Jack Welch once said that “before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” The purpose of this course is designed as a manual – instructions on how to be an effective leader. The concept of leadership prompts us to further investigate the traits and personalities that are required to be a good manager. There were many discussions throughout the course that were aimed at this development. As I reflect on them, a few have stuck out and I feel have influenced me the most: shaping organizational structure, leading teams, challenges and imperatives of organizational leaders, and motivational and ...view middle of the document...
I am currently employed at Paramount Equity Mortgage. I manage a sales team of about thirty individuals. I am responsible for upholding company policies and culture. Additionally, I act as a role model to my team members and constantly work to develop their skills so that they can quickly promote out of our department. Therefore, it is crucial for me to have a solid foundation in leadership and management. The purpose in understanding organizational behavior allows me to understand why people do what they do, how to be more influential, to identify which practices are most effective, to explain norms, and feelings and cultures that affect the function of an organization. The intent of this paper is to put organizational knowledge to use so that I recognize my current skill set and also reflect on areas of opportunity for development. The text refers to this very creatively as organizational diagnosis – “to combine your own knowledge with insights from research” and that is what I hope to accomplish. (Pearce). I further hope this paper will provide lessons of experience and supply grounds for experimentation and real life outcomes for the challenges of organizational management.
Knowledge Gained & Discussion of Experiences
“Social environments usually become stable and predictable, and once stabilized they can have powerful effects on organizational performance” (Pearce). My team is the culture hub of our company. Culture is defined in our text as a shared understanding of what actions and symbols mean. The mechanism for culture can be categorized into: metrics, processes, programs, and structures. Metrics describe what the culture is and makes clear what people will be held accountable for. Processes change how work is done and thus integrate the new culture into the organization. Programs generate support for and provide the first demonstration of the new cultures effectiveness. Finally, structures provide a framework for the new culture to grow, often by changing where and how decisions are made. Let’s examine this.
Metrics introduce companywide standards and consistency. Performance measurements also provide for a clear organizational purpose. Metrics additionally reinforce the collaborative behavior and attitudes that are being encouraged. Performance assessments may vary across the organization but making performance transparent will provide a platform for collaboration. I think the validity of this opinion depends on the circumstances.
I find this to be very accurate in the sense that it provides expectations of performance. As a sales manager, I have developed what we call at our company – a dashboard. It is essentially a score card that shows each individual salesperson’s daily and weekly metrics. This dashboard is visible company wide and is frequently checked by logging onto our database. The dashboard shows color scales depending on each salesperson’s status in obtaining their metrics. I set their metrics for them each...