Attached is the learning Activity 1 and 2 and the procedures and requirement
Attached is the learning Activity 1 and 2 and the procedures and requirement.
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Week 6- Learning Activity 1 # 2Learning Activity #1Theme One: Strategic thinking is how we craft the GDD “story” to create organizational wealth forthe company, customer satisfaction, a etc. Strategic thinking can be done by anyone, but it doesrequire an open mind, a positive attitude and organizational culture that encourages aligns withthe organization.Vision or direction is so critical to the achievements of the organization. Strategic thinking creates thatvision and the direction of activity that flows from the vision. Visit the GDDCompany Profileinformationand review it once again looking for the vision statement, and business philosophy of the company.Choose one of the areas that GDD is looking to improve in the future for sustainability and suggest astrategy as to how they may accomplish this goal.Learning Activity #2Theme Two: We said earlier that crafting the strategic plan is not enough a leader has to sell thestory to others. Trust is the building block of the leader-follower relationship.Reading the course readings for the week. What would you suggest Lane do to protect his relationshipwith Kent and his staff? Include in the answer a description of what trust means to a leader, and how itcreates followers and loses them. What suggestions would you give Kent to help him fix and rebuild hisrelationships? Be specific and practical with your suggestions to both questions.Lois Lane is the head of the Marketing Division at GDD. GDD is caught in a competitive pricing squeezewith Fed Ex on small packaging deliveries. Lane hired a consultant to study the branding of GDD’sproduct to see if they can create a broader buyer base for the service; thereby, reducing the price to makeit more competitive with Fed Ex. After the consultant’s recommendations were received and Laneevaluated the results, she spoke with Social Media Manager, Clark Kent. Kent, asked Lane if he couldimplement the consultant’s recommendations immediately. Kent thought the company would see animmediate result. Lane worried that in Kent’s rush to implement, he may not have considered the timerequired to create quality work.The campaign designers would be under great pressure to make what Lane considered unrealistic goals.Lane vocalized this point to Kent who assured her that it would work and that her employees could “seethe vision”. Against her qualms, and anxious to empower Kent to make his own decisions, Lane did notact on her concerns and gave Kent the green light. Lane did watch things and soon realized that herfears were not unfounded. A handful of workers resisted the new work because they felt they could notproduce a strong social media campaign without more time.Today, a delegation has come to Lane’s office with concern that the new goals are not working and thatKent is refusing to change the deadlines. “Kent claims,” they reported “that they are not using therecommendations properly and if they did, the campaign would be ready by now.” The group says thatKent is untrusting them to do their job. They also said that they do not want him to know that they wentover his head by coming to Lane. They are afraid it will make matters worse.Lane has a couple of other concerns with Kent. Lane recently spoke with another colleague, John, whowas complaining about Kent’s lack of dependability. Kent had asked John to attend an operationsconference, and at the last minute sent another supervisor instead, without any explanation. Kent hasmade other promises of supplies and equipment, and then never followed through. Lane thinks Kentmakes promises he cannot keep probably, out of a desire to please. The result is that he acts too quicklywithout adequate implementation and follow-up. Lane can see that Kent is developing serious trustissues. Worse yet she feels that if she doesn’t do something about things soon people will not think her aswell as Kent trustworthy.
Reference needs to use pleaseWeek 6: Strategic Thinker (Creating the Story) and Others (Selling theStory-Leader Follower Relationship)Andrew Rockfish’s Opening RemarksBy the end of the course you should have a firm understanding of what is expected ofyou as a leader at GDD. If a leader’s job is to create competitive edge for a company,as was pointed out in week two, just how is it done? We mentioned earlier thatClawson’s Diamond Model asserts that organizational success is accomplished by theleaders doing three things well; strategizing, building relationships and leading change.This week we will focus on the leader’s job as a strategic thinker.Clawson in his discussion of the strategic thinking aspect of the diamond modelsuggests that effective leaders are good strategic thinkers when they can analyze theorganization, both internally and externally, and to define and maintain competitiveadvantages (Clawson, p. 86). Leaders are effective strategists when they think aheadsetting forth the vision and purpose of the organization in a clear and convincingmanner. This thinking may include decision making about strategic issues related toinnovation or creating efficiencies. A strategic thinker is the leader who creates thestory of how to make and sustain money for the company ethically and legally.Strategic thinking is the part of a leader’s job that is the most creative and unique. Thestrategic thinker articulates the strategic dreams of the organization and recognizes theamount of and type of work needed to accomplish the dreams while maintaining thecompetitive advantage. The strategic thinker recognizes the importance of leading thestrategic dreams with accessible company resources and with enough flexibility tocompete in the global market. Strategic leaders design the organization to further thestrategic dreams so that maximum value can be attained for the company. Strategicleaders strike a balance with the goals being accomplished and those who must investtime and money to accomplish them (Clawson, p. 84). Timing is always crucial to anystrategic thinker. A good one seeks to act on the dream when the balance betweengoal accomplishment and investment of resources achieve the best result. The strategicplan set forth by the leader forms the actions of the vision story that is told to the staff tomake the company move forward to accomplish its goals.This week consider the discussions we had about competitive advantage in week two.ReferenceClawson, J. G. (2009). Level three leadership: Getting below the surface (4thed.).Upper Saddle, NJ: Pearson Education.
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