Career Goal, management assignment help

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I have attached the discussion instructions as well as the required reading materials (chapter 5 and 6). Please let me know if there are any questions.

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Creating a Career Goal You are planning a career in management. Using the goal form (the four-step process outlined below) create your own career goal. My Goal Sheet Many individuals may not know how to develop a career goal; follow the steps below to help you determine where to start. There are a few steps that can be helpful in determining your career goal, which include: conducting a self-assessment, exploring industries and careers, and determining factors that are non-negotiable (e.g., geographic location, salary requirements, and health care benefits). The final step of goal setting is writing the first draft of your goal. Step 1: Self-Assessment • • • • • • • • What do you do well? What energizes you? If you knew you could not fail, what would you do? What high school subjects did you do well in? What issues do family and friends come to you for help? What do you receive praise for at work or home? What are some of your greatest accomplishments? What is something you do where you lose track of time when you are doing it? Step 2: Career Exploration Explore job industries by conducting research on the type of careers that use your interests and skillset. O*Net OnLine Retrieved from, the Occupational Outlook Handbook Retrieved from and Bureau of Labor Statistics Retrieved from are great web resources for career exploration, job analysis, and education requirements. Ask a professional in your career field of interest for an informational interview. Informational interviews allow you to gather information from a direct contact about his or her role. There are various ways to pursue an informational interview. For example, company websites, social networking sites, newspaper ads, and professional associations are avenues a job seeker can take. Also, while deciding on a goal, consider your current lifestyle and where you would like to be in the future. Some helpful questions to consider are listed below. • • • • Does the career you want pay a salary that meets your needs? Will it offer you opportunities to advance? Are you comfortable sitting at a desk all day, or do you prefer to travel? Is the career you are considering likely to exist when you are ready for a job? Step 3: Determining your non-negotiable items Although we may not speak them aloud, we each have things we are not willing to compromise on. During this step, write out your “must haves” for your future career. To help get you started, think about the minimum salary you need to have, where you want to live, and desired work hours. Must Have Do Not Want 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. Step 4: Pulling it all together – Write the first draft of your goal Now that you have conducted a self-assessment, explored industries and occupations, and written down your non-negotiable items, what are your future career goals? Be as specific as possible. Example Career Goal I would like to become a project manager within a large organization (5000+ employees) utilizing my organizational skills, education in organization development, my ability to strategically plan, and my detail-oriented nature. Since I have a family, I must have a salary of $50,000 or more, work within 25 miles of Houston, Texas, and work a 9:00 a.m. to 5:00 p.m. traditional work schedule. 5 The Leading Function Mediaphotos/iStock/Thinkstock Learning Objectives After completing this chapter, you should be able to: • Discuss the functions of leading through the use of power, leadership, and motivation. • Apply theories of leadership to various management circumstances. • Motivate employees to achieve at high levels. Introduction Chapter 5    5.1 Introduction One fundamental goal of effective leadership involves obtaining extraordinary results from ordinary people. Leading, in a business context, consists of all activities undertaken to help people achieve the highest level of performance. This chapter presents three main topics related to leading: 1. The use of power 2. Leadership 3. Motivation The process of leading integrates these three concepts into a series of coordinated activities designed to achieve higher levels of performance. In addition, Chapter 6 examines the roles that teams and groups play in leading, along with ideas related to communication at the individual and system-wide levels. Leadership entails influencing behaviors in organizations. Effective leaders influence behaviors in positive ways. Ineffective leaders also influence behavior, but they do not achieve desirable results. Leadership takes place at all levels in many organizations. Leadership as a concept can be interpreted in various ways. To different individuals, leadership can be exhibited as vision, enthusiasm, trust, courage, passion, coaching, developing others, intensity, love, and even serving as a parent figure. Effective leaders use every tool at their disposal to help others achieve their goals, as we will see in this chapter. Leading Versus Managing The terms leading and managing are often used interchangeably; however, there are differences. Harvard Business School professor John Kotter (2001) suggests that one is not better than the other, but rather that the two concepts are actually complementary. He suggested two differences between leading and managing: 1. Managing is about coping with complexity. 2. Leadership is about coping with change. Managing as Coping With Complexity Management is necessary because without it, organizations may become riddled with chaos. Indeed, a company without effective management is destined to fail. One significant reason managers are necessary to a company is that those in management processes deal with complexity throughout the organization in vital ways: • Managers do what needs to be done through planning and budgeting. • Managers provide people to accomplish organizational agendas through organizing and staffing. • Managers help ensure that people can do their jobs through control processes and problem solving. Planning and budgeting activities take care of what needs to be done. These activities establish goals for the future, prescribe methods to achieve those goals, and provide the resources necessary Introduction Chapter 5 MANAGEMENT IN PR AC TICE Aetna’s John Rowe: Transformational Leadership You have probably heard that “one person can make a difference.” In the case of Aetna Insurance, the “one person” was John Rowe, who took the reins of the company in a time of crisis. When Rowe arrived, Aetna was losing $1 million per day. Five years later, the same company enjoyed profits of over $1.4 billion. As a health and medical insurance company, Aetna had gotten into trouble due to poor relationships with every key group served by the company. A series of doctors and health care providers had become so disenchanted with the firm that they filed a class action lawsuit over unsavory billing practices. The problems quickly extended to patients and plan sponsors. Eventually, company employees became demoralized. Rowe began by distinguishing between management and leadership. He believed that to operate effectively, a leader had to be self-aware and know his or her strengths and weaknesses. In his own case, Rowe was self-confident enough to select people with complementary talents and expertise. He also had to remove nearly 75% of the former staff. Rowe’s leadership style began with a strategic vision to rebuild the organization by rebuilding relationships. He knew it would take time. To improve relations with physicians, Rowe went against a great deal of advice and quickly settled the lawsuits related to billing practices. He was highly criticized due to the already existing cash problems in the company, but the effort paid off. Victoria Arocho/Associated Press ▲▲John Rowe was able to restore trust between Aetna and health care providers. The next step was to rebuild relationships with Aetna’s customers. Rowe established tactics to deliver highquality insurance and supporting services. He redirected employees toward the culture that had built the company in the first place. That culture was based on integrity and protection of the company’s customers. To return to the core culture, Rowe relied on constant communication. As he put it, “A company cannot communicate too much. If I’d done the managerial tasks, I wouldn’t have been out communicating.” The outcome from his efforts was that Fortune magazine gave Aetna the Turnaround of the Year Award. John Rowe has moved on from Aetna, but the sound principles he established through his transformational style of leadership continued to pay dividends well beyond his tenure with the company (Katzenbach Partners, 2006; Clow & Baack, 2010, pp. 395–396). Discussion Questions 1. How was John Rowe distinguishing between managing and leading? 2. Rowe began by fixing relationships with outside groups and then worked on those within the firm. Was this a risky approach? Explain your reasoning. 3. Explain why you think this style of leadership would or would not be effective in all types of companies. Introduction Chapter 5 to accomplish them. Planning focuses employees on the future and gives them a stronger sense of direction, because they know how their efforts fit into the overall design of the company. Organizing and staffing are the functions that carry out the process of finding people to accomplish organizational agendas. Management accomplishes its plans and goals through effective organizing and staffing. Creating organizational structures and hiring qualified people to fill the needed roles are key parts of management. Ensuring that people do their jobs occurs through controlling and problem solving. To reach organizational goals, managers monitor results by comparing the plan in detail and by producing reports, holding meetings, and using other reporting mechanisms. They then identify and solve problems as they arise. Leading as Coping With Change As the business world continues to change, grow, and evolve, it is no longer enough to conduct business the way it has always been done. Many changes are often needed for organizations to survive and grow in an ever-increasing, competitive global market. Making necessary changes even when they involve difficult decisions is at the very heart of leadership. Kotter (2001) identified three ways that leaders deal with change. Note the subtle differences between managing complexities and coping with change: 1. Do what needs to be done by providing direction. 2. Provide the people to accomplish organizational agendas by aligning people. 3. Ensure that people do their jobs by motivating and inspiring them. Leaders provide the direction in order to do what needs to be done. Leaders set the stage for positive change by providing direction. Top-level leaders and managers develop a vision for the future of the organization in conjunction with strategies for realizing the needed changes. Providing the people to accomplish organizational agendas is the result of a leader’s ability to align people. While managers focus on organizing and staffing people, leaders focus more on aligning people. Leaders communicate a new direction to people to help in understanding the vision and to build the necessary change agents that will help realize the vision. Leaders ensure that people do their jobs by motivating and inspiring them. While managers concentrate their efforts on controlling and problem solving, leaders focus on trying to achieve their vision by motivating and inspiring. They tap into employees’ values and emotions. Leaders attempt to keep people moving the change initiative forward despite the obstacles that arise. Managers hold the legitimate power that we will look at next. It comes from the positions they hold within their organizations. Possessing this power allows them to hire, fire, reward, and punish. Many managers plan, organize, and control, but they do not necessarily have to exhibit the characteristics required to be leaders. Some view the leadership function as being more visionary than that of management. Leaders inspire others, provide necessary emotional support, and work to rally employees around a common goal or vision. Leaders also create a vision and strategic objectives for the organization, while managers are tasked with implementing the vision and strategic objectives. Ideally, a person in a managerial role has both management skills and leadership skills. Organizations count on both skill sets to accomplish objectives and continue operations. Introduction Chapter 5 Leading as Ethical Role Models Beyond Kotter’s conceptualizations that leaders cope with complexity as well as with change, one important dimension remains: Leaders either serve, or fail to serve, as ethical role models in organizations. Leaders hold the responsibility of balancing the interests of a variety of stakeholders and constituents, including investors, employees, suppliers, customers, and even rival organizations. Various writers have noted the relationships between leadership with regard to ethical role modeling as opposed to leadership as a political force or tool. In ethical role modeling, the leader seeks to foster good citizenship in those who follow by example and to assist followers in achieving their goals (Kacmar, 2011). In leadership as a political force, the leader seeks to achieve his or her own personal ends, even at the expense of followers and others (Neubert et al., 2009). The case can be made that ethical activities constitute the primary element of a leader’s set of tasks. Those who fail in their ethical responsibilities can have a negative impact on the organization for many years. Those who build an ethical climate help foster circumstances in which both individuals and the overall organization can achieve longterm success. Leadership and Power One significant part of leadership presents a key challenge: the exercise of power in the context of a business. Almost everyone has encountered someone who is “into power” and exerts it at any opportunity. These people generate resentment, which inhibits their ability to lead. Thus, to have a more complete understanding of leadership, we need to examine the concept of power. Power is control over formal and informal means of influence. Within organizations, leaders may use five sources of power, or means of influence: legitimate, reward, coercive, expert, and referent power (French & Raven, 1959). Courtesy Everett Collection ▲▲Charismatic leaders like Martin Luther King Jr. might be said to possess a great deal of referent power. Legitimate Power Legitimate power arises from an individual’s formal position in an organization. Managers hold legitimate power over their employees due to their positions in the organizational hierarchy. Those at the highest rank (CEO and vice presidents) possess the greatest degree of legitimate power. The major factor with legitimate power, regarding its impact on a leader’s effectiveness, is how the manager uses it. Some seek to achieve organizational goals while others try to demonstrate personal authority, which can be counterproductive to their ability to lead. Reward Power Power rests with those who can influence behavior by promising or providing rewards. Managers possess reward power that results from their authority to reward employees. Organizational rewards range from praise to pay raises and from recognition to promotions. One way a manager can reward an employee is with a simple and sincere thank-you. Reward power also has informal sources. Someone who lets you in on key organizational gossip is also using reward power. Introduction Chapter 5 Informal groups reward people by including them in group activities. The individual who decides who is and is not included in a formal or informal group’s activities has access to reward power. Coercive Power The ability to influence behavior by threatening or punishing creates coercive power. Managers possess the coercive power that results from the ability to punish employees through verbal or written reprimands, demotions, or even termination. Some organizations also allow managers to fine or suspend subordinates. Coercive power can easily be misused. Managers who are constantly negative and punishing quickly produce resentment and ill will among employees. The informal side of coercive power can be equally damaging. Any person who can make a coworker the butt of jokes or harass someone through intimidation exerts coercive power. Part of being an effective leader includes eliminating this type of coercive activity on the job. Remember that those who engage in negative coercive power often experience a backlash from coworkers and supervisors. No one likes being bullied, whether on the job or elsewhere. Expert Power Some workers are able to influence behavior due to their expertise. Expert power emerges from specialized information or expertise, which can take different forms. Knowing answers to questions can make you appear to be an expert. One person who can possess expert power is an administrative assistant, especially if that individual has been in the position a long time and knows all the necessary contacts. Expert power can also stem from having specialized knowledge such as medical or technology expertise. Informal power also results from expertise when people see someone as a role model or mentor. Referent Power Referent power results from a person’s attributes. This type of power characterizes strong, visionary leaders who are able to influence their followers by their personality, attitudes, and behaviors. Referent power can lead to being promoted through the formal organization or to becoming an informal leader among peers. Being well liked by others creates referent power, even at the lowest ranks in an organization. In summary, legitimate power has only a formal side. The other four kinds of power—reward, coercive, expert, and referent—have both formal and informal sources and uses. An important part of leadership involves influencing the behaviors of other people. Power can be used to lead others to get things done. It is the ability to make things happen for the good of the group. Other Sources of Power Additional sources of power have been identified by various authors: • • • • French and Raven: legitimate, reward, coercive, expertise, referent The Aston Group: closeness to production J. D. Thompson: boundary spanning Others: control over policy making; control over funding decisions; control over status symbols The Aston Group (Hickson, Hinings, Lee, Schneck, & Pennings, 1971) suggests that any person or group with control over the production process possesses a great deal of power. This viewpoint explains the power labor unions hold due to the ability to employ tactics such as strikes and work slowdowns that can inhibit the production process. It also suggests that support staff Leadership Theories Chapter 5 positions not directly related to the production process (such as janitorial) will have substantially less power. J. D. Thompson (1967) argues that anyone who serves as a go-between has boundary-spanning power. Someone who bargains with other organizations, including suppliers, retail outlets, and the government, has power by translating the uncertainty that has been created by external forces. When the government investigates a business practice, the person dealing with governmental authorities has power. Boundary spanning also takes place across internal boundaries. Mediators who negotiate between union leaders and management have power because they have access to both sides. Also, a manager who resolves differences between internal departments holds boundary-spanning power by having access to information ...
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School: UT Austin









Career Goal
Institutional Affiliation


My career goal is to become sergeant major in the United States Army. This will help me

to work inside and outside of the United States to help bring peace to the world. As a sergeant
major, I wil...

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Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

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