Troy University Lt Colonel John Adam Questions Discussion

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Toryy64

Business Finance

Troy University

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Answer Q 1 & 3 from Lt Colonel Case 3.2, p 62 5 pt

EXPLICITLY APPLY textbook material in your answer!

Also, view the ...RIVER QUAI video again, and use its material on ethical perspectives in your discussion And respond to 2 classmates.


Ryan Lee

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Questions 1 & 3

  • Based on the skills model, how would you assess Lt. Col. John Adams’s ability to meet the challenges of the base administration position?

The skills model is a leadership performance analysis which measures a leader’s skills and performance. The skills model allots for a vast number of individuals the ability to become effective leaders determining leadership can be taught and developed, unlike the great man theory which states that leaders are born with certain traits which will result in their effective leadership abilities. Much like River Quai video, Lt. Col. John Adams must overcome difficult challenges, similar to the British Officer who would not budge on having officers conduct manual labor, while maintaining his ethical foundation and moral rules of his position. The skills model has five elements utilized to determine Lt. Col John Adam’s ability to meet the challenges of the administration position.

(*Assessment score based on low, average, high rating)

  • Individual Attributes
    • General Cognitive Ability: an individual’s ability to problem solve, a natural intelligence level.
      • High: Lt. Col. Adams has historically shown levels of high general cognitive ability by outperforming his peers in advancement timelines.
    • Crystalized Cognitive Ability: knowledge and skill an individual has attained or learned over time.
      • High: Lt. Col. Adams has received a Master’s degree in engineering, a very difficult acumen which he accomplished.
    • Motivation: an individual’s ability to show willingness, dominance and social good towards a responsibility.
      • High: Lt. Col. Adams has shown great willingness to tackle the responsibility of a Commanding Officer of an Administration branch with his engineering background and history of assignments. Col. Adams has also demonstrated dominance in his ability to meet the imposed staff levels for the entire base while attempting to meet operational missions. Lt. Col. Adams finally demonstrated social good towards the organization by trying to meet all organizational goals and operate under new fiscal restraints.
    • Personality: an individual’s personality trait that enables them to tackle difficult tasks without getting over stressed.
      • Average: Lt. Col. Adams got over his head by trying to meet every order resulting in losing the big picture.
    • Competencies
      • Problem Solving Skills: an individual’s ability to overcome constraints
        • Average: Lt. Col. Adams was able to create ways to meet budgetary constraints but was not able to meet overall command objectives.
      • Social Judgement Skills: an individual’s ability to understand and empathize with the stress and struggles that organizational change creates.
        • Low: Col. Adams altered his organizational structure to successfully complete the orders. He did a poor job of showing empathy towards his workforce resulting in stress, discontent and frustration throughout the employees he led.
      • Knowledge: An individual’s ability to exhibit subject matter expert skill.
        • Low: Lt. Col. Adams is an engineer and has a low level of knowledge in the HR field.
      • Leadership Outcomes
        • Effective Problem Solving: an individual’s ability to develop and implement solutions to complex problems.
          • Average: Lt. Col. Adams was able to develop solutions to fiscal constraints but was not able to maintain command mission.
        • Performance: evaluation of how an individual is able to achieve organizational goals.
          • Low: although Lt. Col. Adams developed plans to meet fiscal constraints he did not meet command mission and developed a disgruntled workforce.
        • Career Experiences: skill developed from challenging assignments or through mentoring or training.
          • Low: Lt. Col. Adams has not had challenging HR assignments leading to his inability to prioritize the fiscal constraints against overall command mission.
        • Environmental Influences: internal and external factors driving decisions and results.
          • Low: Government defense budget cuts resulted in being the source of constraint for Lt. Col. Adams.
  • If you were to coach Adams on how he could improve his leadership, what would you tell him?

If I were to coach Adams on how he could improve his leadership, I would advise him to utilize Mumford, Higgs and McIntosh’s nine steps of problem solving to aid him in meeting constraints and still meeting operational mission.

  • Problem Definition & Forecasting: the ability to accurately define the problem vice the symptom to accurately assess the affects those changes will produce.
    • Reduce manning by 30% while maintaining operational readiness
  • Cause/goal analysis: ability to perform root cause analysis of problem to implement affective corrective actions to achieve organizational goals.
    • 30% manning reduction will result in insufficient manning
  • Constraint Analysis: ability to define the most limiting constraints
    • Base closure resulted in needing a 30% manning decrease.
  • Forecasting: utilizing prior lessons learned to implement into plan
    • Utilize prior base closure plans to highlight lessons learned or areas of success.
  • Planning /Creative Thinking/Wisdom/Idea Evaluation: ability to create plans to overcome constraints
    • Develop a team developed POAM (Plan of Action and Milestones) that reduces manning efficiently to maintain operational readiness.
  • Sense making/Visioning: the ability to communicate a vision that will inspire a team to comprehend the issue and motivated to overcome.
    • Once POAM is developed, conduct weekly meetings to discuss purpose, status and obstacles of meeting POAM completion goals and deadlines.

References

Northouse, P. G. (2018). Leadership: Theory and Practice (8th Ed.). Thousand Oaks, CA: SAGE Publications


James Meadows

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1) With the information given, I believe Lt. Col. John Adams did the best he could with the deadlines that were in place. With this being said, the skills model has five components with three competencies that are the key factors to the model (Northouse, 2018). Adams reviewed the relevant orders regarding the base transformation and memorized the early retirement plan. In River Quai, the British officer memorized rules of the Geneva Convention, which shows that leaders need to be prepared to discuss the rules or guidelines that are in place. When it comes to general cognitive ability vs. crystallized cognitive ability, general cognitive ability is described by a person's intelligence in which Adam possessed. This was demonstrated through Adams background in aeronautical engineering and his completion of a masters degree. On the other hand with crystallized cognitive ability, Adams progressed in rankings quickly and was thrown into this assignment. He went from overseeing a 15-20 person shift to overseeing over 100 personnel with five different areas on the base. With the crystallized cognitive ability the intellectual ability is gained through experience, which Adam did not have time to develop before gaining this assignment.

3) After reading the passage, I can tell Lt. Col. John Adams would be an exceptional leader one day. It appeared that Adams had difficlt assignments at an early stage, but great leaders are always challenged and have great guidance around them. My advice to Adams when looking at the big picture would be that he needs to involve others and distribute the different assignments. Adam also needs to motivate others around him that they still have a mission and need to focus on completing their tasks. In River Quai, they did not move when the Japanese officer asked them. They only moved when the British officer commanded them to. For Adams to have the same result, he needs to have a personal connection with the people he is overseeing and develop a relationship with them. When doing this, he can motivate them and distribute his different assignments. I would also put Lt. Col. John Adams in different leadership classes so he can be taught different technics on leadership. Every leader is different, but the ones people follow are the ones who can motivate while inspiring others.

References

Northouse, P. G. (2018). Leadership: Theory and Practice (8th Ed.). Thousand Oaks, CA: SAGE Publications



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62 LEADERSHIP THEORY AND PRACTICE CASE 3.2 A Shift for Lieutenant Colonel Adams Lt. Col. John Adams was an aeronautical engineer in the Air Force who ranks of lieutenant, captain, and major. In addition, he successfully com- was recognized as an accomplished officer; he rose quickly through the pleted a number of professional development courses in the Air Force and received a master's degree in engineering. In the earlier part of his service, his career assignments required overseeing 15- to 20-person shifts that were responsible for routine maintenance schedules for squadron and base aircraft. As he progressed in rank, he moved to engi- neering projects, which were supported by small technical staffs. Based on his strong performance, Major Adams was promoted to lieuten- ant colonel earlier than his peers. Instead of moving him into another engineering position, the personnel bureau and his assignment officer decided that Lieutenant Colonel Adams would benefit from a tour in which he could expand his professional background and experience. Consequently, he was assigned to Base X as the commanding officer of the administration branch. Base X was an airbase with approximately 5,000 military and civilian personnel. As the administration officer, Adams was the senior human resource officer and the principal adviser to the base commander on all human resource issues. Adams and his staff of 135 civilian and military personnel were responsible for personnel issues, food services, recreation, family support, and medical services. In addition, Lieutenant Colonel Adams was assigned to chair the Labor-Management Relations Committee for the base. At the end of the Cold War, as part of the declared peace dividend, the government decided to reduce its defense budget. In February, barely six months after Adams took over command of the administration branch, the federal government announced a significant reduction in the size of the military and the closure of many bases. Base X was to be closed as an air base and reassigned to the Army. The closure was to take place within one year, and the base was to be prepared for the arrival of the first Army troops in two years. As part of the reduction program, the federal government initiated voluntary retirement programs for civilian and military personnel. Those wanting to retire had until April 1 to decide. Orders for the conversion of the airbase included the following: • The base will continue normal operations for six months. The squadrons-complete with aircrews, equipment, and families (1,000)-must be relocated to their new bases and operational by August 1. must be reduced by 30%. The remaining base personnel strength, both civilian and military, ms Chapter 31 Skills Approach 63 Air Force who y through the cessfully com- the Air Force er part of his co 20-person chedules for ved to engi- taffs. d to lieuten- to another The base must continue to provide personnel for operational tary early-retirement programs. The reduction of personnel must be consistent with federal volun new soldiers, expected to arrive in two years. The base must be prepared with a support structure to accept 2,000 Adams was assigned to develop a human resource plan that would meet was still able to perform the operational tasks it had been given. Faced the imposed staff levels for the entire base while ensuring that the base with this daunting task, Adams conducted an extensive review of all of the relevant orders concerning the base transformation, and he familiar ized himself with all of the rules concerning the early-retirement program. After a series of initial meetings with the other base branch chiefs, he laid out a plan that could be accomplished by the established deadlines. At the same time, he chaired a number of meetings with his own staff about how to meet the mandated reductions within his own branch. After considering the target figures for the early-retirement program, it was clear that the mandated numbers could not be reached. Simply allowing everyone who had applied for early retirement to leave was ent officer na tour in xperience. officer of oximately ce officer resource nel were support, assigned e. nd, the barely Eration tion in not considered an option because doing so would devastate entire sec- tions of the base. More job cuts were required, and choices had to be made as to who would stay, why, and in what areas. Adams met stiff brunt of the additional cutbacks. resistance in the meetings to determine what sections would bear the Adams conducted his own independent analysis of his own branch before consulting with his staff. Based on his thorough examination of the data, he mandated further reductions in his sections. Specifically targeted were personnel in base housing, single-person accommoda- tions, family services, and recreational sections. He also mandated a fur- ther 10% cut of military positions in his sections. After meeting the mandated reduction targets, Lieutenant Colonel Adams was informed that the federal government would accept all per- sonnel who applied for early retirement, which was an unexpected deci- sion. When superimposed on the already mandated reductions, this move caused critical shortages in key areas. Within weeks of implemen- tation of the plan, the base commander was receiving mounting com- plaints from both civilian and military members over the implementation to be o take arrival gram, is for pril 1 of the plan. Incidents of stress, frustration, and discontent rose dramatically. Families trying to move found support services cut back or nonexistent. Members of the transition staff were forced to work evenings and weekends. Family support services were swamped and asking for lies by additional help (Continued) ry D 64 LEADERSHIP | THEORY AND PRACTICE (Continued) Despite spending a large amount of overtime trying to address the diverse issues both base-wide and within his branch, Adams found him- self struggling to keep his head above water. To make matters worse, the base was having difficulty meeting its operational mission, and vital sections were critically understaffed. The base commander wanted answers. When pressed, Adams stated that his plan met all of the required dead- lines and targets, and the plan conformed to all of the guidelines of the early-retirement programs. "Maybe so," replied the base commander, "but you forgot about the bigger picture." Questions 1. Based on the skills model, how would you assess Lt. Col. John Adams's ability to meet the challenges of the base administration position? 2. How would you assess his ability to meet the additional tasks he faced regarding the conversion of the base? 3. If you were to coach Adams on how he could improve his leadership, what would you tell him? CASE 3.3 Andy's Recipe
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