Discussion 41: Not Measuring Up

Discussion 41 Not Measuring Upactions For Discussion 41 Not Measur

Read the “Not Measuring Up” case (page ), and answer the following questions: Do you think Zeitland’s desire for changes in culture is related to changes in the external environment? Explain. What additional investigation might Wheeling and Zeitland undertake before settling on a plan of action? In which quarter of Exhibit 3.8 would you place Cam? What are some steps you would recommend that Cam consider to better connect with the employees who report to him? Your answer should be a minimum of 250 words. Peer feedback is not required as part of your grade for this particular 1.2 discussion forum question (it is encouraged, though). Instead, submit your discussion answer to Smarthinking. Smarthinking is a valuable proofreading/feedback tool that is offered free of charge to NAU students. Once you get your report back from Smarthinking, revise your discussion answer using the feedback from Smarthinking. Post your revised discussion post here and email your Smarthinking report to your instructor. Note: your Smarthinking report is due by the last day of the learning plan and is worth half of your discussion grade.

Paper For Above instruction

The case “Not Measuring Up” presents a scenario where organizational culture, external environment, and leadership actions intersect. In analyzing whether Zeitland’s desire for cultural change is related to external environmental factors, it is essential to consider the dynamic nature of business environments. External factors such as market competition, technological advancements, regulatory changes, and economic shifts often compel organizations to reassess their cultures to maintain competitiveness and relevance (Schein, 2010). Zeitland’s aspiration to modify organizational culture could be a response to such external pressures, aiming to foster agility, innovation, and responsiveness that align with external demands. Therefore, it is plausible that Zeitland perceives the external environment as a catalyst for internal change, seeking to adapt the organization’s values, behaviors, and practices accordingly.

Before settling on a plan of action, Wheeling and Zeitland should undertake comprehensive investigations. These could include conducting employee surveys and focus groups to gauge current cultural perceptions and readiness for change (Kotter, 2018). Additionally, environmental scanning—analyzing industry trends, competitor strategies, and regulatory landscapes—can provide insights into external pressures driving change (Barney, 1991). A thorough SWOT analysis would also identify internal strengths and weaknesses, informing targeted interventions. Such investigations ensure that the cultural change efforts are data-driven, aligned with organizational realities, and capable of addressing both internal and external factors effectively.

Referring to Exhibit 3.8, Cam’s placement depends on his position and style of leadership. If Cam exhibits a reactive, supportive, and developmental approach, he might fit into the “Engagement” quarter, focusing on connecting with employees and fostering motivation. Conversely, if he emphasizes delegation and operational oversight without direct engagement, he might align with the “Compliance” or “Control” quarters. Typically, a leader seeking to strengthen employee relations and communication would be situated in the “Engagement” quadrant, emphasizing emotional intelligence and relationship-building.

To better connect with his employees, Cam should consider steps such as increasing regular communication—through One-on-One meetings or team huddles—to create an open dialogue (Goleman, 2013). Implementing employee recognition programs can boost morale and engagement. Leadership development training focusing on emotional intelligence would also enhance his ability to read and respond to employees’ needs (Mayer et al., 2016). Furthermore, fostering a participative environment where employees are involved in decision-making processes can increase their commitment and trust. These steps collectively reinforce Cam’s connection with his team, fostering a more cohesive and motivated work environment.

References

• Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
• Goleman, D. (2013). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam.
• Kotter, J. P. (2018). Leading Change. Harvard Business Review Press.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2016). Emotional Intelligence: New Ability or Eclectic Traits? American Psychologist, 61(9), 697–706.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.