The Role Of The Leader: 21 Percent Students Have Learned Abo

The Role Of The Leader 21 Percentstudents Have Learned About Leaders

The Role of the Leader (21 percent) students have learned about leaders and leadership. Leaders are social architects who design an organizational environment that encourages a desired range of social behaviors in an effort to meet the organizational goals set forth. Social architects create vision and strategic direction, shape culture and values and lead change. This assessment is designed in a way that students can demonstrate knowledge of the material covered in weeks 1 – 4 and apply leadership concepts and ideas to a real-world situation. Students will delve into the details of the case study and the course readings but must also look at the situation from a strategic point of view since Dunn wants a sustainable business.

Required Elements to include in Paper : In this assessment, you will act as Joseph Dunn, the leader of Dunn’s Ski Emporium. You want to purchase The Deli, so there is a lot of work to do before entering into the possible addition of a business you know nothing about. As Dunn, you will develop a leadership plan (not a business plan) writing from a leader’s perspective. So, you ask, what it means to write from the leader’s perspective? Writing from the leader’s perspective means you will approach Dunn’s vision through the people centric viewpoint of the leader.

You are focused on how the two businesses will meet the vision through the decision making flow and grouping of people within the organizations. How do you best use the people to meet your vision? Even though it is tempting to write in the first person, a plan is written in the third person in which a story will unfold. Dunn is essentially telling a story of how he is going to purchase the Deli and bring George and the business in as part of the Dunn Ski Emporium. Dunn will need to figure out how he is going to combine these two businesses and use his leadership skills to do so.

Remember, you are writing from the leader’s perspective and are not solving problems but literally creating and developing an environment in which problems will be resolved by those who make the business run. Dunn plans on designing an organizational structure that fulfills his vision, one that he believes George has for The Deli, and one that will fulfill its mission. The organization must be open to change and possess a culture that empowers its employees to follow the vision created. Like all good social architects, the building must start with a design that suites the purpose of the business and seeks to make it the best building for the job. The entire paper is the plan.

Students are expected to be creative but realistic in developing pieces of the plan. For example, feel free to assign names and roles to the people in the business. In being creative students may not change the facts in the plan. Dunn will provide the plan to George Atkins once Dunn sits down with him to begin negotiations, so the plan must be polished. Also to make sure questions can easily be addressed, Dunn is going to write in the active voice and support the reasoning behind his ideas.

Dunn wants to demonstrate a thorough knowledge of the leadership material, so a wide range of the readings will appear in the plan. Dunn has created an outline for the plan and has determined the following headings or steps to use: 1) Introduction paragraph in which purpose of the plan is explained and How Dunn’s approach to designing the plan is appropriate to his role as a social architect in the organization 2) Evaluate the organization’s purpose and goals. For example, what does the business do to make money? what is required in terms of the type of people who need to run the day-to-day operations? Discuss the critical elements that must be in place for Dunn to be successful in this new venture.

Paper For Above instruction

The purpose of this leadership plan is to outline how Joseph Dunn, as a strategic leader and social architect, will acquire and integrate The Deli into Dunn’s Ski Emporium while fostering a cohesive, empowering, and adaptive organizational environment. Drawing from key leadership theories and practices, Dunn’s approach emphasizes aligning the organizational structure, culture, and decision-making processes with the overarching vision of creating a sustainable, customer-centric business. This plan will demonstrate how Dunn’s leadership philosophy will guide the integration process, support staff participation, and adapt to change, ensuring long-term success.

Introduction and Purpose

The primary purpose of this plan is to articulate Joseph Dunn’s strategic vision for merging Dunn’s Ski Emporium with The Deli. Dunn’s approach as a social architect involves designing an environment that promotes collaboration, innovation, and cultural harmony. Viewing leadership through a people-centric lens, Dunn aims to build a flexible yet structured organization that empowers employees, encourages continuous learning, and fosters a shared commitment to the organization's goals. This perspective aligns with transformational leadership principles, emphasizing inspiration and motivational influence, essential for guiding change and fostering commitment among employees and stakeholders.

Organization’s Purpose and Goals

Dunn’s Ski Emporium specializes in high-quality ski equipment, repairs, and customer service, generating revenue through product sales and repair services. The organization’s purpose is to provide premier skiing gear and expertise while maintaining exceptional customer satisfaction in a resort environment. For successful operation, the business requires skilled and knowledgeable staff, including technicians, sales associates, and management personnel with a customer-focused mindset. Critical elements for success include effective communication channels, a culture of continuous improvement, and a strong service-oriented environment. The Deli, on the other hand, operates in the food service industry, offering quick, quality meals and beverages, drawing frequent customers from both locals and visitors. Its purpose complements the ski store’s target demographic and location, presenting an opportunity for cross-promotional activities and increased foot traffic.

Vision and Mission Statements

Vision Statement: To be the premier outdoor recreation and hospitality hub, fostering a vibrant community focused on adventure, quality, and sustainability.

Mission Statement: To deliver exceptional outdoor sporting equipment and services alongside healthy, quick, and delicious food options while empowering our team to innovate and excel in customer service.

Organizational Structure and Key Roles

The proposed organizational structure emphasizes a decentralized, team-oriented design that encourages employee empowerment and flexibility. An organizational chart positions Dunn as the strategic leader and social architect, overseeing two integrated divisions: the Ski Emporium and The Deli. George Atkins will serve as the Branch Manager of The Deli, responsible for daily operations, staff management, and maintaining the deli’s original culture. Dunn’s leadership team will include a Director of Operations overseeing both divisions, supported by team leads in sales, repair, and food service. Decision-making will flow from Dunn through the Director to regional managers and team leads, fostering a collaborative environment. George’s role is pivotal in ensuring the success of the integration, serving as a mentor and cultural ambassador to preserve The Deli’s identity while aligning it with Dunn’s overarching vision.

Organizational Culture and Environment for Change

The organizational culture will blend Dunn’s ski store’s Western-themed, customer-focused environment with The Deli’s lively, friendly, and fast-paced culture. Utilizing the Organizational Culture Assessment Instrument (OCAI), the culture will lean toward a participative and innovative orientation, promoting open communication and employee involvement in decision making. Dunn’s leadership will champion a culture of continuous improvement, adaptability, and employee empowerment, enabling the organization to embrace change proactively. Strategies include regular town hall meetings, cross-training programs, and incentive systems that reward innovation and initiative. As a change agent, Dunn will establish mechanisms to facilitate short-term and long-term change, including leadership development programs, feedback loops, and adaptive policies that respond to market changes and customer needs.

Facilitating Change: Short-term and Long-term Strategies

In the short term, Dunn will focus on establishing clear communication channels, aligning staff with the new organizational vision, and conducting training programs to foster collaboration and cultural integration. He will promote quick wins such as enhancing customer experience and streamlining operations to build momentum. Long-term strategies will involve cultivating a culture of continuous learning, innovation, and resilience. Dunn will implement leadership development initiatives to prepare managers and staff for future challenges, foster strategic partnerships, and sustain a flexible organization that can adapt to market fluctuations and industry trends.

Leadership Analysis

Joseph Dunn functions as a social architect by intentionally designing organizational elements that support the vision and culture. His role as an individual leader involves ongoing self-improvement, cultivating emotional intelligence, and practicing reflective leadership to enhance influence and decision-making effectiveness. As a change agent, Dunn will employ transformational leadership strategies, inspiring employees to embrace change and pursue excellence. He will also utilize participative decision-making, fostering ownership and accountability among staff. Regarding George Atkins, his role as a skilled and committed business owner is critical; maintaining his involvement during and after the transition will help ensure cultural continuity and operational stability. Dunn will also emphasize the importance of managerial roles in strengthening the vision, encouraging managers to act as facilitators of change and culture ambassadors.

Conclusion

Successful integration of The Deli into Dunn’s Ski Emporium requires strategic leadership rooted in a comprehensive understanding of organizational design, culture, and change management. Dunn’s role as a social architect involves creating a flexible, empowering environment that aligns with the shared vision, supports employee development, and adapts proactively to market dynamics. By leveraging transformational leadership principles, fostering collaboration, and emphasizing a people-centric approach, Dunn can build a sustainable organization that meets both short-term operational goals and long-term strategic objectives.

References

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