Seven Habits of Highly effective people,” the author examines what it takes for an individual to be successful. There are two forms of literature that explain how you should succeed. One is the literature of personality ethic,” Appearance is everything. It accents public image, social consciousness, and the ability to interact superficially with others.” (Pierce & Newstrom, 2011) The other is character ethic, “It provides proven pathways to move from dependent relationships to interdependence, and ultimately to interdependent success with other people” (Pierce & Newstrom, 2011) there are seven elements that form the basics of character ethics: be proactive; begin with the end in mind; put first things first; think win-win; seek to understand and then to be understood; synergize; sharpen the saw.” (Pierce & Newstrom, 2011) In “the 8th habit,” the author examines how one can move from effectiveness to greatness. This is done by finding ones voice and then inspiring others to find their voice. “Contemporary employees have an intrinsic ability, and hence they desire the freedom to reach full potential and to live in an environment that values and developing all aspects of their life. “This is why the 8th habit is essential for developing trusting relationships, achieving peace of mind, and excelling in all aspects of life” (Pierce & Newstrom, 2011) The things that helps one find their voice is by acknowledging the intelligences that are provided to us: Mental intelligence which enables us to comprehend, reason and resolve problems; Emotional intelligence involves knowing one’s self in a way that develops compassion; Physical intelligence that manages all of the complexities of the physical body system; Spiritual intelligence is the desire for meaning of life (Pierce & Newstrom, 2011) In “The Fun Minute Manager,” the author examines efficient ways to create fun at work for employees. There are ten guiding principles that are expressed: * Address other employee needs first * Make sure that “ Fun at Work” will be a good fit with the organization’s culture and with rebuild a fun workplace on an underlying philosophical foundation, not just a set of mechanical practices * Make a long-term commitment to fun as an ongoing process * Become more playful yourself * Involve others in creating fun experiences * Satisfy employees needs for recognition in new and unique ways * Use a wide variety of fun-related activities * Capitalize on the surprise factor * Assess and monitor your success at creating a fun work culture (Pierce & Newstrom, 2011) . Question #2 Apply the Management Theories to my Organization
“Toxic emotions at Work,” is a common in my organization. This is due to the recent responsible restructuring that has occurred in the past and is currently happening. The restructuring is occurring as a result to make the campus more efficient. For example, there were teachers on the payroll that did not have classes to teach. From the view of management, this is a good thing because it helps with the bottom line. However it is scary from the eyes of the employee and produces emotional pain. I encountered this during a conversation with the school’s librarian regarding new student orientation. One of the admissions departments’ responsibilities is to create new student orientation. This involves the students coming to the campus before the start of class and meeting the program directors. It also involves other faculty members such as the Campus President, Dean of Education, Career services and the librarian. Each person has a role to play and is expected to bring the “Sizzle” to keep students excited and interested. As such, I prepare everyone for their role. I was going over the librarian’s role and mistakenly mentioned the possibility of employees hours being cut. The librarian panicked! She immediately asked a question regarding her hours. I showed compassion by listening and then refocused her energy to student orientation. “Toxic emotions at Work,” are also prevalent in the admission’s department. The previous Director was there for 20 years and employees have worked under her for up to 13 years. This is enough time for any employee to get comfortable with a status quo. However, a new “Boss” signified changing rules, changing regulations and a changing gender. They thought, not only was I coming to change policies and punish them, but I was going to rid the admissions department with women and replace them with men. In order to show the opposite of what was thought, I used a compassionate approach, listen to their concerns and stayed consistent with my message to direct them to the mission. My vision of “a team that works” also has helped when dealing with “Toxic emotions at work. As a team that works, it is important for everyone to provide input and have their ideas materialize. In addition, I believe that you can have fun no matter what kind of work you do, similar to the philosophy of “Fish.” I play music, I mention jokes, I am playful but serious with the staff, and I reward employees for the right things. I also have team building exercises that deal with risk taking and getting out of one’s comfort zone. My favorite team building activity is called walk this way. It’s a soul train line where everyone has to dance down the aisle. The dance can range from a regular stroll to a skip down the aisle. However, each dance has to be unique and not repeated. It is amazing how many silly dances people will do to showcase uniqueness. By doing so, you will be able to get out your comfort zone to help the team achieve the institutional goals. You can do many things when you are out of your comfort zone. Haw in “Who moved My Cheese,” said, “What would you do if you were not afraid?” (Pierce & Newstrom, 2011) When people are not afraid, they have breakthroughs life. Before I arrived, my team was “gun shy” and blamed rules and regulations for not being successful. I am changing their mindset by repeating “the pursuit of greatness will make you uncomfortable and keep you uncomfortable.” My team is now galvanized and sees challenges in what made them shy before. I work with them on listening to intelligence and gut feelings. I am discovering the voice the “8th habit” is referring to and I am encouraging my team to find theirs. Question #3, Compare and Contrast two of the articles as it relates to your organization

Many of the employees with my organization have felt emotional pain of having programs cut which resulted in layoffs. The bruised mindset resulted in employees being uncertain of the future. I know that my organization is still in this stage from reading “Toxic emotions at work.” As a leader, I have to improve in the area of dealing with “Toxic emotions at work.” Useful practices that I will in are: * Identifying a link between the emotional health of the organization and the bottom line * Using hiring practices that emphasize attitude as well as technical skill. * Implementing intervention strategies during times of distress and initiating rehab strategies to ensure long-term vitality. (Pierce & Newstrom, 2011)

The employees with “Toxic emotions at work” are similar to Haw in “Who Moved My Cheese,” because they resist change the most. For example, one member on my team provided continuous pushback on any procedure or policy I implemented. I had a conversation with her and she mentioned she was not good with change. I struggled with coaching her through change and her results worsened. She blamed it on being micromanaged. However, everyone else was on board with the new process. She eventually tried to adopt the new procedure but it was too late. The end resulted in the employee receiving disciplinary action forms for not achieving results or being coachable As such, she ended up resigning from her position. She was so afraid of change that she stood still and did nothing.

Question #4 Evaluate Your Organization Based on Your analysis If I were to evaluate my organization on a grading scale I would give it a c+. My president and I are compassionate leaders and leading the campus through change. However, it is a tough job. In particular, the members on my team are in different stages of the change process. The employees that have been there for a long time are scared the most and suspect to the new philosophy. However, the new employees do not know any better and are 100% on board. I just stay consistent with my approach and practice what I preach because the best way for a leader to make change is to set the example, and then others will follow. In addition, I understand the employees work better when they are happy. So I try and make the environment as fun as possible and keep the end result in mind. To continue the fun trend, I will: * Use a wide variety of fun-related activities * Capitalize on the surprise factor * Make a long term commitment to fun as an ongoing process. (Pierce & Newstrom, 2011)

What will take the organization to a B? Time and consistency will take the organization to the top. One thing I realized is that my organization will not be a quick fix. I am looking for sustainable growth which takes time.

References
Newstrom, J., & Pierce, J. (2011). The Managers bookshelf: A mosaic of contemporary views. (Ninth Ed.). Princeton Hall.…...

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