Learning Activity #1Joe Jackson owned a sawmill in Stuttgart, Arka.docx
- 1. Learning Activity #1 Joe Jackson owned a sawmill in Stuttgart, Arkansas. It was a family business that had not changed in 50 years. Having grown up in the business, Joe had never really investigated the strengths and weaknesses of his position as Vice President. His father was always the President and he and his older brother Jacob were the heirs. The business was in turmoil because his father’s health was precarious and he was forced to step down. Joe’s brother was expecting to step up to the role of Vice President but Joe knew that was a mistake. The business itself was being quickly eroded because of the sustainability issues facing the world. Joe could see this but not Jacob. Joe needed to have a long talk with Jacob to make him see reason. Either they worked together for the future or Joe would have to take the lead role. TASK: Prepare an outline of points for Joe to make in his discussion with his brother. Explain the role of the 21 st century leader and why it differs from that of the 20 th century leader. Make sure to reference your reading material to validate the points you make. L earning Activity 2: John Kotter in his article “ What Leaders Really D o " makes the following statement: Managers promote stability while Leaders press for change, and only organizations that embrace both sides of the contradiction can thrive in turbulent times." TASK: After reading the background information below, explain what
- 2. you think Dean Adams’ role should be in light of this quote; the leaders or the manager’s? Identify the two roles leader and manager. Be sure to include in your comments the different solutions that may result from a leader's perspective and that of the manager's perspective as well as where they overlap. Finally, suggest which role’s perspective is best for Adam and the organization and why. Background: Studer International At 7:30 a.m., Dean Adams hit the snooze alarm for the third time, but he knew he could never go back to sleep. Rubbing his eyes and shaking off a headache, Adams first checked his BlackBerry and read an urgent message from his boss, explaining that Sue Chan, chief security analyst, had resigned this morning and needed to be replaced immediately. Frustrated, Adams lumbered toward the shower, hoping it would energize him to face another day. After last night’s management meeting, which had ended after midnight, he was reeling from the news that his Wall Street employer, Studer International, was spiraling toward a financial meltdown. Adams scratched his head and wondered, “How could one of the world’s largest insurance companies plummet from being the gold standard in the industry to one struggling for survival?” At the end of 2007, Studer had $100 billion in annual revenues, 65 million customers, and 96,000 employees in 130 countries. One year later and staggered by losses stemming from the credit crisis, Studer teetered on the brink of failure and was in need of emergency government assistance. Studer had been a victim of the meltdown in the credit markets. The collapse of this respected financial institution sent shock waves throughout the world’s economy. Within Studer’s Manhattan office, Adams and his coworkers felt growing pressure to respond to this crisis quickly and ethically. But morale was sagging and decision making was stalled. New projects were on hold, revenues weren’t coming in fast enough,
- 3. and job cuts were imminent. Finger-pointing and resignations of key managers had become commonplace. Strong leadership was needed to guide employees to stay the course. Adams knew his first priority was to replace Sue Chan. When leaving the meeting last night, his boss had told him, “It’s critical that we keep key managers in place as we weather this storm. If we lose any, be sure you replace them with ones who can handle the stress and can make tough, maybe even unpopular, decisions.” Working up a sweat as he rushed into his office, Adams began sorting through the day’s priorities. His first task would be to consider internal candidates to replace Chan. He pondered the characteristics required of a chief securities analyst and scribbled them on a notepad: experienced in security and regulatory issues; strong decision-making skills; high ethical standards; able to make job cuts; comfortable slashing budgets; and respected for calm leadership. Adams immediately thought of Julie Cobb, a senior analyst who had been vocal about her desire to move up and had recently shown steady leadership as the organization started to crumble. Cobb had worked her way up through the organization, becoming a respected expert in her field. She had developed a strong team of loyal employees and made training and job development a priority. She was likable, sensitive to her employees, and a consensus builder. While many managers within Studer had made questionable business decisions, Julie had held herself to a high ethical standard and created a culture of integrity. Cobb was focused on the future—a go-getter who knew how to get results. With the future of the company at stake, however, Adams wondered if Cobb could handle the tough challenges ahead. Although he valued her team-building skills, she could be soft when it came to holding employees accountable. A large part of her motivation was to have people like her. When she reported a shortfall in earnings in the last company meeting and came under fire, she’d become defensive and didn’t want to point fingers at employees who were to blame. In fact, Adams
- 4. recalled another instance when Cobb recoiled at the thought of firing an employee who had developed a pattern of poor attendance while caring for her sick husband. She confessed a hesitation to confront poor performers and employees struggling to balance home and work life. Adams stirred his morning coffee and wondered aloud, “Is Julie Cobb capable of balancing kindness and toughness during a crisis? Can I count on her to be decisive and focused on top- and bottom-line results? Is she too much of a people pleaser? Will it impact her ability to lead successfully?” Remember, an in-text citation cannot exist without having a corresponding reference list and a reference list cannot exist without having a corresponding in-text citation. Use of the course material using in-text citations and a reference list is always expected in the learning activities and good practice for the assignments in the course.