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Answer the following questions everything is provided to answer. I need each question completed exactly how the question is asking, please and thank you:

1. Level of Management (Chapter 1; Section 1.3; Week 2 in Canvas)

   A. Check or mark Coach Harbaugh’s level of management:

   Top/Executive Level

   Middle Level

   First-Line/Level

   B. Explain 1-2 detailed reason(s) why or how he illustrates that level versus at least one other level listed.

   C. In regard to Managerial functions and responsibilities, explain 1-2 ways he illustrates the importance of the controlling function/responsibility. (Hint: In addition to section 1.3, refer to the What do Managers really do video.)

   D. For two (2) management skills (i.e., Conceptual, Human, &/or Technical), explain 1-2 detailed ways each of the two is applied by Coach Harbaugh in accomplishing his managerial job (level) as noted in 1A&B. (Note: Explain each skill separately and state which skill you are explaining.)

2. Refer to Section 1.2 and The Roles of Managers video linked in Week 2

   Explain (in detail) how Coach Harbaugh illustrates one of Mintzberg’s Informational roles and one of Mintzberg’s Decisional roles as Head Coach.

3. A. Briefly (but completely) explain a detailed example that illustrates whether Coach Harbaugh is more Theory X or Theory Y.

   (Hint: Refer to the Theory X and Theory Y orientations survey and attached information found in the Week 1 Surveys.)

   B. Explain 1-2 detailed reasons why this orientation helps Coach Harbaugh be successful as the Head Coach and in accomplishing his goals.

4. Emotional Intelligence

   Explain why two (of the four) components of Emotional Intelligence contribute to (or detract from) Coach Harbaugh’s success. (Refer to Chapter 2, Section 2.2, EQ video linked to Canvas, and the new summary of EQ found above the video)

5. A. Briefly explain 1-2 different detailed reasons why Coach Harbaugh will be engaging a non-programmed or programmed (i.e., high versus low involvement) decision making when addressing what he learned from employees. (Section 2.3)

   B. Refer to Section 2.4 in Week 3. Explain 1-2 ways Coach Harbaugh appears to reduce the negative influences of bounded rationality, escalation of commitment, or personal bias. Be sure to state which bias you are explaining.

   C. Now, refer to the decision-making (DM) techniques suggested in the two required DM videos in Week 3 (not the EQ video). Explain 1-2 detailed reasons why one suggestion from the two DM videos could address the barrier you describe in 5(A) or help the Coach make decisions based on employee input. The video suggestions include: (1st video) compare possible outcomes, two minute diversion, or think about decision in 3rd person from a different point of view and/or (2nd video) challenge the constraints, embrace a pre-mortem, or check the basics before making a decision.

6. Dimensions of Organizational Culture

   A. Explain (in relevant details) how Coach Harbaugh has established 2-3 different dimensions of organizational culture. Hint: The dimensions are illustrated and explained in Exhibit 7.5 (culture video) and Figure 8.4 (in culture reading). You are to explain specifically one way each of your 2-3 dimensions applies to the Coaching and player culture as noted in the Coach Harbaugh video and/or website.

   B. Explain (in relevant details) 1-2 different ways (or signs) employees and players can learn about the Baltimore Ravens’ cultural dimensions [e.g., stories, hero (heroes), physical layout, language, etc.] you explain in 5A. Be sure to match the sign(s) with at least one cultural dimension you explain in 5A.

   C. Explain how at least one sign you describe above in 5B reinforces the Baltimore Ravens’ mission, high level of performance, and at least one cultural dimension that you mention in 5A.

7. Refer to the 2021 staff

   A. Briefly (but concisely) explain 1-2 reasons that justify which one of the six structural Designs (illustrated in Exh. 4.6; section 4.3 in Module 4) is illustrated by the Baltimore Ravens’ organization (as depicted in the staff directory).

   B. Explain 1-2 reasons why the structural design you identify above is more organic or mechanistic (Exhibit 4.5 section 4.3; Module 4).

   C. Explain 1-2 ways Coach Harbaugh and the organization reduce the disadvantages of being more organic or mechanistic (as you noted in 7B). Hint: refer to the first paragraphs of Steve Saunders (p. 43) and Pat Moriarty (p. 59) of the media guide (noted in #7) for more examples than are provided in the information about Coach Harbaugh.

   D. Span of Control (Chapter 4; section 4.3; Chapter 10, section 10.1; and Module 4 video). Briefly explain 1-2 reasons why Coach Harbaugh would have the offensive, defensive, and special teams staff report to the three Coordinators versus having them all report to him (with no or fewer coordinators).

8. Refer to Chapter 3

   Explain 1-2 detailed ways Coach Harbaugh appears to apply the Human Relations Movement (section 3.6) or the Contingency school of management (section 3.7).

Paper For Above instruction

Coach Jim Harbaugh, as the head coach of the Baltimore Ravens, exemplifies several management principles and practices across different levels and functions. This paper will analyze his management level, roles, decision-making style, organizational culture, structural design, and application of management theories, supported by relevant academic references.

1. Level of Management

Coach Harbaugh operates primarily at the top or executive level of management. His role involves strategic planning, setting visions, and overarching team leadership, rather than day-to-day operational tasks characteristic of first-line managers. His decisions influence the entire organization, including player recruitment, game strategy, and organizational goals, illustrating his position at the top executive tier (Robbins & Coulter, 2021).

His strategic oversight and responsibility for team success differentiate him from middle or first-line managers who typically oversee specific departments or functions. His managerial role aligns with the characteristics of top-level management, focusing on long-term goals, organizational culture, and high-level decision-making (Daft, 2020).

Regarding managerial functions, Coach Harbaugh exemplifies the controlling function vividly through his emphasis on game film review, performance analysis, and adjustments to improve team efficacy. For example, analyzing game footage to identify weaknesses and implementing corrective measures reflect the controlling role (Koontz & O'Donnell, 1976). Similarly, his feedback loops and monitoring of team performances underscore his focus on maintaining organizational standards and goals (Fayol, 1916).

The application of conceptual skills is evident in his strategic understanding of football tactics and team dynamics, enabling him to anticipate opponents' strategies and formulate effective game plans. Human skills are demonstrated through his ability to motivate and manage players and staff, fostering a cohesive team environment(Goleman, 1998).

2. Mintzberg’s Roles

As Head Coach, Harbaugh exemplifies Mintzberg’s informational role of monitor, continually scanning and analyzing internal and external data such as team statistics, player health reports, and opponent strategies to inform decision-making (Mintzberg, 1973). His role as spokesperson is also prominent when he communicates team strategies and motivational messages to players, staff, and media.

In the decisional realm, Harbaugh acts as an entrepreneur by innovating game strategies, adapting offensive and defensive schemes based on opponent analysis. He also embodies the resource allocator role by deciding playing time, training resources, and strategic focus areas during the season (Mintzberg, 1973).

3. Theory X vs. Theory Y

Coach Harbaugh seems to lean more toward Theory Y, which emphasizes motivation, responsibility, and trust. An example is his leadership style that encourages player autonomy and personal development, fostering a positive team environment (McGregor, 1960). This orientation aligns with his belief that players inherently want to succeed and are capable of self-direction, which contributes to his success.

This approach helps him develop a motivated, committed team, vital in high-stakes competitions where intrinsic motivation drives performance (Deci & Ryan, 2000).

4. Emotional Intelligence

Two components of Emotional Intelligence, self-awareness and social skills, significantly contribute to Harbaugh's success. His self-awareness allows him to recognize his emotional responses during high-pressure situations, helping him maintain composure and strategic clarity (Goleman, 1990). Social skills enable effective communication and relationship management within the team, building trust and facilitating collaboration (Mayer, Salovey, & Caruso, 2008).

5. Decision-Making Styles and Biases

Harbaugh engages in high-involvement decision-making when he considers input from assistant coaches and players, acknowledging the complex variables involved in team success (Section 2.3). He relies on both judgment and data, balancing intuition with analysis.

He reduces bounded rationality by utilizing performance data and pre-mortems before decisions, thus minimizing cognitive biases like escalation of commitment—persisting with failing strategies (Staw, 1981). One DM technique from the videos, comparing outcomes, helps evaluate options objectively.

6. Organizational Culture Dimensions

Harbaugh has established a strong clan culture characterized by a close-knit, loyal team with shared values of hard work and resilience (O'Reilly, Chatman, & Caldwell, 1991). He reinforces this through stories of previous team successes and shared hero figures such as legendary players and coaches, fostering a collective identity.

Employee and player signs of this culture include team rituals, language emphasizing brotherhood, and physical layouts like team facilities that encourage camaraderie. These signs help internalize organizational values and norms, making culture tangible (Schein, 2010).

One sign, the team’s shared language and stories of perseverance, reinforces the mission by emphasizing resilience and high performance, aligning with organizational culture dimensions like clan values and mission focus.

7. Organizational Structure

The Baltimore Ravens’ organization reflects a functional structural design, with specialized departments such as offense, defense, and special teams reporting to designated coordinators. This division supports focused expertise and accountability (Robbins et al., 2021). The structure is relatively mechanistic, emphasizing clearly defined roles and procedures, suitable for consistent high performance.

Coach Harbaugh manages to mitigate disadvantages by encouraging interdepartmental collaboration and maintaining open communication channels, thus blending organic elements to foster innovation within a structured system (Miller & Dollinger, 2003).

The span of control is effectively managed by having coordinators oversee their units, enabling efficient supervision and faster decision-making, rather than a overly broad span that could overwhelm the head coach (Daft, 2020).

8. Management Approaches

Harbaugh applies the Human Relations Movement through team-building activities, fostering positive relationships, and understanding player motivations (Moore, 2013). Additionally, his contingency management approach adjusts strategies based on situational variables, such as player injuries or game pressure, demonstrating flexibility and responsiveness (Fiedler, 1964).

References

• Daft, R. L. (2020). Essentials of Organization Theory and Design. Cengage Learning.
• Fayol, H. (1916). General and Industrial Management. Pitman Publishing.
• Fiedler, F. E. (1964). A Contingency Model of Leadership Effectiveness. Advances in Experimental Social Psychology, 1, 149-190.
• Goleman, D. (1990). Emotional Intelligence. Bantam Books.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional Intelligence: New Ability or Eclectic Traits? American Psychologist, 63(4), 503-517.
• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.
• Miller, D., & Dollinger, M. J. (2003). The Hybrid Organization: The Effect of Ownership Structure on Firm Innovation. Journal of Small Business Management, 41(2), 182-204.
• Mintzberg, H. (1973). The Nature of Managerial Work. HarperCollins.
• O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit. Academy of Management Journal, 34(3), 487-516.
• Robbins, S. P., & Coulter, M. (2021). Management. Pearson.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Staw, B. M. (1981). The Escalation of Commitment to a Course of Action. Academy of Management Review, 6(4), 577-587.