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timer Asked: Apr 29th, 2020

Question Description

Individual Assignment II: Personal Reflection

This assignment is worth 10 points in total. The assignment should be 5-8 pages long (excluding peer evaluation), double-spaced using Time New Roman font 12, with 1-inch space margins.

Educational philosopher John Dewey once said “We do not learn from experience… We learn from reflecting on experience.” Thus, the purpose of this assignment is to reflect upon the experience we had throughout this semester, as a way to guide our future actions. Please answer the following questions:

Part I: Leading Self

Reflect on the personal goal that you identified in the first individual assignment at the beginning of the semester. To what extent did you achieve the goal? What strategies did you use, and how did they work? What factors contributed to the success or failure of the achievement of your goal? How will you implement the self-award and self-punish that you identified earlier? Did you have to change or update your goal because of the rapidly changing situation this semester?

Part II: Leading Others

Select one concept, idea, or practice that we have discussed during the semester that you experience in real life. What did/will you do differently as a result of learning the concept in class? What was/will be the impact or result of your action?

Part III Leading Teams:

Reflect on your experience in the team project. What did your team do well? What could have been done differently? What did you learn?

Part IV: Managing Change

This COVID-19 for the current spring 2020 semester presented a huge challenge for all of us. How did you react to the rapidly changing environment around you? What strategies did you use to stay centered and focused?

Grading will be based on the following factors:

1.Following instruction, addressing all required questions, and demonstrate understanding of key concepts

2.Quality of writing: use clear and convincing writing to express opinions and arguments and provide supporting evidence

3.Depth and insightfulness of self-exploration: identify meaningful areas of improvements and strategies to address them

4.Meaningfulness of developmental goals


i attach the team work and the specffic personal gaol for question 1

and term project. question 3

Unformatted Attachment Preview

The Untimely managers : Jaynie Hello, we are the Untimely managers and we are super excited to talk to you today about our research and findings with our in-depth interviews with industry professionals. Our goals: Our goals today is to show how industry professionals handle being a manager in regards to motivating their employees, or being motivated themselves, how they manage leadership and what they look for in a leader, and how they manage diversity within their organisations. We then wish to analyse and compare ethics across our three interviewees to establish similarities between responses, analyse and compare to methods learned from class, and then establish best practices. Our interviewees: • • • Interviewee 1: Cas Sinders o Cas Sinders is a Bank teller at the Indiana University Credit Union which typically serves students and university officials and manages trainees in his division. Interviewee 2: Neil o Neil Hobbs is a Chairman of the board of directors at New Signature which is a Cloud first, full service microsoft partner who provide innovative tech solutions to human issues. Interviewee 3: Ravi Scher Ravi Scher is the owner of the seafood restaurant, Long Island Cafe. He relies heavily on tourism in the summer months, and local customers in the winter months, to keep the restaurant afloat. Why we chose our interviewees and how we contacted and secured our interviewees: Jaynie • • • Cas Sinders, he was working in the company for about a year. He mainly handles front desk work and serves as a great choice to understand working conditions for the people who interact with others on a daily basis. In order to connect we reached out to him via phone call to schedule a group call. Neil Hobbs has been in the U.S. corporate world for 30 years, and began his routes in Scotland and then London England. He was selected as he has been through every level of industry to now being a chairman of New signature and various other Chairman roles. We reached out to Neil via email, and arranged to connect through a zoom call. Ravi, was Ethan’s previous employer. We selected Ravi because Ethan worked at his company for 3 years during high school, and was great at managing/ leading the company. In order to get insight of his experience we called ravi to schedule a group call Practice area 1: Motivation : Has your manager (or you) given any kind of reward for your actions (employees action) and if so did it change the way you (they acted) act? • Cas Sinders - In regards to rewards, whenever it was some kind of praise I would change my actions. It was much easier to adapt knowing that I was appreciated. • Neil Hobbs - “Throughout the jobs i have had, the main form of reward I would receive through hard work is a promotion, including increased pay and benefits, this is how I also motivate employees to try harder as they have an incentive” • Ravi Scher - “Although the restaurant business is pretty cut and dry, if a server or backhouse member was exemplary in that shift, I will offer them a free meal. Promotions are typically earned with time” If you are working with someone who is performing poorly what is your response? • Cas Sinders - If someone was doing poorly, I would usually call them out jokingly. • Neil Hobbs - “I don't have a high tolerance to poor quality performance so i usually would be clear and open with whoever is performing poorly so they know to improve their work” • Ravi Scher - “Unless they are a new member, we run a 2 strike policy here at Long Island Cafe. First offense is a stern warning and if the same action is repeated they are fired on the spot. The turnover rate is high so we don’t have a good opportunity to fully vet our employees.” Do you tend to penalize or reward your employees more frequently? Why so? • Cas Sinders - I typically reward over penalize since it got the job done much faster and easier. • Neil Hobbs - “I don't enjoy penalizing employees, instead I offer bigger incentives to work harder. If people are working hard they get recognised, if they don't then they will simply stand still within the company” • Ravi Scher - “I don’t tend to reward or penalize too frequently. The fear of being fired with our strict 2 strike policy is typically enough to keep the staff in line. In terms of rewards, I will let the staff sit at the bar and drink on the house most difficult Friday/ Saturday nights” • Identify similarities and differences in their responses o Both Mr. Sinders and Mr. Hobbs prefer to reward their employees rather than penalize them because it motivates them to do the best and most efficient job that they can. o The main difference between their responses was how they reward their employees. Mr. Sinders prefers to reward verbally, whereas Mr. Hobbs rewards more tangible things, such as promotions and benefits, and Mr. Scher rewards his employees with a free meal. They also approach negative feedback towards their employees differently, with Mr. Hobbs preferring to be more upfront and Mr. Sinders using jokes to provide his feedback, whereas Mr. Scher operates using a 2-strike system, where the first strike is followed by a stern warning and a warning that, if you do that thing again, you can be fired. o • So, although Mr. Scher does offer rewards such as a free meal or drinks on-thehouse some nights, his employees are mostly kept in line due to his 2-strike policy as opposed to the prospect of a promotion or a raise. Use stories and examples to illustrate o • • Link analysis to concepts in class o Legitimate power, reward o Results in commitment and compliance Discuss best practices, areas of improvement o I think that offering rewards over penalizations is quite a good practice! It encourages one’s employees to go above and beyond as opposed to just doing something because they’re obligated to and so that they don’t lose their job(s). However, by incorporating a penalization system, such as Ravi’s two-strikes, one is also sending a strong reminder to the employees that the firm operates a certain way for a reason and the firm’s values and reputation must be upheld. Practice area 2: Leadership - Can you describe your leadership styles or philosophies? • Cas Sinders - I tend to be straightforward and communicate only what is necessary to get the job done. • Neil Hobbs - “My philosophies come from how i was raised. Being from a small country, it is necessary to work as hard as possible in everything to move up and out, so i made it clear to my team that my expectations are high with every aspect of business” • Ravi Scher - “I run a tight ship, with no nonsense. If I don’t like how you are acting I will call you out on it” How does your firm structure its hierarchy and chain of command? • Cas Sinders - There’s a strict chain of command and hierarchy that one responds to, though everyone is treated as equals. • Neil Hobbs - “we have an executive team which consists of our CFO, chief innovation officer, chief people officer etc. which all have managers under them who then have employees under them. Above all we have the board of directors, which is where i am, we deal with the overarching strategic goals of the companys, whereas a manger deals with more operational day to day” • Ravi Scher - There isn’t too strict of a chain of command. I’m in charge of the kitchen and Christianna (his wife/ co-owner) is in charge of the front of the house. If I take the night off Ryan (head chef) is in charge of the kitchen.” Were you ever entrusted with responsibilities beyond your job description? • Cas Sinders - There's always responsibilities beyond your job description at this level that are too plentiful to count. Just in general there is always something you will do that's not listed. • Neil Hobbs - “within my position there is no set job description, i have to deal with every aspect of the company, no matter how much i know about the subject, it is important to be as educated and flexible as possible” • Ravi Scher - As I am the owner of the restaurant, there isn’t really anything outside my responsibilities.” What was your experience like communicating to your peers? Were there any issues? • Cas Sinders - Generally communication among peers is fine, although most of the issues that came up were from personality issues. • Neil Hobbs - “i don't find any issues with this” • Ravi Scher - “I tend to communicate well with the staff, most of the servers have been here for 5+ years so I thoroughly trust them.” • • • • Identify similarities and differences in their responses o There don’t seem to be many communication issues between our interviewees and their employees, which demonstrates that they can be honest with their employees and their employees can be honest with them. o They do tend to emphasize different things within their leadership philosophies. Cas implied that he likes to encourage independence within his team, whereas Neil seems to be much more focused on the quality of the work of his team, and Ravi focuses mostly on rules being followed and leadership being listened to. o All three of them emphasize that they do have to do work outside of their actual position(s) within their companies. Use stories and examples to illustrate Link analysis to concepts in class Discuss best practices, areas of improvement Practice area 3: Diversity Since you are a global firm how do you manage dealing with a global workforce? What are the challenges you face? • Cas Sinders - The global side is not exactly one I deal with much, we typically have a chat service that exists for this very purpose. • Neil Hobbs - “the main challenges we face are time zones and meetings, as well as certain cultural things such as communication issues with regards to presentations with asian clients or companies” • Ravi Scher - We are not a global firm. However, we do employ people of different socioeconomic backgrounds, which can be challenging As you are located in a diverse community, how do you effectively communicate with employees, who may hold different views or outlooks? • • Cas Sinders - A diverse community gives a large background on different viewpoints and thought processes, it is important to communicate this to everyone in the vicinity for everyone to be heard. Neil Hobbs - having a diverse community has led us to be successful by sharing knowledge across areas and experiences. Whenever we have any new idea surface no matter where it came from we analyse things in a standard way to work out which ideas work and which dont, this way we can involve those who have different outlooks or ideas. • Ravi Scher - We allow everyone’s opinions to be voiced every night before service to air out any complaints the staff may have. Having this opportunity allows everyone to be on the same page Someone else connect these answers to the following: • Identify similarities and differences in their responses o Diversity is something emphasized as something that has helped their firms to develop and grow to where they are today. By having a diverse workforce, our interviewees are able to see things from multiple perspectives. o They all run into some issues with actually incorporating that diversity without there being a divide between employees due to miscommunication. • Use stories and examples to illustrate • Link analysis to concepts in class • Discuss best practices, areas of improvement Conclusion: Leadership management, diversity management, and employee motivation are critical factors for organizational growth and development. Leadership as a primary factor of management helps organizations maximize efficiency in achieving their goals. Besides, it provides employees guidance, which leads to high productivity. As interviewees put it, a leader always has more responsibilities beyond their job descriptions that are too plentiful to count. In essence, there is still something a leader will do that's not listed in his or her job description. Besides, leaders need to be good communicators within an organization. Effective and accurate communication is a channel and a platform for a leader in growing into a successful and efficient leader or manager. Communication skill in a leader enables them to share what they have and what they expect from others. On the other hand, the Interviewees indicate that motivation plays a critical role in enabling an organization to achieve its strategic goals. Without motivation in a works place, the growth and success of an organization are at risk. Motivating employees in a work environment is creating a platform where productivity is increased and the achievement of high levels of output. They also approach negative feedback towards their employees differently, with Neil preferring to be more upfront and CAS using jokes to provide his input, whereas Ravi operates using a 2-strike system, where the first strike is followed by a stern warning and a warning that, if you do that thing again, you can be fired. Although the three interviewees use different methods of motivating employees, the goals are the same, improving their productivity. Individual Development Plan Individual Development Plan 1-Self-observation/Exploration So far, we have conducted three brief self-awareness assessments. MBTI, Big Five, and Hermann Brain Dominance Indicators. What are your results of these assessments? Do they align with your perception of yourself? Why or Why not? Myers-Briggs Type Indicator (MBTI) TEST Myers and Briggs Type Indicator Analysis are one of the most common personality assessments which consists of an array of questions which when answered are evaluated and grouped to determine an individual’s personality. It helps us look into our styles and preferences, in terms of how we interact and perceive the world, which builds and makes our dominant behavioral style. The results of my MBTI assessment test showed that I have an ENTP (Extraverted, Intuitive, Thinking, and Perceiving) personality type: the opposite type being ISFJ (Introverted. Sensing, Feeling, and Judging). This analysis of my personality seems to be pretty accurate and aligns with the assessment of myself. I am always energized by the time I spend with other people (Extravert); I concentrate on the concepts and ideas instead of the details or facts (intuitive); I make decisions based on reason or logic (Thinking); I prefer to be flexible and spontaneous rather than organized or planned. Big Five Personality test The Big Five Aspect Scale is a ten-minute, 100-item personality measure that scores an individual on the five dimensions of personality as well as their ten aspects: Conscientiousness, Agreeableness, Extraversion, Neuroticism, and Openness. The results of my Big Five personality assessment were Agreeableness (60%), Extraversion (71%), Conscientiousness (65%), Openness (79%), and Neuroticism (13%). I felt fairly matched with my personality and that I needed adequate steps in the right direction. I strongly coincide with the results for Conscientiousness, Openness, Extraversion, and Agreeableness dimensions; however, the results for Neuroticism was perplexing and confusing since I never thought I would score very low in neuroticism. My assessment results were completely situational and contextual. Hermann Brain Dominance Indicator test The Hermann Brain Dominance Indicator (HBDI) is a thinking preference profile that identifies and describes a person’s degree of preference for strategic, analytical, emotional, and structural thinking. It explains how I prefer to learn, think, make decisions, and communicate. It was created as a metaphor for the brain divided into four quadrants with each containing its distinct features. My results showed a double dominant profile with two preferred quadrants: upper right A with a profile score of 94 (logical, data-driven, and analytical) and upper right D with a profile score of 110 (Holistic, integrating, creative, and holistic). It showed a secondary preference in the lower right B with a profile score of 45 (Ordered, Process-driven, and sequential) and lower right C with a profile score of 48 (Feelings-based, interpersonal, and kinesthetic). The results are fair enough and they matched my career skills. i. Personal Values: Please list your top three personal values that are most important to you. What do they mean to you? Why are they important to you? ❖ Adventure – Life is a series of adventure and it would be incomplete without it. Adventure helps to broaden and expand our minds and enables us to learn new and special things that were unknown. Adventure is important to me because it helps me to create a sense of accomplishment, create unforgettable memories, and create selfawareness which helps me to challenge my daily way of thinking. ❖ Courage – Courage is the ability to set aside the fear of failure and do what is expected or necessary. Having courage is important to me because it helps me to step outside my comfort zone and face any challenge, believe in myself and what I stand for, make tough decisions, and act on my intuitions. ❖ Creativity – Creativity reinforces alternative ways of thinking, unlocks old habits or patterns of thinking, and nurtures confidence. This value is important to me because it helps me to build my confidence, helps to capture thoughts, ideas, and visions of the world, and helps me to see and solve issues more clearly and with innovation. 1. Self-set goals i. First conduct a GAPS (Goal, Abilities, Perceptions & Standards) analysis of yourself. An explanation and a sample GAPS analysis can be found at the end of this document I expect you to do some research on standards, and speak to at least 3 of your friends, classmates or previous supervisors on perceptions. Your GAPS analysis should show where there are gaps and discontinuities between the four parts of the model. These gaps and mismatches between the four cells should be what motivates your personal development goals and give you a map for future development. Abilities Strengths Goals • Work in a firm with an internship • Quick thinker program or formal residency for new • Knowledgeable grad students. • Creative • Energetic field like geriatrics or cardiac • Charismatic nursing. • Become a specialist in a particular • Weaknesses Acquire a degree to become a registered nurse. • Perfectionism • Procrastination Association of Critical Care Nurses • Intolerance or the American Nurses • Become certified by the American Credentialing Center. • Partake a management nursing position at either a growing or new medical practice. Perceptions Standards Strengths To become a successful nurse in any • Attentive to details • Great problem-solving skills • Desire to learn more team members as well as respect • Effective communication skills their contributions. healthcare industry, I will need to • • Cooperate and collaborate well with Integrity and honesty, particularly when under stress or pressure. Weaknesses • Argumentative • Uphold a good reputation • Overconfidence and ignorant to my • Respect dignity and secure patient confidentiality. limitations. • Try my best to customize the best care to the needs of every patient. ii. Based on your GAPS analysis, identify one developmental area that you would like to improve upon. Be very specific about what this area of growth is, and explain why you would like to work on it. What sources of information do you have to support your information do you have to support your decision to improve in this area? What will you gain by achieving this goal, what is the relevance to your future career? What is your expected outcome? One developmental area t ...
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