Post A Brief 5-7 Minute Presentation On An Organization

Post A Brief 5 7 Minute Presentation On An Organization They Are Or

post a brief (5-7 minute) presentation on an organization they are or were a part of (workplace, student organization, school/college) that had an interesting leadership or learning experience. discuss your experience with that organization in terms of course concepts. you could talk about the type of leadership that was used, a knowledge transfer event, or learning curves. provide recommendations about processes or structures the organization could use to improve their learning or leadership. your presentation can be audio-only, narration on powerpoint slides, or video of yourself speaking. if visuals will help you tell your story, you should opt for one of the visual mediums but otherwise, it is up to your own preferences.

Paper For Above instruction

The organization I am most familiar with in terms of leadership and learning experiences is my former college student organization dedicated to community service and leadership development. During my time there, I observed various leadership styles, primarily transformational leadership, which played a significant role in motivating members and fostering a sense of purpose. This experience aligns with course concepts related to transformational leadership theory, which emphasizes inspiring followers to achieve more than what is typically expected by fostering intrinsic motivation, intellectual stimulation, and individual consideration (Bass & Riggio, 2006).

One notable learning event in the organization involved a knowledge transfer session conducted when newer members were inducted and trained on ongoing projects. This session was essential in transferring crucial organizational knowledge, ensuring continuity despite leadership changes. From a learning perspective, this mirrors the concept of organizational learning cycles, where knowledge is captured, shared, and retained to enhance ongoing performance (Argyris & Schön, 1996). However, the process was somewhat informal, relying heavily on the outgoing leaders’ willingness to share knowledge, which sometimes led to knowledge gaps and inconsistencies. This aligns with the common challenge in organizations of formalizing knowledge transfer processes to improve learning efficiency (Hedberg, 1981).

Leadership development within the organization often involved mentoring programs, where experienced members guided newer ones. While effective, these mentoring relationships sometimes fell prey to informal structures lacking clear objectives, which limited their overall impact. Additionally, learning curves were evident as new members had to navigate organizational norms and procedures without structured onboarding processes. These experiences reflect the importance of structured onboarding and continuous learning frameworks as discussed by Senge (1990), who advocates for learning organizations that continually adapt and improve through shared vision and systemic thinking.

Based on these observations, I recommend the organization implement formalized processes such as structured onboarding programs that incorporate organizational knowledge management systems. This could include documented procedures, onboarding checklists, and digital repositories for knowledge sharing, making information accessible and reducing knowledge loss. Additionally, establishing clear leadership development pathways and training programs would ensure consistent leadership quality and prepare future leaders more effectively. Developing a formal mentoring program with defined objectives, timelines, and evaluation metrics could enhance the professional development of members and foster a culture of continuous learning (Kram, 1985).

Moreover, adopting a systemic approach to leadership development that emphasizes shared vision, collaborative decision-making, and feedback mechanisms can strengthen organizational learning. According to Schein (2010), organizational culture deeply influences leadership effectiveness; thus, nurturing a culture that supports openness, innovation, and resilience will enhance organizational adaptability. Providing ongoing leadership training and creating opportunities for members to participate in leadership roles incrementally can support succession planning and sustain organizational growth (Avolio & Bass, 2004).

In conclusion, my experience with this student organization highlights vital course concepts such as transformational leadership, organizational learning, knowledge transfer, and leadership development. Formalizing processes for learning and leadership succession not only improves efficiency but also fosters a resilient and adaptable culture. Implementing these recommendations can help organizations like these to sustain growth, enhance member engagement, and develop future leaders who are equipped to navigate complex challenges effectively.

References

• Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Addison-Wesley.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Lawrence Erlbaum Associates.
• Hedberg, B. (1981). How organization learn: A communications approach. Communication & Cognition, 14(2), 187–223.
• Kram, K. E. (1985). Mentoring at Work: Developmental Relationships in Organizational Life. Scott Foresman & Co.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday/Currency.