Organ Leader dis
After completing the reading this week, we reflect on a few key concepts this week:
Discuss and identify leader traits and attributes that are most beneficial in implementing the best decisions in an organization.
Explain the differences in charismatic and transformational leadership and how both leadership styles impact organizational effectiveness. Please note how these leadership styles affect implementing new innovative technologies.
Review table 8.1 in the reading this week, note the work characteristics and the traditional versus high-performance focus, note which focus is best for strategic decisions and which is best for operational decisions. Please explain.
Please be sure to answer all the questions above in the initial post.
Please ensure the initial post and two response posts are substantive. Substantive posts will do at least TWO of the following:
Ask an interesting, thoughtful question pertaining to the topic
Expand on the topic, by adding additional thoughtful information
Answer a question posted by another student in detail
Share an applicable personal experience
Provide an outside source
Make an argument
Lesson 5
1-1
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as Prentice Hall
Chapter 12
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2015 Pearson Education, Inc. Publishing as Prentice Hall
New business models (e.g., Amazon,
iTunes).
New products and services (e.g., tablets,
mobile banking).
New or improved processes (e.g., ERP,
supply chain).
Cost savings (e.g., self-service, offshore
sourcing).
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Comes about through organizational
change
Frequently involves experimentation
Is necessary for long-term organizational
survival
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Sustaining Innovation improves a
product or service for existing customers.
Disruptive Innovation targets
noncustomers and delivers a product or
service that differs from the current
product portfolio. It must create and
capture new value.
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Continuous Change Frequent,
relentless and endemic to the firm.
Punctuated Equilibrium assumes
long periods of incremental change,
interrupted by brief periods of radical
change.
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Innovation in an organization lies at the
intersection of the answer to three
significant questions:
What is viable in the marketplace?
What is desirable to the business?
What is possible with technology?
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Figure 12.1 The Organizations Strategic for Innovation with Technology
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1. Ideation
2. Advocacy
3. Proof of Concept
4. Trial or Pilot
5. Transition or go to market
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Communication of value is essential to
ensuring innovation is sustainable. From
this perspective, value has two
components:
1. Is it desirable?
2. Does it build our innovative capabilities?
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Motivate: Establish rewards for innovation.
Support: Create infrastructure to sustain
innovation.
Direct: Manage innovation strategically.
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Experimentation is risky.
Incentives and rewards must be provided
to support experimentation.
Good ideas can come from any source.
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Infrastructure is needed to support IT
innovation and experimentation.
Some organizations create formal centers
(or laboratories).
Intranets are being used to solicit new
ideas.
Financial support is frequently provided
through internal venture support.
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Innovation centers strategies:
Insulate Create innovation centers
where all lines of business can come
together to address common problems.
Seeks to take advantage of synergy.
Incubate Innovation centers are placed
within lines of business. Seeks to focus on
specific problems or opportunities.
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Strategic IT experimentation must be
directed to ensure it is relevant.
Link innovation to customer value.
Link experimentation to core business
processes.
Use venture funds to guide strategic
initiatives.
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1. Strike the correct balance.
2. Create a sustainable process.
3. Provide adequate resources.
4. Reassess IT processes and practices.
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Focus on achievable targets.
Dont rush to market.
Be careful with cool technology.
Learn by design.
Link innovation to business strategy.
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Incubate innovation.
Collaborate with vendors.
Integrate business and IT.
Send clear messages.
Manage the process.
Promoting learning agility.
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Organizations are starting to grasp the
scope of continuous change that is being
ushered in by technology and the
innovative ideas that come with it.
Innovation is what is to come; thus
addressing it thoughtfully and
intentionally is the best way to ensure
that an organization is ready for the
future. 12-20
Chapter 13
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2015 Pearson Education, Inc. Publishing as Prentice Hall
Social media is the largest component of
(online) data for organizations, but it is not
valuable if not analyzed. Hence, the key
question is:
How can we use insights from the data we
collect to improve our interactions with
customers, suppliers or employees (La Valle et al.
2011)
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Wikis
Blogs
Videos
3D user interface / visualization
Presence awareness
Instant messaging, Twitter
Social networking communities (e.g.,
Facebook, LinkedIn)
Reputation systems
Gamified data
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Companies can then use data to:
Respond more quickly to the market by
making faster decisions.
Make patterns more evident, such as
problems with a new product.
Facilitate innovation in products and services,
based on customer and other types of
feedback.
Improve reputation and brand awareness.
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Sensing detection location
Mass visibility combination of real-
time sensing of multiple entities and
relationships.
Experimentation integration of real-
time sensing and generate and gather
data quickly.
Coordination combination of real-time
sensing to adjust behavior.
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Governance
Business
Strategy for
Data New Skills
and Tools
Improved
Data and
Information
Capabilities Social
Media
and Big
Data Use
Business
Value
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What are the biggest drivers of our profits?
How can we increase customer loyalty?
Do we have information that is easy to use
and useful?
Dashboards, visualization, trend analysis and
simulations and traditional reports are
technologies to make information more
understandable and actionable.
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Determine what data to collect and how to
get it:
Transition from siloed data to integrated data.
Organize data and capture context and meaning.
Data Have four dimensions (Merchand et al. 2000):
Unstructured
Structured
Internal
External
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Three level of analytics maturity in organizations:
Aspirational support finance and supply
chain management.
Experienced support holistic strategy,
marketing, and operations.
Transformational day-to-day strategy and
operations in a planned and coordinated
fashion.
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Companies should have three sets of
competencies for dealing with big data
(Laney and white 2014; McAfee and Brynjolfsson 2012):
Information management expertise
Business analytic expertise
An analytic-oriented culture
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This process begins by asking the following:
Do we know what data people have
socialized around our business and our
product?
Do we have an inventory of the data streams
in our ecosystem and those surrounding us?
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Have we thought about the data streams we
produce? Could they be valuable outside our
organization?
How many of our organizational systems
could be architected easily to provide data in
real time?
Are we keeping an eye on the changing
value of our digital assets?
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The answers to these questions can be used to
develop new strategic opportunities, such as:
Data generation create new products.
Aggregation create a data platform.
Service create new and/or improve services.
Efficiency optimize internal operations.
Analytics develop superior
insight/knowledge.
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Short business horizons
Business leaders have shorter time horizon
in their thinking than IT and are often not
prepared to anticipate new technologies.
Resources
Social computing requires support and
facilitation to make it effective.
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Changing the culture
Organizational behavior must change if the
value of social computing is to be realized.
Initial adoption rates are usually high but
continuous participation often drops off.
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The Vision The IT Managers Challenge
Blurred process & org. boundaries
Collaboration and sharing
Situational applications
Mass participation and accessibility
Transient information
Supports social behavior
Innovation and creativity
Viral
Dynamic
Situational roles
Social governance and etiquette
Collective intelligence; bottom-up
innovation
Anywhere/anytime connectivity
Ad hoc applications and inquiries
Firewalls and structured processes
Intellectual property and privacy protection
Maintaining transactional applications and
operational integrity
Authentication and authorization
Creating a permanent record
Support business behavior
Efficient use of resources
Secure
Backup
Regulatory accountabilities
Organizational governance and policy
Top-down business strategy
Managed data environments
Controlled communication
Scalable applications
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1. Focus Identify specific problems and
then use data and/or social media to
solve them.
1. Develop business-savvy IT staff
Promote business-IT rotation programs,
and hire power users into IT.
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3. Become a data factory Work to
improve data quality, usability, and
integration.
4. Listening and engaging Build
deliverables that will engage customers
with the company and provide superior
customer service.
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5. Consider hiring a graphic designer
Support IT in developing intuitive and
easy interface designs and efforts.
6. Support actions that improve use
Communicate the link between use and
value to keep teams focused on
usefulness and ease of use in social
media/big data applications.
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Social technologies and big data will
create new information platforms on
which ideas that we never dreamed of
will surface.
Companies should adopt these
technologies in an evolutionary fashion
rather than in a big bang.
Chapter 14
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2015 Pearson Education, Inc. Publishing as Prentice Hall
While all organizations give their customer
an experience either positive or
negative few as yet have committed the
time and resources to analyze, manage,
and improve it on an ongoing and holistic
basis (Davies and Thompson 2009).
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Customer encountering new products,
services and experiencesare growing less
loyal to their brandsReputations can be
built and burned by opinions shared online,
texted by friends, bloggers and advocacy
groups. CEOs told us they need to re-ignite
customer interest and loyalty or risk losing
ground to competitors (Kortsen 2011).
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Excellent customer experience positively
impacts an organizations bottom line.
Customer experience can be a strong
company differentiator both positive and
negatively thereby affecting sales.
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Consistency and reliability Products
and services that deliver consistently
across channels, over time, and as
promised.
Knowledge and data Knowledge
about customers experiences in order to
better understand and act to improve
them.
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Timeliness The longer it takes to
accomplish a customer service, the less
likely a customer will be satisfied.
Innovation IT can help the
organization improve its customer
experience and become a strategic
differentiator.
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Cumulative
Customer
Experience
Perceptions
&
Expectations
Rational
experiences
Demo-
graphics
Consistency,
Reliability,
Timeliness,
Knowledge,
Innovation
Feedback &
Action
Product
Price
Channel
Promotion
Process
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IT is a significant component of the customer
experience. Examples of these technologies
are:
Customer relationship management (CRM).
Interactive voice recognition (IVR).
Online and mobile self-service applications.
Underpinning technologies (e.g., master data
management, knowledge management,
metrics, analytics).
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However, the use of technology by no means
guarantees a positive customer experience.
Technology often substitutes people resulting
in a less satisfying or negative experience.
Technology should be used to create more
meaningful and positive experiences.
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1. Visioning The ability to envision a
more creative customer experience.
2. Customer focus The business and IT
functions need to come more
customercentric. This will redefine large
parts of business process and systems.
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3. Designing for utilization Three key
aspects with IT projects in customer
experience: it must be useful, it must
be useable, it must be used.
4. Data managementThe delivery of
complete, current, and accurate data is
central to the ability to provide high-
quality customer service with IT.
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5. Delivery Execution is where it all
comes together. It is important to have
both good technology and
knowledgeable and caring staff, who are
themselves supported and empowered
by good technology.
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Have a central management. Appointing a
single senior executive with responsibility
to improve customer experience provides
executive sponsorship.
Have a clear customer relationship
management strategy and value
proposition.
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Follow an integrated business and IT
strategy to develop a roadmap for
improving the customer experience. One
view of the customer and one common
set of business rules.
Identify and develop new capabilities to
deal with customers, not just business
users.
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Keep working away at the basics
common data, integration across
applications and channels and reliability.
These are essential to delivering a
consistent experience!
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Customer experience is today recognized
as being critical to organizations current
and future success.
IT plays an integral part in almost all
customer experience initiatives.
IT function should become more
customercentric customer in mind!
Chapter 15
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2015 Pearson Education, Inc. Publishing as Prentice Hall
A set of information manipulation
practices, such as query mining,
reporting, and interactivity that is linked
to but separate from information
management practices (including master
data management, information
architecture data, data quality, data
integration).
(Bitterer 2010)
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An evolving ecosystem around the data
vision.
Organizational capability that could be
used to bring the right data, information,
knowledge, and intelligence to bear on a
business problem, opportunity, or
decision.
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Anticipate the future, instead of reacting to
the past.
Empower employees memory, insight.
Sense what is happening in the
organizations environment.
Connect internal and external functions and
resources.
Question the status quo and create new
opportunities.
Focus on the most relevant information.
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Transaction data
Internal structured data
Internal unstructured
data
External structured data
Master data
External unstructured
data
Real time data
IM strategy and
principles
Enterprise information-
architecture
Metadata
Data management
Data integration
Data quality
Data administration
Reports
Dashboards
Data mining
Information enhanced
processes
Queries
Graphics and
visualization
Real-time analysis
Historical, current, and
predictive analysis
Information enhanced
products and services
Data Information
Management
Intelligence
Creation
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1. The explosion of data Amount and
type of data are increasing exponentially.
It is essential to be able to use IT tools
and skills to capture, manage, and
exploit these new forms of information.
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2. Changing information needs
Increased pressures to deliver just-in-
time information to make better and
faster decisions.
3. Competitiveness Organizations that
are sophisticated exploiters of data and
analytics are three times more likely to
be top performers (Hopkins et al. 2010).
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Perspective Changing organizational
mind-sets and culture regarding data is
the biggest challenge.
Lack of business knowledge We
dont know what we dont know and its
difficult to be perceptive about BI without
a full range of knowledge.
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Lack of sponsorship In spite of the
demand for better information, businesses
have been slow to invest in BI.
Silo thinking This thinking has been
exacerbated by the lack of governance
and enterprise perspective and has
resulted in fragmentation and duplication
of data.
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Lack of BI skills BI sits between the
IT function and business and requires
both business and technical skills, a
combination that is hard to find.
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1. BI strategy and planning BI plans
and strategies need to be inclusive at the
high level. BI must integrate both with
other business strategies and with the
technology and information architectures
used by IT to guide its work.
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2. Data acquisition and management
The holy grail of IT is to have a single
authoritative source for all data.
Duplicate data, multiple data marts, and
inflexible data warehouse cannot
incorporate new forms of data.
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3. Information management This
involves improving the value that can be
obtained from data by developing a
framework within which information can
be developed from it (e.g., data
integration, information architecture,
data integration, aggregation, quality,
privacy).
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4. Intelligence delivery This delivery
cannot be done in a structured way
because the business environment is too
dynamic. While IT can provide the data,
the tools to manipulate it, and the
mechanisms to present it, the right
questions or doing the right analysis still
need to happen.
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Learn from the past Learning about
how people utilize knowledge for action
and then using this as the basis for
improving an organizations intelligence is
critical for successful BI.
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Have a strategy for continuous
improvement Successful BI initiatives
consistently anticipate the need to
maintain and improve the quality and type
of information provided.
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Focus BI initiatives are challenging;
therefore, a clear focus on targeted
difficult points where BI can make a
difference is essential. Successful
initiatives take a relentless focus on a
very limited set of burning business
questions to guide users to BI-enabled
decisions with maximum impact (Roberts and
Meehan 2010).
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Cross-functional governance
Effective governance processes (e.g., data
governance, BI governance) are central to
BI success. BI governance is needed to
focus BI and develop a plan for its
evolution.
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Acquire new IT and analytics skills
IT staff need the skills to bridge the gap
between traditional business and technical
areas of expertise. Examples of skills
include: analytical to test hypotheses, to
predict future trends, and to discover new
patterns; visualization and simulation
skills.
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Take process views The key to
success is to focus on a process that really
matters to the business and to design the
analytic capabilities needed to enhance it.
Move from the inside out BI is still
maturing and should be implemented as an
experimental approach. It should grow
organically rather than as one-time
initiative.
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Tell stories to articulate value The
value of BI is still difficult to document
with quantitative benefits. Thus, the value
is best articulated qualitatively.
Watch out for implementation
Access to intelligence is not enough,
managers need practical wisdom to make
prudent judgments.
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BI is not a new idea, but it is one that
constantly gets renewed due to new
powerful technologies and constantly-
increasing data.
The holistic view of BI includes both IT
foundations of data and information
management and the uses to which these
can deliver value.
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IT has the opportunity to take a
leadership role in BI, but its ability to do
so will depend on how much it
understands about the business and the
integration of technical and business
knowledge.
15-80 Varun Varma
Leader Traits and Leadership Styles
Top of Form
The leaders are a vital part of the organization due to their decision-making skills and the power they have to take the organization in the right direction. It is essential for the leaders to have the best traits that will lead to better leadership and outcomes. The leader should have these three traits: goal-oriented, organization, and compelling communication to successfully drive an implementation (CSU Global, 2019). When the leaders of the organization are driven towards a set goal and values the organizations principles and culture, then they can make the best decisions for the welfare of the organization. They must also be better at communicating their ideas and implementation plans to all the employees of the organization and their partners.
Charismatic Leadership is a leadership style where the follower believes that the leader is extraordinary in performance and ability to perform miracles. Whereas in transformational leadership, the leader is the one who motivates the employees and provides them the necessary tools to achieve the tasks. Charismatic leaders have a great influence on an organization, but it is not always beneficial, whereas, in transformational leadership, leaders motivate and make the followers more aware of their work to achieve greater success (Mittal, 2015). In implementing new innovative technologies, charismatic leaders take a radical step towards implementation sometimes without prefect planning, but transformational leaders will have a vision, resources, and a perfect plan towards the implementation for success.
Upon reviewing the work characteristics of both traditional focus and high-performance focus, it can be said that both these types have leverage in organizational success. But each focus point will be used appropriately, matching the culture of the organization and its goals. For strategic decisions, high-performance focus is appropriate because of the decentralized control, customer-centric, no compromise on the quality, and culturally diverse. On the other hand, for the operational decisions, the traditional focus is apt because this system is more reliable on cost, capital, and profit is the focal point. Also, specialized individuals working in a centralized system.
References
CSU Global. (2019, November 9). Three Traits of an Effective Organizational Leader. Retrieved from:https://csuglobal.edu/blog/three-traits-of-an-effective-organizational-leader
Mittal, R. (2015). Charismatic and Transformational LeadeshipStyles: A Cross-Cultural Perspective.International Journal of Business Management. 10(3). 26-33.
Juliana
Leader traits and attributes
COLLAPSE
Top of Form
1
Discuss and identify leader traits and attributes that are most beneficial in implementing the best decisions in an organization.
Great leaders are the ones who know how to find the right mixture of charisma, passion and confidence to be role models to their employees to work hard in order to achieve the companys goals. Some of the traits and attributes that are considered beneficial for leaders to enhance the best decisions in the workplace are 1. Acting strategically; envisioning the organizations future and achievements. 2. An open-minded leader; who welcomes and considers opinions from different employees regardless their position. 3. Positive attitude; a leader who motivates and inspires others to continue giving their best and innovating in the workplace. 4. Effective communicator; a good leader is constantly communicating with the team about the goals to achieve and aspects to improve (Patel 2017).
Explain the differences in charismatic and transformational leadership and how both leadership styles impact organizational effectiveness. Please note how these leadership styles affect implementing new innovative technologies.
Although there are some similitudes between charismatic and transformational leadership, we can also find several differences (Conger, 2015). For example, transformational leadership focuses on a common vision and helping team members to go to the next step/phase of their professional careers, while charismatic leadership centers around inspiring some team members towards a greater objective. Transformational leadership focuses on empowering individuals, while charismatic leaders lean towards listening others and giving advice (Bass, 1993). When in comes to implementing new innovative technologies, it is crucial that both leadership styles open up to consider digital transformations while mentoring and guiding their teams to achieve organizational goals.
Review table 8.1 in the reading this week, note the work characteristics and the traditional versus high-performance focus, note which focus is best for strategic decisions and which is best for operational decisions. Please explain.
Before providing an answer about which focus is best for strategic and operational decisions, I would like to give a general overview about the meaning of these two terminologies. Strategic decisions make reference to the big picture of the company growth, and how the executive team is planning for the success of it in the long term. Contrary to this, operational decisions go to a deeper understanding about the strategy and actions plans to achieve the long term objectives of the organization.
Based on the features provided on the Table 8.1 I would consider Traditional focus as the best option for strategic decisions. The reason is because it focuses more on a general planning and vision of what the company wants to achieve. On the other hand, high performance team focus would be the best options for operational decisions as in this scenario team members start to execute the ideas and plan to make things happen.
References:
Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture.Public administration quarterly, 112-121.
Conger, J. (2015). Charismatic leadership.Wiley encyclopedia of management, 1-2.
Patel, D. (2017). 11 Powerful Traits of Successful Leaders. Retrieved on September 2020 fromhttps://www.forbes.com/sites/deeppatel/2017/03/22/11-powerful-traits-of- successful-leaders/#23794468469f
Wynn, M. T., Dumas, M., Fidge, C. J., Ter Hofstede, A. H., & Van Der Aalst, W. M. (2007, September). Business process simulation for operational decision support. InInternational Conference on Business Process Management(pp. 66-77). Springer, Berlin, Heidelberg.
Xu, X., & Birge, J. R. (2008). Operational decisions, capital structure, and managerial compensation: A news vendor perspective.The Engineering Economist,53(3), 173-196.
Bottom of Form
Bottom of Form
