Candidate Positions Week 3 Brainstorming Discussions ✓ Solved

Candidate Positions Week 3 Brainstorming Discussions Position 1

Candidate Positions (Week 3 Brainstorming Discussions) Position 1: Director of North American Sales Location: Headquarters, Richmond, VA, USA Answers to: VP of Headquarter Operations Regional US sales has been the backbone for Virginia Meats, Inc. (VMI) sales since its inception. Sales regionally in North America are still strong, but national sales seem to be running flat in the last two years, and you have heard that the current Director is being pushed into retirement so that new ideas can come to the sales force. The North American sales director's position, while located in the company headquarters, interfaces with the rest of the company globally. It requires a great deal of virtual work coordinating with all other departments and divisions.

The current North American sales team is highly diverse and has predominantly women who are "high-flyers." This is a high-profile position but competition from the new company employees (who know the language, etc. is a concern.

Position 2: Assistant VP of Headquarter Operations Location: Headquarters, Richmond, VA, USA Answers to: President and CEO The Headquarters houses R&D, Quality Control, HR, IT, Purchasing, and Finance. Each of these departments has its own "subculture," and each department is distinct from each other. The young, youthful subculture of IT often clashes with the conservative subculture of the Finance department, for example. Many of the members of the Finance and HR teams are baby boomers and are near retirement.This leader oversees the smooth operation of all these departments and ensures the coordination of these departments with each other and with each of the four geographic divisions across the world.

Position 3: Assistant Director of Human Resources, North American Division Location: Chicago, Illinois Answers to: Director of Human Resources, North American Division In this position, you would assist the Director in HR. This division is seen as the "flagship" by all other divisions because it creates all the policy and sources employees from all divisions of VMI. This Executive Director has the "ear" of the CEO and spends a lot of time with the executive staff. This leader is faced with spearheading the future direction of HR and is challenged with filling openings throughout the United States and Canada caused by fast growth and a retiring Baby Boomer population.You have heard that this director is a Type A personality and can be very demanding. This Director has his finger on everything and is vying for the CEO position should it become vacant in the future.

Position 4: Director of Production Europe Location: Headquarters, Wiesbaden, Germany Answers to: VP of Headquarter Operations This leader oversees the day-to-day operations of the production department. This leader is expected to aid in strategic planning with the executive team. This person is expected to bring a conservative approach to the strategic planning table, to balance out the high-risk tolerance of the rest of the leadership at VMI.A "big picture" perspective is needed here.

Skill Assessment Chart & Quiz Links (Week 3 Brainstorming Discussions) Skill Assessment Chart Self-Awareness Ability, Personality or Preference Tool To Be Used Implication Cooperation/ Collaboration Ability to recognize one's own behavioral patterns DISC What are my 'default' behaviors when interacting with others? How would these affect the manner in which I collaborate with a team? Emotional Intelligence Ability to recognize the emotions of others and self to use information productively Mind Tools EI Quiz Do I understand and use emotion to make effective decisions? Can I relate to people well because I can read their emotional state?

Cultural Intelligence Ability to function well in the context of differences Cultural Quotient Scale (CQS) Am I aware of important cultural differences? Do I act in ways that show I value those differences? Personality Traits Personality characteristics that remain stable over one's life Big Five Inventory What are my dominant personality traits? How do I maximize my traits to best fit with others? Adapted From Table 1.3 page 29 Baldwin, Timothy T., Bommer. William H., Rubin, Robert S., Managing Organizational Behavior: What Great Managers Know & Do, 2013 McGraw-Hill Irwin, New York NY Assessment Links: • Cooperation/Collaboration - DISC profile • Emotional Intelligence - MindTools EI Test • Cultural Intelligence - Earley and Mosakowski's Cultural Intelligence Test • Personality Traits - Big Five (OCEAN):

Paper For Above Instructions

The position of Director of North American Sales at Virginia Meats, Inc. (VMI) is one that presents a significant opportunity for strategic leadership and innovation. As the North American market is currently experiencing stagnation in national sales, the incoming Director must articulate a compelling vision to reinvigorate growth. This involves a multifaceted approach that encompasses understanding market trends, enhancing team dynamics, and leveraging the diverse capabilities of the existing sales force. In this essay, the need to innovate leadership styles, foster collaboration across departments, and adapt to the changing demographics of the workforce will be explored. Moreover, this response will outline how assessment tools like DISC, Emotional Intelligence, Cultural Intelligence, and Personality Traits can enhance leadership effectiveness in this context.

To begin with, understanding the current landscape of North American sales is crucial. Sales have flattened over the past two years, indicating a need for fresh strategies and approaches. A leader stepping into this role should conduct thorough market research to identify the competitive advantages VMI holds and the areas where it needs improvement. Engaging with the sales team to grasp their insights on customer interactions and market feedback could yield actionable intelligence. The diversity of the sales team, which predominantly consists of women who are high-flyers, must be viewed as a strategic asset. The Director should foster an inclusive environment that not only values but also leverages this diversity, creating a potent mix of ideas that can lead to innovative sales strategies. Research indicates that diverse teams can outperform homogeneous ones by introducing varied perspectives (Cox & Blake, 1991).

Furthermore, the integration of technology and virtual coordination into the sales processes must be embraced. The global nature of VMI's operations necessitates that the Director be proficient in virtual communication and collaboration tools. Modernizing these communication frameworks can streamline interactions with other departments, ensuring that vital information flows efficiently. Additionally, enhancing the digital presence of VMI through social media and e-commerce can help reach potential customers in a more engaging manner. The integration of such strategies aligns well with the changing consumer landscape where digital interaction is paramount (Kumar & Reinartz, 2016).

In the face of competition from new employees who may bring fresh ideas and knowledge of current market dynamics, the incoming Director should not shy away from fostering a learning culture within the organization. Professional development opportunities, mentorship programs, and knowledge sharing sessions could be initiated to stimulate creativity and collaboration. According to Senge (2006), organizations that learn effectively can adapt swiftly to changes and challenges. This embrace of continuous learning will not only retain top talent but also empower employees to contribute effectively to the organization’s objectives.

Leadership style will play a critical role in implementing these initiatives successfully. The new Director should be adaptable, utilizing different leadership approaches based on the circumstances and team dynamics. The situational leadership model posits that effective leaders adjust their style according to the competence and motivation of their team members (Hersey & Blanchard, 1988). By understanding the unique needs and capabilities of individual team members, the Director can tailor their approach to maximize engagement and effectiveness.

Furthermore, emotional intelligence (EI) is an essential trait for a leader in this position. Being aware of one’s own emotions and understanding those of others can significantly enhance interpersonal relationships and team morale. Research shows that leaders with high EI foster better performing teams (Mayer, Salovey, & Caruso, 2004). Training sessions focused on developing emotional intelligence within the sales team can improve communication and collaboration, consequently leading to higher sales performance.

Cultural intelligence (CQ) is another pivotal component of effective leadership, particularly in a diverse work environment. The ability to function effectively across various cultural contexts allows the Director to lead more inclusively and develop strategies that resonate with a broader customer base. Implementing training programs that enhance the cultural intelligence of employees can foster a more unified organization, capable of addressing the different needs of both internal and external stakeholders (Ang et al., 2007).

Lastly, utilizing personality assessments such as the Big Five can provide insights into team dynamics and individual strengths. Understanding the dominant personality traits within the team can help the Director in assigning roles, managing conflicts, and enhancing team synergies. When leaders understand these traits, they can maximize each member's contribution while ensuring that the team works harmoniously toward common goals (Goldberg, 1990).

In summary, the role of the Director of North American Sales at VMI offers an exciting opportunity to drive growth through innovative strategies, strong leadership, and collaboration. By fostering an inclusive work environment that values diversity and leveraging tools for self-awareness and interpersonal effectiveness, the new Director can rejuvenate sales efforts and ensure that VMI remains a competitive player in the market. A combination of rigorous market analysis, expansive leadership strategies, and a commitment to continuous development will be vital to the success of this position and, ultimately, the organization.

References

• Ang, S., Van Dyne, L., & Tan, M. L. (2007). Cultural Intelligence: A Conceptual Framework for Success. Annual Review of Organizational Psychology and Organizational Behavior, 4, 1-17.
• Cox, T. H., & Blake, S. (1991). Managing Cultural Diversity: Implications for Organizational Competitiveness. Academy of Management Executive, 5(3), 45-56.
• Goldberg, L. R. (1990). An Alternative "Description of Personality": The Big Five Factor Structure. Journal of Personality and Social Psychology, 59(6), 1216-1229.
• Hersey, P., & Blanchard, K. H. (1988). Management of Organizational Behavior: Utilizing Human Resources. Prentice Hall.
• Kumar, V., & Reinartz, W. (2016). Creating Enduring Customer Value. Journal of Marketing, 80(6), 36-68.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional Intelligence: Theory, Findings, and Implications. Psychological Inquiry, 15(3), 197-215.
• Senge, P. M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. Crown Business.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Peters, T. J., & Waterman, R. H. (1982). In Search of Excellence: Lessons from America's Best-Run Companies. Harper & Row.
• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.