Leader Concepts
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Leadership Concepts Worksheet
Concept
Application of Concept in the Scenario or Simulation
Reference to Concept in Reading
Knowledge Management
Gene One’s goal is in three years to realize 40% growth targets, raise capital, and develop new products in the biotech sector. The leadership team identified these goals in a proposal to the board. The team is trying to make the company a success by succeeding in the public entity. The only issue is no one knows how to implement an IPO bringing the company to try and recruit people in the financial sector whom dealt with IPO’s. The company is also using the knowledge that the team already has and educate themselves on IPO’s, because they have competent operators and they have the free will to apply his or her knowledge in anyway.
“The company uses two applications of the knowledge management process. Those are knowledge acquisition and knowledge use. Knowledge acquisition includes the organizations ability to extract information and ideas from its environment as well as through insight. One of the fastest and most powerful ways to acquire knowledge is through grafting —hiring individuals or acquiring entire companies. Knowledge use is acquiring and sharing knowledge are wasted exercises unless knowledge is effectively put to use. To do this, employees must realize that the knowledge is available and that they have enough freedom to apply it” (McShane & Von Gilnow, 2005, p.83-86).
“Knowledge management is any structured activity that improves an organizations capacity to acquire, share, and use knowledge in ways that improve its survival and success” (McShane & Von Gilnow, 2005, p.80).
Open-Systems Anchor
To stay in competition with other companies, Gene One had to develop new marketing mixes. The leadership team developed a plan to fit the emerging conditions of public entities so they can stay in contest with public companies.
“A companys survival and success depend on how well employees sense environmental changes and alter their patterns of behavior to fit those emerging conditions” (McShane & Von Gilnow, 2005, p.73-74).
“Open systems is defined as organizations that take their sustenance from the environment and, in turn, affect that environment through their output” (McShane & Von Gilnow, 2005, p.73).
Organizational subcultures and countercultures
Adaptive culture
The organization is trying to expand and doing so would order them to abide by societal values. The company has now replaced it core values with societal needs to cope with an ever changes environment, therefore, some of the team members are question the value of the company and oppose the new societal values the company has adopted.
“Some subcultures enhance the dominant culture by espousing parallel assumptions, values, and beliefs; others are called counter-cultures because they directly oppose the organizations core values. Subcultures prevent employees from blindly following one set of values and thereby help the organization to abide by societys ethical values. Companies eventually need to replace their dominant values with values that are more appropriate for the changing environment” (McShane & Von Gilnow, 2005, p.14-15).
Teri likes to research and develop so she seeks different opportunities rather than waiting for them to arrive within the sector by the organizations competition. The team is concerned with the continue empowerment to production and customer service to serve consumer and keep pace with the environment.
“First and foremost, adaptive cultures have an external focus. Employees hold a common mental model that the organizations success depends on continuous change to support stakeholders. Second, employees in adaptive cultures pay as much attention to organizational processes as they do to organizational goals. They engage in continuous improvement of internal processes (production, customer service, etc.) to serve external stakeholders. Third, employees in adaptive cultures have a strong sense of ownership. Fourth, adaptive cultures are proactive and quick. Employees seek out opportunities, rather than waiting for them to arrive” (McShane & Von Gilnow, 2005, p.38).
“Organizational culture differ in their cultural content; that is, the relative ordering of beliefs, values, and assumptions” (McShane & Von Gilnow, 2005, p.5).
“An adaptive culture exists when employees focus on the changing needs of customers and other stakeholders and support initiatives to keep pace with these changes” (Mcshane & Von Gilnow, 2005, p.37).
Organizational commitment
Cognitive Dissonance
Communication
Some members of the team have an emotional