Student: Stanley

Organizational Leadership

Humanmetrics Jung Typology Test™ Your Type ISTJ Introvert(12%) Sensing(1%) Thinking(22%) Judging(22%) You have slight preference of Introversion over Extraversion (12%) You have marginal or no preference of Sensing over Intuition (1%) You have slight preference of Thinking over Feeling (22%) You have slight preference of Judging over Perceiving (22%) Communication Skills Test Results You have reached 85 of 100 points, (85%) • How well did you rate? Compare your result to see how well your current style is working for you. If you scored……………… o 81-100: You not only communicate effectively but you do it in a sensitive and thoughtfulway. However, the closer your result is to 100, remember that you always needto invest in maintaining this level, especially when it matters most. o 61-80: Your communication skills are sound. You might want to consider what you could improve in order to become even better. o 41-60: Your communication skills need some work and you can improve by thinking more about the other person. You will benefit from thinking about how the choices you make impact your message. o 20-40: Communicating effectively is not your biggest strength. You need to develop your skills as well as revisit some of your basic assumptions about the importance of being an effective communicator. Self-Esteem Test 34 questions. Snapshot Report Ability to Deal with Rejection 80 The potential of being rejected by others as a result of who you are or what you do is not something that you allow yourself to worry about. If people don't accept you the way you are, you are not going to go out of your way to attain their approval. Granted, rejection by someone in your life may very well hurt you, but you won't let it dictate how you feel about yourself. You know that the only approval you should be worried about is your own, and when you respect and approve of yourself, you are more likely to project an image to others that says "I am worthy, and I am have much to offer to someone." Overall Results (score 38) Overall level of self-esteem You may have occasional bursts of good self-esteem, but for the most part, you don't really think much of yourself. And unfortunately, the worse you feel about yourself, the more you think and act in ways that enforce this belief, creating a vicious cycle. Your low self-esteem is likely to hold you back (if it hasn't already) from pursuing the relationships, careers, and life experiences that you want. The good news is that you can start rebuilding your self-esteem today. Review the advice section for some helpful tips. Sense of Self-Efficacy (score 53) Assesses whether you believe you have what it takes to succeed. You possess a relatively strong sense of self-efficacy when it comes to your ability to accomplish things in life, but you are plagued by doubts from time to time. There are likely some situations that you are worried you will mess up. Allowing these doubts to chip away at your self-assurance could hold you back from accomplishing the very things you wish to do. Remember that skills can be improved and weaknesses can turn into strengths when you put the effort into it. You probably know, deep down, that you have the ability to succeed when you really set your mind to something. Ability to Deal with Rejection (score 31) Assesses whether you tend to fear and internalize rejection. You tend to be rather worried about being rejection by others. As a result, you may often find yourself bending over backwards to make sure you get and keep other people's approval. Rejection by the people in your life would be a serious blow to your self-esteem, and may be something you have experienced before. It's important for you to realize, as difficult as it may be, that the only approval you should be worried about is your own - and that the potential for rejection actually starts with you. In essence, if you don't respect and approve of yourself all that much, you project an image to others that says "I am not worthy, I am not good enough for you", which can result in the very rejection that you fear. Ability to Deal with Criticism (score 12) Assesses whether you tend to internalize criticism and take it personally. Criticism can deal a harsh blow to your self-esteem. When others offer you negative feedback you tend to internalize it, instead of stepping back and looking at it from a big picture perspective. No matter what the criticism is about, it is likely that you will generalize it to all aspects of your life and allow it to define who you are as a person. Everyone is criticized from time to time, but what differentiates those who handle it in a healthy way and those who don't lies in their perception. If you view criticism from others as a potential lesson to be learned (i.e. areas you can improve) rather than as indisputable proof that you are incompetent, it will seem more helpful than harsh. Also, realize that some people will criticize out of spite no matter what you do, so do your best to remain objective and to not take it personally. Feeling Loved by Others (score 57) Degree to which you feel appreciated and accepted by others. You feel that you are somewhat loved and appreciated, but there is certainly room for more. Perhaps the support system you have isn't always very supportive of you or, more importantly, the way you feel about yourself is impacting how others view you in turn. If you don't truly love yourself as much as you could, it will be hard for others to do so as well. You likely realize this deep down, but it's essential to remind yourself that your self-esteem and self-image should not depend on how others feel about you - this will only create a very unstable and fragile self-esteem that will fluctuate tremendously. This may already be the case with you, where a compliment from someone will give you an easy boost, but a negative comment or reaction from others will bring you down. If you feel that your self-esteem depends a little too much on what others think of you, it is time to rebuild your image on a sounder foundation. The more you love yourself the better people will treat you, because that's what you'll feel you deserve. The following is a summarized version of your results, categorized as Strengths, Potential Strengths, and Limitations. Strengths · No strengths were detected Potential Strengths · You believe, to some degree in your ability to handle challenges and accomplish things · You feel somewhat loved and accepted by others Limitations · You have low self-esteem overall · You are fearful of being rejected by others · You tend to take criticism personally Leadership Skills Test Section I: Character. Score 8 The assessment is doing the right thing regardless of circumstances, situational context or other influencing factors meaning take each situation logically and identify what are causes that lead to the breakdown. Communicate and show sound character through integrity earning trust and respect of those appointed above and below in the organization. Section II: Vision. Score 8 Leadership is the ability to create a vision for the organizations they lead. The foresight to not only create a clear and well-defined vision, but also have the ability to articulately communicate the vision. The key is the ability to align interests and evangelize the vision unifying leadership, management, staff and external stakeholders as well. Section III: Strategy. Score 8 Strategic thinkers who have the ability to translate their vision into an actionable strategy to ensure its success. Strategically inclined leaders think in terms of creating leverage, anticipating & leading change, managing risk & opportunities, being customer focused, astutely deploying resources, always insuring the business model is in alignment with current market conditions, yet fluid enough to accommodate changes in market dynamics. Strategic leaders are keenly aware of items that create an advantage or defend a weakness. Section IV: Tactics. Score 9 Great leaders tend to be tactical geniuses and display a strong bias to action. They understand the difference between raw data and useful information. Moreover they know how to leverage information and resources to achieve their objectives. They are focued, results driven and achievement oriented. Section V: Focus. Score 10 Great leaders are focused on the mission at hand. They don’t bite-off more than they can chew by falling prey to initiative overload. Great leaders don’t major in the minors and understand that the main thing is to keep the main thing the main thing. Great leaders are committed to not losing focus and not giving-up. Section VI: Persuasiveness. Score 8 Great leaders understand how to manage conflict and close positional and philosophical gaps. They tend to be contextual leaders who know which skill sets to draw upon based upon the circumstances at hand. They lead by serving as opposed to intimidating. Great leaders are masters of inspiration being able to take even the most critical skeptics and convert them into evangelists for the cause. Section VII: Likeability. Score 9 Great leaders possess great interpersonal skills. They tend to be people-centric and understand the concept of servant leadership. People tend to like leaders who display good decisioning skills and high levels of integrity. While great leaders are typically very direct, they are also intuitive individuals who thrive on finesse and subtlety. They don’t expect or need to be liked to get the job done, but realize the value likeability can offer where it can be achieved without comprising trust or integrity. Section VIII: Decisioning Ability. Score 9 Great leaders possess the ability to consistently make good decisions. They thrive on making the tough call and are willing to be accountable for their actions. Great leaders also have the ability to make decisions quickly and often with incomplete data sets. Rarely do leaders have the luxury of being able to secure all of the information needed for a risk free decision. Rather they understand how to make a timely decision while managing any corresponding risks as others are still trying to connect the dots. Section IX: Team Building. Score 9 Great leaders create great teams throughout the entire value chain. They understand the need for talent and are effective at recruiting, deployment, development and retention of tier-one talent. Great leaders also surround themselves with the best professional advisors possible and they openly seek the counsel of others in matters of importance. They are committed to both personal and professional growth. They tend to almost be addicted to increasing their knowledge base and sphere of influence. They are voracious learners always looking for better methods, different approaches, enhanced efficiencies, better technology and increased velocity. They are not afraid of change and growth - in fact, they tend to relish it. Section X: Results. Score 9 overall 87 out of 100 grade of B The proof of great leadership is ultimately found in the results being attained. Leaders can be extremely strong in any of the areas above, but if they are not leading effectively or productively, if they are not meeting performance expectations, then they have work to do. Great leaders get results. Leadership Style Test Your results are: Diplomat, Here's what that means: Diplomats prize interpersonal harmony. They are the social glue and affiliative force that keeps groups together. They’re typically kind, social, and giving, and often have deep personal bonds with their employees. And they’re often known for being able to resolve conflicts peacefully (and avoid them in the first place). Working for Diplomats is often more fun and social than working for other leaders (especially the Pragmatists). Diplomats put less emphasis on challenging their employees than they do putting their people in positions to succeed and leverage their strengths. Diplomats work to avoid having people feel uncomfortable or anxious. Traditional measures of employee satisfaction are often very high for Diplomats. Cultural Intelligence Test You did not score low or high. Set yourself some targets and start talking to people, don't miss the opportunity to be studying and living in a city with students from all over the world around you. Emotional Intelligence Test You have answered all the questions -- terrific! Self-Awareness Self-Management Social-Awareness Relationship Management 9 9 8 9 EI Quadrant Descriptors Self-Awareness. Description. The core of Emotional Intelligence is self-awareness. Self-awareness is comprised of three competencies; emotional self-awareness, where you are able to read and understand your emotions as well as recognise their impact on work performance and relationships; accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations; and self-confidence, where you have a positive and strong sense of one’s self-worth. The starting point and key in these areas is the ability to be critically self-reflective. Self-Management Description. Self-management is comprised of five competencies; Self-control, which is keeping disruptive emotions and impulses under control; transparency, which is maintaining standards of honesty and integrity, managing yourself and responsibilities; and adaptability, which is the flexibility in adapting to changing situations and overcoming obstacles; achievement orientation, which is the guiding drive to meet an internal standard of excellence; and initiative, which is the readiness to seize opportunities and act. Social Awareness Description. Social Awareness is comprised of three competencies; empathy, which is understanding others and taking an active interest in their concerns; organisational awareness, which is the ability to read the currents of organisational life, build decision networks and navigate politics; and service orientation, which is recognising and meeting customers needs.The adaptable, success-oriented type. Relationship Management Description. The Social cluster of Relationship Management is comprised of seven competencies; visionary leadership, which is inspiring and guiding groups and individuals; developing others, which is the propensity to strengthen and support the abilities of others through feedback and guidance; influence, which is the ability to exercise a wide range of persuasive strategies with integrity, and also includes listening and sending clear, convincing and well-tuned messages; change catalyst, which is the proficiency in initiating new ideas and leading people in a new direction; conflict management, which is resolving disagreements and collaboratively developing resolutions; building bonds, which is building and maintaining relationships with others; and teamwork and collaboration, which is the promotion of cooperation and building of teams. Biotech Health and Life Products Company Profile Welcome to Biotech! The assessment projects for this class will examine different facets of the leadership of Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech with the driving question of “what skills does a Biotech leader need to lead the company now and in the future?” History Wilford Barney was a young apprentice working for Peter Ulan, owner of a small apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a general energy elixir that was based on a home remedy of his mother’s back in Ireland. The elixir was produced specifically for many of Ulan’s special customers. Made of all natural ingredients the elixir provided B12 and other vitamins to promote a healthy immune system. The energy boost was noticeable after only a week’s use. The reputation of the elixir grew. In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to everyone rather than selected customers. Barney also gave bottles of the elixir to local peddlers who sold the product along with their wares receiving a commission on each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the success in Yonkers Barney decided to branch out to New York City. In 1932, Barney built a small manufacturing plant near the store where he mixed and bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter of the apothecary shops in New York City. Sales were booming and customers inquired about other products that Barney’s had. In 1936, Barney started a new product called Night Relief, another of his mother’s recipes. This product offered relief from night sweats and anxiety caused by menopausal symptoms or nerves. When this product proved a “secret success” with the ladies, Barney decided to bring his mother, Irene, from Ireland, and put her to work making new natural products. With his mother’s help, Barney grew the business into a small but successful manufacturer of natural “life products”. Barney coined “life products” because the products tracked natural life events in the human body and attempted to improve the customer’s discomfort in dealing with them. The name of the company was changed to Barney’s Elixir and Life Products. The business continued to grow and with his mother’s death in 1938 the company had a gross revenue of $178,000 a year. The depression took a toll on company profits but people still needed the boosts to their health and were able to afford Barney’s products as opposed to the medicine offered by doctors and hospitals. During World War II the company supplied the troops with a natural caffeine (Stay Clear) product that would keep soldiers awake for long periods of time and heighten their mental alertness. Government contracts derived from Stay Clear boosted the revenue of the company considerably and ushered in a new wave of interest of natural products. By 1950 Barney turned over the reins of the daily operations of the business to his children but remained on the Board of his family owned company. By this time, the company had expanded its manufacturing plants and sales nationally to include Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia. The revenue of the company was now close to 2.5 million dollars. In the 1960’s the social climate in America had changed and pharmaceutical companies took on greater importance in the treatment of people’s health. The discovery of new drugs and better health care shifted the confidence in the American perspective away from natural products to traditional western medicine. Although the counter culture of America still supported natural supplements, popularity for Barney’s products waned. In 1965, Wilford’s granddaughter, Geraldine, took over the Research and Development Department (R&D) after receiving a degree in chemistry from Harvard. She had been trained as a child by her grandmother, Wilford’s mother, and knew how the recipes should look. However, she had new ideas and with the approach of the 1970’s, was ready to join the “Anjolie perfume commercial” lifestyle depiction of a 70’s women that “they could bring home the bacon and fry it up too.” Due to the downturn in sales by 1970, the company turned to other countries for its sales base. Starting in Germany and other European countries where natural products are highly credible, Barney began to license the sale of the company’s products to local manufacturers. The name recognition grew and by the 1980’s the company was grossing over 4 million dollars in gross sales. The company moved to overseas operations and manufactured in Germany. Wilford Barney died in 1981 shortly after seeing his first grandchild, Maximillian Barney, take over the President’s positon of the company. Studying the trends in the 1990’s about the resurgence of natural health products “Max” as he liked to be called, decided it was time for Barney’s to focus on the new interest in homeopathic and natural products especially at home in America where sales were static. In 1996, Max, wanting to get a sleeker and more modern feel to the company’s products changed the company name and logo. No longer was Barney’s a mom and pop operation but now were part of the Biotech nutraceutical market. Barney’s Elixir and Life Products was now Biotech Health and Life Products. While the products would continue to show the old Barney logo, for name recognition the new logo would take prominence on the packaging. By 2000 the company was grossing about 1.1 billion in sales with an increase in market share. By 2012, Biotech had a 20% market share of the supplement business with approximately $20 billions of sales. The growing interest in the bio-nutraceutical marketplace was catching the attention of the big pharmaceutical companies. Glaxo, Merke and Dupont began a massive shift to the new biotech business products. Currently sales for the company are at $35 billion. Maximillian Barney is still President and CEO. The stock is still held by the family and all senior management positions are held by family members. Current Company Vision: To help provide everyone with the healthiest life possible in the most natural of ways. Current Mission: To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal. Current Fact Sheet Headquarters Yonkers, New York Worldwide web address President Maximillian Barney 2016 Gross Sales US$ 35 billion Employees 35,000 in 6 countries worldwide Manufacturer Operations United States Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia Europe Wittllch, Germany, Baltimore, Ireland Asia Pacific Melbourne, Australia Latin America and Caribbean Sao Paulo, Brazil Canada Product Lines Major Competitors Alberta, Canada Protein and Fitness; Personal Care, Nutraceuticals, Vitamins and Food Supplements Protein and Fitness-GNC, Personal Care- Nestle Skin Care- Galderma, SA; Glaxo, Merke, General Mills. Vitamins and Food Supplements- GNC, Natures Plus, Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial Group, Inc, Schiff Nutrition International, Nestle, General Mills, Now Foods and New Chapter BIOTECH BUSINESS PHILOSOPHY AND STRATEGY Biotech has determined its long-term goal planning pattern should be no longer than 3 years. Three years seems more flexible than the seven-year planning pattern previously used as change in the business climate is making it imperative to be more flexible. The need for innovation and competitive advantage ideas are the main focus for the next two years along with the company’s commitment to becoming a triple bottom line company. Sustainability both for profit and planet is foremost in the minds of the leadership. The development of a triple bottom line company is in the best interest of the company because of the need to keep a strong natural product image link to the community and the desire for the company to be socially responsible. Protection of the suppliers and control over product quality is critical to the development of a sound “life product.” Current Growth Plans Business and Sales Biotech is looking to expand to Saudi Arabia in the next year. Currently products sold through European division but demand is great in the Arab countries. Although the company would like to sell in Israel as well, Arab countries are seen as a more lucrative expansion opportunity. Expansion of the production capacity in Sao Paulo is being considered as company can no longer keep up with sales projections. Product Development Biotech is looking to develop its cosmetic and food lines. Currently have lip balms but seeks to make a line of lipsticks, foundation, powder, eye makeup and cleaners from natural ingredients. Development of natural flavorings and whey products are under consideration. BIOTECH’S CORE VALUES The leadership of Biotech has identified four core values. These values are used as guidance in strategy, mission, and vision creation. They are: Customer-Centricity, Innovation, Knowledge, and Sustainability. Customer-Centricity Currently there is a company-wide accountability to the customers and the entire workforce is expected to provide an extraordinary customer experience in every product made. Customer relations are considered to be both internal and external; for those located at central Headquarters, those employees “out in the field” are considered just as much a customer as the person buying Biotech’s products. Innovation Development of organizational structure and culture changes are being made to introduce more collaborative decision making as well as bringing the divisions closer together in the area of shared resources and communication. Emphasis is to encourage the exchange of ideas, create an environment that fosters new ideas and makes change easier in implementation. Knowledge Biotech is a firm whose foundation and history is deeply rooted in research and development. Using knowledge to lead change is at the heart of Biotech’s value system. Another aspect to knowledge is the “tribal knowledge” that is inherently known by the Barney family that lead the company, and their long-time loyal employees. Sustainability Currently, Biotech has commitments to build housing for several communities in Brazil and India where natural pharmaceutical ingredients are produced. The program reflects the company’s strong commitment to become a triple bottom line company by the year 2021, and its core value of sustainability. Biotech defines sustainability as both “for profit” and “for planet”. BIOTECH’S CURRENT CORPORATE CULTURE Barney’s new image of a sleek, less clan-like organization has resulted in a family that is less than cohesive. Still, the family leaders are committed to maintaining the businesses’ cultural heritage because of the sense of unity and belonging, and to provide employees with a better understanding of the previous generations and to show how far the company has come. It is believed that the cultural heritage of the business demonstrates support for collaborative decision making something the company has successfully promoted throughout the organization. The family sees its employees as being customers and therefore encourages a customer-centric culture. Employees are encouraged to look at their work through the perspective of the customer and to make decisions using the customer’s viewpoint. Biotech is concerned that the stateside organization is driving the overseas divisions and that new ideas are being encouraged because of the cultural differences in staff. Customer innovation workshops ran by the various divisions have highlighted that R&D in Europe and Australia are differences in customer preferences from US customer preferences. It is believed that US controlled resources are ignoring these product preferences and are thus impeding sales overseas. Corporate leaders are examining the matter in an attempt to answer this cultural gap. Current Organizational Structure The company has a geographical division structure. However, within each division is a functional structure with production and sales at the hub. R&D, HR, IT and Finance have small staff in each division whose primary job is to liaise with headquarters to implement the decisions made. Individual Deliverable #1 – Self Assessment and Job Application Memo Purpose: The purpose of this project is to gain self-knowledge and apply that knowledge in an application for a leadership position. Skill Building: You are also completing this project to help you develop the skills of self-analysis, research, critical thinking, and writing a report intended for executive review. Writing is critical because in business it is important to convey information clearly and concisely and to develop a personal brand. Developing a personal brand is important because it is the ongoing process of establishing an image or impression in the minds of others especially those in positions above you. Having a strong personal brand can lead to opportunities that include promotions. Skills: Research, Writing, Critical Thinking, Developing a Personal Brand, Self-Analysis, Writing a Report. Outcomes Met With This Project: • Use leadership theories, assessment tools, and an understanding of the role of ethics, values, and attitudes to evaluate and enhance personal leadership skills • Assess the interactions between the external environment and the organization to foster responsible and effective leadership and organizational practices • Develop individual awareness, style, and communication skills that enhances leadership skills • Integrate and apply analytical principles and skills to make strategic decisions Background: You have completed your role on the Succession Plan Committee. You and your Group identified leadership competencies for five internal positions and your group also recommended some internal candidates for consideration of those positions. As you are putting away your notes from the Succession Plan Committee meetings, you come across this statement “These positions will need to be filled over the next 12-24 months. There is not an immediate need for any of them currently, but vacancies will be imminent. The preference is to fill these internally…” You cannot help but wonder, “why not me”? The more you read the description of the open positions, the more you are convinced that you should put yourself forward as a candidate for one of these leadership positions. Instructions: Step 1: Leadership Competencies Table Review the Leadership Competencies Table completed in Week Two to accompany the Job Announcement. (You may also wish to review any feedback received from your Instructor about your Table.) Step 2: Upcoming Open Positions at Biotech Position #1: Sales Director, Middle East Location: Saudi Arabia Answers to: Executive Director, Asia Division Biotech’s Asia Division will be opening its first Middle East location in Saudi Arabia in the next 12 months. A Sales Director will be needed to head up this new division. A team of local salespeople will need to be recruited, hired, and trained by this leader. It is expected that this sales team may be largely men. Two sources that are recommended for more information about doing business in Saudi Arabia are: Guide to Saudi Arabia Etiquette, Customs, Culture, and Business Saudi Arabia Management Guide Position #2: Director of Research and Development (R&D) Location: Headquarters, Yonkers, NY Answers to: VP of Headquarter Operations R&D is at the heart of Biotech’s success and, indeed, its future. The leader of Research and Development will lead a group of scientists and innovators, but does not need to be a scientist himself/herself. R&D is located centrally at Biotech Headquarters because R&D coordinates with all other departments and divisions. This is a high profile position. Position #3: VP of Headquarter Operations Location: Headquarters, Yonkers, NY Answers to: President and CEO The Headquarters houses R&D, HR, IT, Purchasing, and Finance. Each of these departments has its own “subculture”, and each department is fairly distinct from each other. The young, youthful subculture of IT often clashes with the conservative subculture of the Finance department, for example. Many of the members of the Finance and HR teams are baby boomers and are near retirement. This leader oversees the smooth operation of all of these departments and ensures the coordination of these departments with each other and with each of the four geographic divisions across the world. Position #4: Executive Director, North American Division Location: Chicago, Illinois Answers to: President and CEO This leader will head up the largest and most profitable division of Biotech. This division is seen as the “flagship” by the other divisions, since Biotech’s roots are in the United States. This Executive Director has the “ear” of the CEO, and spends a lot of time with the Barney family. This leader is faced with spearheading the future direction of Biotech in North America and is challenged with filling openings throughout the United States and Canada caused by fast growth and a retiring Baby Boomer population. Position #5: Director of Finance Location: Headquarters, Yonkers, NY Answers to: Chief Financial Officer This leader oversees the day to day operations of the finance department. This leader is expected to aid in strategic planning with the executive team of Biotech. Although a finance background is not required, this person is expected to bring a conservative approach to the strategic planning table, to balance out the high risk tolerance of the rest of the leadership at Biotech. A “big picture” perspective is definitely needed here Step 3: Review Review the Succession Planning Table-Part One that your Group used to outline leadership competencies for each of the five positions. (You may also wish to review any feedback received from your Instructor about this Table.) Step 4: Self-Assessment Tests Complete the following Self-Assessment tests (also found under Week Five Content). Save the results of each test, as they will need to be included in the Appendix. • Jung Personality Typology Test • Communication Skills Test • Self Esteem Test • Leadership Skills Test • Leadership Style Test • Cultural Intelligence Test • Emotional Intelligence Test (A technical issue may occur in which the web page cannot be viewed when accessed from a direct link. If you encounter this issue, please copy and paste the following web address into the address bar to access the web page: ) • Ultimate Ethics Quiz Step 5: Choose One Based upon the results of these tests, and your review of the leadership competencies required for each position, choose ONE of the five positions for which you wish to put yourself forward. Step 6: Write a Memo Write a memo to President and CEO, Maximillan Barney using the format outlined below: Your Memo will be addressed to Mr. Maximillian Barney, the CEO and President of Biotech. The Memo should be single-spaced. The Memo should include the following structural elements: To: From: Date: Subject: The report should contain the following sections, with each section supported by course materials. Label each section using Roman Numerals I through X. • Introduction: Briefly introduce yourself to Mr. Barney and describe the purpose of your memo. • Identify the position you wish to be considered: o Briefly review the leadership competencies identified as important for the person that occupies this position. o Summarize the leadership competencies that you feel you have that make you a qualified candidate for this position. This should be a summary, as you will get into more detail in upcoming sections. • Identify the outcomes of your Jung Personality Test and Self-Esteem Test, and describe why your personality is suited to the position. • Identify the outcomes of the Communications Skills Test, and describe why you have the communication skills suited to this position. • Identify the outcomes of the Leadership Skills Test and the Leadership Style Test, and describe why you have the leadership skills and appropriate leadership style for this position. • Identify the outcomes of the Cultural Intelligence Test and Emotional Intelligence Test and describe why you have the CQ and the EQ suited to this position. • Identify the outcomes of the Ultimate Ethics Quiz, and describe why you have the moral compass suited to this position. • Conclusion – briefly summarize for Mr. Barney why you should be considered for this position. • Reference Page (in APA format) • Appendix – to include the results of all self-assessment tests described in the memo in sections III through VII. Step 7: Submit the completed Report in the Assignment Folder. Submitting the project to the Assignment Folder is considered the student's final product and therefore ready for grading by the instructor. It is incumbent upon the student to verify the assignment is the correct submission. No exceptions will be considered by the instructor. Other Required Elements: • This is a memo to Mr. Barney, the CEO. There is a fine line between stating your case, and taking up too much of Mr. Barney’s time. There is not a strict page limit to this memo, but you should attempt to keep it to no more than 4 pages, single spaced (not including cover page, reference page, and appendix). • Read the grading rubric for the project. Use the grading rubric while completing the project to ensure all requirements are met that will lead to the highest possible grade. • Contractions are not used in business memos, so do not use them. • Paraphrase and do not use direct quotation marks. This means you do not use more than four consecutive words from a source document, but put a passage from a source document into your own words and attribute the passage to the source document, using in-text citations in APA format. • In-text citations should be included in ALL SECTIONS of the memo, and should demonstrate application of the course material. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa. • You may only use the course material from the classroom. You may not use books or any resource from the Internet. • Provide the page or paragraph number, where applicable. Week 2: Leadership Styles, Traits, Attributes, and Competencies Leadership: Do traits matter? Critical Skills: Leadership - In the Library search under Comstock (author) and Critical Skills: Leadership (title). Leadership Competencies 10 Traits of Great Business Leaders Leaders at all Levels Read: Pages 22-28 of (continued from last week):Gandolfi, F., & Stone, S. (2017). The Emergence of Leadership Styles: A Clarified Categorization. Review Of International Comparative Management / Revista De Management Comparat International, 18(1), Are Leaders Born or Made? 8 Common Leadership Styles Situational Leadership Strengths and Weaknesses The Impact of Leadership Style on Employee Commitment Leadership Style, Emotional Intelligence, and Organizational Effectiveness Organizational Effectiveness The Effective Organization: Five Questions to Translate Leadership into Strong Manageme Week 3: Mission, Vision, and Strategic Thinking, Planning for Tomorrow Read: • Principle of Management Chapter 4-3: The Roles of Mission Vision and Values • The Leaders Role in Strategy • Walt Disney Company’s Mission and Vision Statement a Formula for Success (An example of how they work together to bring corporate success in environmental sustainability) • Visions Missions of Fortune Global 100 Companies • Management Tools Mission and Vision Statements • Strategy Vision and Mission How Do They All Fit Together? Read: • Strategic Leadership: Short-term Stability and Long-term Viability • Why Is Strategic Thinking Important to the Success of Business? • The Strategic Thinking & Strategic Planning Process • Integrating Strategic Thinking into your Organization for Long-Term Competitive Advantage • Walsh, P. (2014, May 20). Are You A Strategic Thinker? Test Yourself • Three Keys To Improving Your Strategic Thinking Week 4: Leadership Challenges of Today Leading Cultural and Generation Diversity • Diversity and how it Improves Leadership • Leading Four Generations • Effectively Leading Diverse Teams with Inclusive Leadership • What is Cultural Intelligence? • What is the Difference between a High Text and Low Text Culture? Leading and accumulator of knowledge • Why Knowledge Management Is Important to The Success Of Your Company • Importance of Knowledge to a Growing Business Leading Innovation • How to be an Innovative Leader • Closing the Innovation Gap Week 5: Self-Knowledge as a Powerful Leadership Tool Read and View: Personality, Leadership, and Emotional Intelligence • How Implicit Personality Affects Leadership • Personality and How It Relates to Leadership • Emotional Intelligence and Leadership • What is emotional intelligence? • Interview of Daniel Goleman, Emotional Intelligence Social Intelligence and Leadership • Personality and Leadership 9.5min • Personality and creating your Leadership style • Critical Leadership Skills: Key Traits That Can Make or Break Today’s Leaders Moral Compass Leading with Values • Moral Intelligence for Successful Leadership • Why Leaders Lose Their Way Cultural Intelligence: • Why You Need Cultural Intelligence and How to Develop it

Budget: $52.00

Due on: May 02, 2020 00:00

Posted: 11 months ago.

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