9module 9principles Of Management Spring 2021chapters 11 13written ✓ Solved

9 MODULE 9 principles of management, spring 2021 chapters 11 & 13 WRITTEN ASSIGNMENT After reading Chapters 11 & 13 of the text, and reviewing the associated PowerPoint slides, please answer the following questions, making sure to use college-level writing and using responses that demonstrate your understanding of the concepts. INCLUDE THE ORIGINAL QUESTIONS in with your submission. Upload your answers in either Word or PDF format no later than the due date. 1. Carefully read the CASE FOR CRITICAL ANALYSIS: “What’s Wrong With The Team?†on page 507, and then answer the following questions in a manner that demonstrates your understanding of the concepts taught in Chapter 11, and demonstrates your careful analysis of the case: a) How would you characterize Rankin’s leadership style?

What approach do you think is correct for this situation? WHY? b) What would you do now if you were Rankin? How might you awaken more enthusiasm in your team for completing this project on time? Suggest SPECIFIC STEPS. c) How would you suggest that Rankin modify his leadership style if he want to succeed Dyer in two years? BE SPECIFIC 2.

Carefully read the CASE FOR CRITICAL ANALYSIS “E-Mail Adventure†on Page 587 and then answer the following questions in a manner that demonstrates your understanding of the concepts taught in Chapter 13, and demonstrates your careful analysis of the case: a) What is the underlying communication mistake in this case? Why do you think Howard Tannenbaum sent those e-mails?†b) How do you think Tannenbaum should have communicated his concerns about the information link? WHY? c) What should Tannenbaum do now to try to recover from the negative impact of his e-mails? SUGGEST SPECIFIC STEPS. Assignments are due no later than 11:59 pm on Sunday, May 9, 2021. 2

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Question 1: Case Analysis - "What’s Wrong With The Team?"

a) How would you characterize Rankin’s leadership style? What approach do you think is correct for this situation? WHY?

Rankin's leadership style can be characterized as autocratic. Autocratic leaders have a tendency to make decisions unilaterally, without much input from team members or subordinates (Northouse, 2016). In this case, Rankin appears to exhibit control over the project in a manner that stifles the contributions and feedback of his team. This is evidenced by the lack of enthusiasm and engagement from team members. Instead of fostering open communication, his leadership style has led to a breakdown of team cohesion and morale.
Given the situation at hand, a more participative or democratic leadership approach would be correct. Research supports the idea that empowering team members and encouraging their input can lead to higher levels of engagement, satisfaction, and productivity (Hackman & Oldham, 1980). In a team environment, fostering collaboration and soliciting feedback is crucial, especially in complex projects that require diverse skills and perspectives. Therefore, applying a participative approach can cultivate a sense of ownership among team members, encouraging them to contribute their ideas and creativity, which would ultimately lead to the successful completion of the project on time.

b) What would you do now if you were Rankin? How might you awaken more enthusiasm in your team for completing this project on time? Suggest SPECIFIC STEPS.

If I were Rankin, I would take the following specific steps to awaken enthusiasm in my team:
1. Conduct a Team Meeting: Organize a team meeting to openly discuss the current project status. This meeting would provide an opportunity for team members to share their thoughts, challenges, and suggestions. Involving them in the conversation would allow them to feel valued.
2. Solicit Input: Actively ask for feedback from team members on how to improve project processes and overcome challenges. Highlight that their contributions are essential for success, fostering a collaborative environment (Bass, 1990).
3. Set Clear Goals: Clearly define the objectives and deadlines for the project. SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) can be set together with the team, making them more invested in the results (Doran, 1981).
4. Show Appreciation: Recognize and reward team members for their hard work and contributions, even if they are small. Pragmatic recognition can significantly improve motivation levels (Deci & Ryan, 2000).
5. Develop Team-Building Activities: Implement team-building exercises designed to strengthen relationships and foster camaraderie. This can contribute to an enhanced support system and improve morale (Kirkpatrick, 1993).
6. Maintain Regular Check-Ins: Conduct regular check-ins to monitor progress, provide guidance and support, and adjust goals as needed. Consistent communication can clarify expectations and reinforce accountability.
7. Foster a Culture of Innovation: Encourage team members to think creatively to overcome obstacles and suggest new ideas related to the project. This innovation can energize the team and directly impact productivity levels (Amabile, 1996).
By taking these steps, Rankin can address the issues of morale within his team, cultivate interest in the project, and promote a collaborative work environment.

c) How would you suggest that Rankin modify his leadership style if he wants to succeed Dyer in two years? BE SPECIFIC.

If Rankin aspires to succeed Dyer in two years, it's essential for him to adopt a transformational leadership style. Transformational leadership encourages leaders to engage with their teams on a deeper level, fostering an environment of motivation, ethical behavior, and commitment to the organizational vision (Bass & Avolio, 1994). Here are specific modifications Rankin could implement:
1. Develop a Vision: Rankin should articulate a clear, compelling vision for the organization and ensure that employees understand how their individual roles contribute to that vision. This practice fosters a shared sense of purpose and unity.
2. Empower Employees: Shift from an autocratic control style to one that empowers employees to make decisions related to their work. This includes providing them with autonomy, responsibility, and accountability regarding their tasks.
3. Encourage Open Communication: Rankin has to establish an open-door communication policy so team members feel safe to express concerns and provide feedback without fear of retribution.
4. Mentor Team Members: Invest time in mentoring and developing the skills of the team. Personal development can inspire loyalty, and team members will feel valued and supported in their career journeys.
5. Lead by Example: Demonstrate enthusiasm, commitment, and ethical behavior in all dealings. A leader’s attitude can significantly impact the team's morale and enthusiasm.
By applying these modifications, Rankin will likely build a more committed, engaged, and high-performing team that can adapt and thrive in challenging circumstances.
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Question 2: Case Analysis - “E-Mail Adventure”

a) What is the underlying communication mistake in this case? Why do you think Howard Tannenbaum sent those e-mails?

The underlying communication mistake in this case is the lack of clarity and context in the emails sent by Howard Tannenbaum. Emails can often be misinterpreted due to the absence of non-verbal cues, and Tannenbaum's failure to set the appropriate tone or provide detailed context may have led to unintended negative reactions (Richmond et al., 2017). Tannenbaum may have sent the emails as a knee-jerk reaction to the perceived inefficiencies regarding the information link, without fully considering how the messages might be construed by recipients.
His motive for sending these emails could be rooted in the desire to alleviate perceived risks or to enhance project outcomes, indicating a proactive but slightly reactionary stance as a leader. He may have thought transparency and direct communication about these concerns would drive progress forward.

b) How do you think Tannenbaum should have communicated his concerns about the information link? WHY?

Tannenbaum should have employed a more constructive and collaborative approach when communicating his concerns about the information link. Specifically, he could have:
1. Scheduled a Face-to-Face Meeting: A face-to-face meeting or a video call would allow for a more hospitable environment to discuss his concerns, encouraging dialogue and immediate feedback.
2. Used Clear and Positive Language: Framing his concerns in a positive manner can reduce defensiveness and promote openness. By focusing on solutions rather than problems, Tannenbaum could have encouraged team collaboration.
3. Encouraged Team Participation: Inviting team members to share their insights and work toward collective solutions would have not only provided valuable input but also heightened ownership of the impending changes.
4. Provided Context: Tannenbaum should have explained the implications of the issues on the project's outcome, allowing team members to understand the significance of addressing the concerns at hand.
By choosing a more thoughtful and considerate communication strategy, Tannenbaum would be more likely to motivate his team and maintain positive relationships.

c) What should Tannenbaum do now to try to recover from the negative impact of his e-mails? SUGGEST SPECIFIC STEPS.

In order to recover from the negative impact of his emails, Tannenbaum should take the following specific steps:
1. Acknowledge Mistakes: Tannenbaum should promptly acknowledge the miscommunication by issuing a follow-up email to clarify his intent and recognize potential misunderstandings from the previous messages.
2. Request Feedback: He can invite team members to participate in an open forum to discuss his concerns alongside their feedback in a constructive manner. This shows that he values their opinions and is willing to listen.
3. Reinforce Team Goals: In his communication, Tannenbaum should reaffirm the ultimate goals of the project, ensuring the team understands that his concerns stem from a shared desire to achieve positive results.
4. Offer Support: Following the discussions, he should express his commitment to offering support to address any concerns or obstacles as a means to promote a culture of collaboration.
5. Follow-Up: Conduct regular check-ins moving forward to gauge the team’s morale and performance, ensuring that his team does not feel isolated or discouraged.
By employing these recovery strategies, Tannenbaum can mitigate the negative effects of his previous emails while restoring trust and cultivating a collaborative atmosphere.
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References

1. Amabile, T. M. (1996). Creativity in context. Westview Press.
2. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
3. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
4. Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
5. Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, 70(11), 35-36.
6. Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Addison-Wesley.
7. Kirkpatrick, D. L. (1993). Evaluating training programs: The four levels. Berrett-Koehler Publishers.
8. Northouse, P. G. (2016). Leadership: Theory and practice. Sage Publications.
9. Richmond, V. P., Johnson, M. A., & McCroskey, J. C. (2017). The importance of communication. In An Introduction to Communication Studies. Routledge.
10. Tannenbaum, R., & Schmidt, W. H. (1958). How to choose a leadership pattern. Harvard Business Review, 36(2), 95-101.