Archive for month: November, 2023

Activity 3: Case Study

This Activity is comprised of three (3) parts. Your Activity responses should be both grammatically and mechanically correct, and formatted in the same fashion as the Activity itself. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your response and document in a bibliography using APA style. (100 points) (A 4-page response is required for the combination of Parts A, B, and C.)

Read “The Last CEO of Lehman Brothers: Richard Fuld,” starting on page 174 of your text. After reading this case, discuss the following.

Part A Discuss five (5) types of leader power. These five types fall into two (2) broader categories: position power and personal power.

a. Define each of the five (5) types of leader power.

b. Discuss how each of the five (5) types of leader power impact and/or motivate followers.

c. Which of the five types of leader power fall into the category of position power, and which fall into the category of personal power?

Part B What are the sources of Dick Fuld’s power?

Part C What elements of power corruption are present in this case?

 

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Outline

Cross-Cultural Management

Samsung’s Cross-cultural Management

 

General Purpose:	To persuade
Specific Purpose:	To persuade my listeners that the foundation of global business relations is cross-cultural management.
Central Idea:	Cross-cultural management by Samsung will prove to be a blueprint for other multinational companies with the continuity of the learning community and the extension of cultural instruction to the entire workforce.

 

INTRODUCTION

I. Attention Material

A. Samsung

1. In many ways, Samsung is a world pioneer and most of its advancement could be attributed to its organizational culture.

2. Samsung joined the electronics arena in 1968 and by numerous mergers until 1977, when it eventually became Samsung Electronics Industry Corporation Ltd. (Samsung, 2020).

3. This international expansion forced Samsung to expand its focus from local culture to international culture. Training was needed for expatriates, management in particular, in cross-cultural management.

B. Samsung’s cross-cultural management to expand globally

1. Samsung has grown internationally quite rapidly, needing a large knowledge base in local and global culture to ensure its continued growth.

2. Samsung not only recognized the value of culture, but also concentrated on the consistency of the organization and its goods.

3. This involves ongoing cross-cultural training for staff and managers, family cultural training and a mentorship program.

 

II. Orienting Material

 

A. It is important to know the culture of the region or country in which business is conducted for a positive outcome.

B. From its creation, Samsung has retained a cultural importance on consistency that has evolved over time.

C. The Samsung focused on the quality of three things, its products, persons, and management (Shin & Kim, 2015).

D. Dialog takes place only after the sides agree to exchange information to ensure that the transmission of information takes place.

 

(Transition: Over the years, as national cultural values shifted, the corporate culture of Samsung changed with it.)

BODY

I. During the 1990s, Samsung launched what it called “new management” (Samsung, 2020).

A. The focus of this cultural change was to establish a new management that held the same ideals and the same vision of corporate culture.

1. Samsung was expanding internationally at this period, and management was forced to travel to locations around the world.

2. The Samsung system enables workers to stay in a different country for up to two years in order to study the region and history, making them experts in the region’s language, cultures, and business.

3. Samsung sent more than 5,000 foreigners to more than 170 locations in more than 80 countries from 1990 and 2014.

 

(Transition: Each organization has training plans, but the nature of the training differs between companies.)

II. Better approaches for the effective implementation of the change

 

A. Global organizations need extra preparation for expatriates, and cross-cultural management should be protected by a specific starting point. Dialog can minimize tension in cross-culture problems.

B. A number of expatriates have been at the managerial level and cultural training is necessary when planning to move to a foreign country with a culture other than one’s own.

C. As a multinational player, Samsung has done business successfully in 61 countries so setting up a new guideline to assess the success of the employee is key.

 

(Transition: Ask for feedback.)

 

III. Recommendation and possible outcome.

 

A. Consultation with stakeholders, due to opposition to reform, is necessary to minimize confrontation.

B. Offer small benefits to boost productivity of jobs. Bagels will show staff that they are valued by the organization without having a dent in the end result on Friday, a quarterly team picnic, or even a basic t-shirt. Best of all, ask them what they will really desire.

 

(Transition: Conclusion.)

CONCLUSION

I. Summary

A. Cross-cultural management is a crucial component of a competitive organization.

B. It is a field of study that has been heavily researched, and companies, particularly global enterprises, attach importance to it.

C. In particular, Samsung’s need for cross-cultural management training of expatriates continues to grow in order to appreciate and honor the culture of the host country.

 

REFERNCES

Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level culture research in international business since 2006. Journal of International Business Studies, 48(1), 30–47. https://doi.org/10.1057/s41267-016-0038-8

Burris, M. (2020, February 03). The History of Samsung (1938-Present). Retrieved May 17, 2020, from https://www.lifewire.com/history-of-samsung-818809

History: Company: Samsung US (2020). Retrieved May 17, 2020, from https://www.samsung.com /us/aboutsamsung/company/history/

Matthews, L. C., & Thakkar, B. (2012). The Impact of Globalization on Cross-Cultural

Communication. Globalization – Education and Management Agendas, 325-340.

doi:10.5772/45816

Shin, W., & Kim, C. (2015). Samsung’s journey to excellence in quality. International Journal of Quality and Service Sciences, 7(2/3), 312–320. https://doi.org/10.1108/IJQSS-03-2015-0036

 

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Respond completely to the corresponding questions. Use examples of techniques, tools, analysis, and strategies presented in this course. Please review the 5 parts attached to answer these questions. Use APA format and cite references properly. I have attached the case study as well as the rubric on what is necessary in this paper. Please include an introduction and conclusion. This is for an organizational development class.

 

Leading Strategic Change at Davita

 

1. What was the situation facing Kent Thiry when he took over as CEO of Total Renal Care?

 

2. Is Davita Built to Change? Why or Why Not?

 

3. How will Gambro learn about Davita’s culture, values, rewards, decision making practices?

 

4.Why focus so heavily on values and culture in the turnaround?

 

5. What would you list as the integration objectives?

 

6. What was the Davita’s strategy and what did they do to reinforce that strategy in their culture and values?

 

7. What would be included in your “first 100 days” action plan?

 

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The Leadership Circle Self Assessment Report

2018-11-09

The Leadership Circle Self Assessment Report

 

2018-11-09

Average Response on a 5 – Point Scale

Self

Evaluations

Relating 4.87 – – – – – –

Self-Awareness 4.61 – – – – – –

Authenticity 4.35 – – – – – –

Systems Awareness 4.43 – – – – – –

Achieving 4.72 – – – – – –

Controlling 2.24 – – – – – –

Protecting 1.18 – – – – – –

Complying 2.21 – – – – – –

Leadership Effectiveness 4.60 – – – – – –

The Leadership Circle Self Assessment Report

2018-11-09

Percentile Scores: Comparison to the Norm Group

Self

Evaluations

Relating 99 % – – – – – –

Self-Awareness 99 % – – – – – –

Authenticity 71 % – – – – – –

Systems Awareness 95 % – – – – – –

Achieving 98 % – – – – – –

Controlling 26 % – – – – – –

Protecting 2 % – – – – – –

Complying 41 % – – – – – –

Reactive-Creative Scale 97 % – – – – – –

Relationship-Task Balance 79 % – – – – – –

Leadership Potential

Utilization

98 % – – – – – –

Leadership Effectiveness 97 % – – – – – –

Number of Assessors 1

THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS

Creative Dimensions

2018-11-09 Self

Evaluations

Relating 99 % – – – – – –

Average Response 4.87 – – – – – –

Caring Connection 100 % – – – – – –

Average Response 5.00 – – – – – –

Fosters Team Play 96 % – – – – – –

Average Response 4.83 – – – – – –

Collaborator 100 % – – – – – –

Average Response 5.00 – – – – – –

Mentoring & Developing 94 % – – – – – –

Average Response 4.75 – – – – – –

Interpersonal Intelligence 98 % – – – – – –

Average Response 4.78 – – – – – –

Self-Awareness 99 % – – – – – –

Average Response 4.61 – – – – – –

Selfless Leader 67 % – – – – – –

Average Response 3.99 – – – – – –

Balance 99 % – – – – – –

Average Response 5.00 – – – – – –

Composure 91 % – – – – – –

Average Response 4.61 – – – – – –

Personal Learner 99 % – – – – – –

Average Response 5.00 – – – – – –

Authenticity 71 % – – – – – –

Average Response 4.35 – – – – – –

Integrity 45 % – – – – – –

Average Response 4.26 – – – – – –

Courageous Authenticity 91 % – – – – – –

Average Response 4.50 – – – – – –

 

Questions Related to Each Dimension

Creative Dimensions

Relating

Caring Connection I connect deeply with others.

I form warm and caring relationships.

I am compassionate.

Fosters Team Play I create a positive climate that supports people doing their best.

I share leadership.

I promote high levels of teamwork through my leadership style.

Collaborator I negotiate for the best interest of both parties.

I work to find common ground.

I create common ground for agreement.

Mentoring & Developing I help direct reports create development plans.

I help people learn, improve, and change.

I provide feedback focused on professional growth.

I am a people builder/developer.

Interpersonal Intelligence I display a high degree of skill in resolving conflict.

I take responsibility for my part of relationship problems.

I directly address issues that get in the way of team performance.

I listen openly to criticism and ask questions to further understand.

In a conflict, I accurately restate the opinions of others.

Self-Awareness

Selfless Leader I act with humility.

I get the job done with no need to attract attention to myself.

I lead in ways that others say, ‘we did it ourselves.’

I am relatively uninterested in personal credit.

I take forthright action without needing recognition.

Balance I find enough time for personal reflection.

I balance work and personal life.

Composure I am composed under pressure.

I handle stress and pressure very well.

I am a calming influence in difficult situations.

Personal Learner I personally search for meaning.

I investigate the deeper reality that lies behind events/circumstances.

I learn from mistakes.

I examine the assumptions that lay behind my actions.

Authenticity

Integrity I lead in a manner that is completely aligned with my values.

I exhibit personal behavior consistent with my values.

I hold to my values during good and bad times.

Courageous Authenticity I speak directly even on controversial issues.

I am courageous in meetings.

I surface the issues others are reluctant to talk about.

 

THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS

Creative Dimensions (Continued)

2018-11-09 Self

Evaluations

Systems Awareness 95 % – – – – – –

Average Response 4.43 – – – – – –

Community Concern 88 % – – – – – –

Average Response 4.34 – – – – – –

Sustainable Productivity 97 % – – – – – –

Average Response 4.66 – – – – – –

Systems Thinker 86 % – – – – – –

Average Response 4.27 – – – – – –

Achieving 98 % – – – – – –

Average Response 4.72 – – – – – –

Strategic Focus 97 % – – – – – –

Average Response 4.67 – – – – – –

Purposeful & Visionary 98 % – – – – – –

Average Response 4.77 – – – – – –

Achieves Results 88 % – – – – – –

Average Response 4.61 – – – – – –

Decisiveness 98 % – – – – – –

Average Response 5.00 – – – – – –

 

Questions Related to Each Dimension

Creative Dimensions (Continued)

Systems Awareness

Community Concern I attend to the long-term impact of strategic decisions on the community.

I balance community welfare with short-term profitability.

I live an ethic of service to others and the world.

I stress the role of the organization as corporate citizen.

I create vision that goes beyond the organization to include making a positive impact on the world.

Sustainable Productivity I balance ‘bottom line’ results with other organizational goals.

I balance short-term results with long-term organizational health.

I allocate resources appropriately so as not to use people up.

Systems Thinker I redesign the system to solve multiple problems simultaneously.

I evolve organizational systems until they produce envisioned results.

I reduce activities that waste resources.

Achieving

Strategic Focus I have a firm grasp of the market place dynamics.

I provide strategic direction that is thoroughly thought through.

I focus in quickly on the key issues.

I accurately anticipate future consequences to current action.

I see the integration between all parts of the system.

I establish a strategic direction that helps the organization to thrive.

I stay abreast of trends in the external environment that could impact the business currently and in the future.

I integrate multiple streams of information into a coherent strategy.

I am a gifted strategist.

Purposeful & Visionary I articulate a vision that creates alignment within the organization.

I live and work with a deep sense of purpose.

I communicate a compelling vision.

I am a good role model for the vision I espouse.

I provide strategic vision for the organization.

I inspire others with vision.

Achieves Results I pursue results with drive and energy.

I strive for continuous improvement.

I am proficient at achieving high quality results on key initiatives.

I am quick to seize opportunities upon noticing them.

Decisiveness I make the tough decisions when required.

I am an efficient decision maker.

I make decisions in a timely manner.

 

THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS

Reactive Dimensions

2018-11-09 Self

Evaluations

Controlling 26 % – – – – – –

Average Response 2.24 – – – – – –

Perfect 91 % – – – – – –

Average Response 4.35 – – – – – –

Driven 83 % – – – – – –

Average Response 4.17 – – – – – –

Ambition 65 % – – – – – –

Average Response 3.08 – – – – – –

Autocratic 11 % – – – – – –

Average Response 1.65 – – – – – –

Protecting 2 % – – – – – –

Average Response 1.18 – – – – – –

Arrogance 0 % – – – – – –

Average Response 1.00 – – – – – –

Critical 4 % – – – – – –

Average Response 1.28 – – – – – –

Distance 8 % – – – – – –

Average Response 1.24 – – – – – –

Complying 41 % – – – – – –

Average Response 2.21 – – – – – –

Passive 34 % – – – – – –

Average Response 1.71 – – – – – –

Belonging 76 % – – – – – –

Average Response 2.94 – – – – – –

Pleasing 15 % – – – – – –

Average Response 2.18 – – – – – –

Conservative 86 % – – – – – –

Average Response 3.81 – – – – – –

 

Questions Related to Each Dimension

Reactive Dimensions

Controlling

Perfect I try to do everything perfectly well.

I am critical of myself when things don’t go as well as expected.

I believe average is definitely not good enough.

I need to perform flawlessly.

I am a perfectionist.

I need to excel in every situation.

I expect extremely high standards of others.

Driven I drive myself excessively hard.

I am a workaholic.

I try too hard to be the best at everything I take on.

I push myself too hard.

Ambition I am aggressive.

I believe to feel good, one must constantly move up.

I believe winning is what really matters.

I am excessively ambitious.

Autocratic I have to get my own way.

I tend to control others.

I am domineering.

I dictate rather than influence what others do.

I pursue results at the expense of people.

Protecting

Arrogance I am self-centered.

I have too big of an ego.

I am arrogant.

Critical I am sarcastic and/or cynical.

I am critical.

I hurt people’s feelings.

I put people down.

Distance I am emotionally distant.

I remain standoffish.

I am hard to get to know.

I am aloof.

Complying

Passive I am wishy-washy in decision making.

I lack drive.

I lack passion.

I am passive.

Belonging I am overly conservative.

I work too hard for others’ acceptance.

I adopt others’ points of view so as not to disappoint them.

I play it too safe.

I try too hard to conform to the group’s rules/norms.

I try to please others by going along to get along.

Pleasing I need to be accepted by others.

I need to be admired by others.

I worry about others’ judgment.

I need the approval of others.

Conservative I am conservative.

I follow conventional ways of doing things.

I conform to rules.

Sorted by Self Percentile Sorted by Evaluator Percentile

Self

Percentile

Evaluator

Percentile

Dimensions

Collaborator 100 % –

Caring Connection 100 % –

Balance 99 % –

Personal Learner 99 % –

Decisiveness 98 % –

Purposeful & Visionary 98 % –

Interpersonal Intelligence 98 % –

Strategic Focus 97 % –

Sustainable Productivity 97 % –

Fosters Team Play 96 % –

Mentoring & Developing 94 % –

Perfect 91 % –

Courageous Authenticity 91 % –

Composure 91 % –

Achieves Results 88 % –

Community Concern 88 % –

Conservative 86 % –

Systems Thinker 86 % –

Driven 83 % –

Belonging 76 % –

Selfless Leader 67 % –

Ambition 65 % –

Integrity 45 % –

Passive 34 % –

Pleasing 15 % –

Autocratic 11 % –

Distance 8 % –

Critical 4 % –

Arrogance 0 % –

Summary Dimensions

Self-Awareness 99 % –

Relating 99 % –

Achieving 98 % –

Systems Awareness 95 % –

Authenticity 71 % –

Complying 41 % –

Controlling 26 % –

Protecting 2 % –

Summary Measures

Leadership Potential

Utilization

98 % –

Leadership Effectiveness 97 % –

Reactive-Creative Scale 97 % –

Relationship-Task Balance 79 % –

Self

Percentile

Evaluator

Percentile

Dimensions

Pleasing 15 % –

Conservative 86 % –

Passive 34 % –

Belonging 76 % –

Arrogance 0 % –

Distance 8 % –

Critical 4 % –

Perfect 91 % –

Ambition 65 % –

Driven 83 % –

Autocratic 11 % –

Strategic Focus 97 % –

Decisiveness 98 % –

Achieves Results 88 % –

Purposeful & Visionary 98 % –

Sustainable Productivity 97 % –

Systems Thinker 86 % –

Community Concern 88 % –

Integrity 45 % –

Courageous Authenticity 91 % –

Balance 99 % –

Personal Learner 99 % –

Selfless Leader 67 % –

Composure 91 % –

Collaborator 100 % –

Mentoring & Developing 94 % –

Caring Connection 100 % –

Interpersonal Intelligence 98 % –

Fosters Team Play 96 % –

Summary Dimensions

Complying 41 % –

Protecting 2 % –

Controlling 26 % –

Achieving 98 % –

Systems Awareness 95 % –

Authenticity 71 % –

Self-Awareness 99 % –

Relating 99 % –

Summary Measures

Leadership Effectiveness 97 % –

Leadership Potential

Utilization

98 % –

Relationship-Task Balance 79 % –

Reactive-Creative Scale 97 % –

 

End of Report

 

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