This is not Epcot

wise men say

2010-02-05T06:10:00.000-08:00

The next 28 days are going to be something close to the cage of death.

Sometime people make mistakes that they laugh about ten years from then. Or longer, depending on the mistake made. There are some mistakes that make you want to invent a time machine and go back and ask, "What were you thinking?"

All I'm going to say is that this is not how I imagined 2010 to turn out.

Also, I apologize. I'm very sorry.

Paul Levy

2009-07-14T14:57:00.000-07:00

1. How would you describe the situation Paul Levy inherited at BIDMC? What challenges did he face? Why did previous turn-around efforts fail?

COO was thought deficient, though he thought firing w/n first months inappropriate- didn't want to be seem as being told how to fire... she would never once cover topics Levy felt important

2. How did Levy get started in his new job? In particular, what were his objectives and what did he accomplish:

a. Prior to his first day?

b. On his first day?

c. During his first week?

3. What, if anything, is distinctive about the way Levy went about formulating, announcing, and implementing his recovery plan?

has consistency

always validates employees

holds ppl acct.able for actions

open communication- reaching out, personalizing issues

does not go on defensive- always looks for another way

What is your evaluation of his approach to staffing the task force?

frame everything you do by core values- development as a vision

ppl have to know that someone's in charge, knows what they are doing

3/5/02
not too big that ppl don't participate, you want a broad but not too large groups, want ppl who actually know something about area and can rec carry out. Chiefs thought should be on sterring cmmts- staff to chiefs.

What has Levy accomplished in his first two months, and what key challenges remain?

In the face of adversity, is able to discipline and call people on irresponsibility

What is your evaluation of his leadership / change style?

How should he proceed – what goals, strategies, and tactics should he have going forward?

keep looking at acquisitions- PICKLE Prim Care libility group, dormitory lease back to them.

have broad view of what you're doing / look for opportunities / learn from each decision you make and restate framework - don't assume business model you start with, test learn and change.

What is your prognosis for his success?

Blank mind while working in Asolo / This is not Verona either

2009-07-12T11:18:00.000-07:00

Oh wondrous and splendorus Italy...

I wish to court you forevermore.

Alas, my dollar pales in comparison to your euro.

And I will be bereft of the gray bearing of this terminal.

Grievances

2009-07-08T08:21:00.000-07:00

Grievance procedure-union sit- procedure

dfn-an alleged vioilation or mis-application or mis interpretation of a spec. clause of the contract

formal steps- no informal step. last answer not last. last answer is arb. rts arbtration
union role-exclusive bargaining agent reps members of upon may not challenge manger if they deem its not worth it they are the party to contract

time llimits- cant' file if it was a long time ago, answer back faster

management grievances- can't file cuz they don't need to,k they have the power of interpretation of the contract

who can grieve? must have employee that has been wrongerd but the union must concur. union cannot file grievance w/o a spec act and an employuee that wants to file

self-help if empoloyee goes against management this is called self help and employee responsible for repurcussions

intent- if magmet last step was not acceptable, union has time frame in which they can file intent to arbitrate. gives parties one last chance to negotiatie

self help tradtionally only allowed in cases of safety or if request is illegal (sexual harrassment)

org appeals system- non-uniojnized

dfn- broadly defn has to do with employment any matter of concern that relat\es to your empoloyemnt- b/c you want prob solved, not solved under rug

steps import give chance to bring to top magmet
final answer-weritten from top magmt

B Steps
1 informally discuss w/ supervisor
supervisor wirte in most comp have form now supervisor has to give you a written answer
middle magmt put in writting/get wrti answer
top mange-vp put in written final answer

II union griveance proc- law empoyes can elect have exclusive bargaining agent (union) if memebers vote a select, excul is valud legal entity
barginging agent is valud leagl entiry

ntl labor elctions board will be sent in to vote on wanting union if major lf those voting say hyes, have selected

griv3en interp remains the interpretation

1. empoyee gets uionn concurrance
2. uinomn stewart and employee talk to supervisor and mmebmer of company labor relations
3. the middle man
chief stewart and employee to top maga and top latior relations
5. union can decide to arbitrate

Arbitration 7/6

2009-07-08T00:50:00.000-07:00

party goes first has burden of proof

if employer fired/time lost or something neg, they have the bop

I. Selection of arb- usually a lawyer or someone w/ experience in one side or the other or are academics Amer arb assis fed mediators and concilliation services. It\s om cpmtrac/ wjocj pme

II. costs

1. direct- arbitrator charge for days in court and days for paper expenses of arb, place, court reporter, attorney, expert witness

2. indirect- time lost

20K-30K total

III. Steps

1. Prelim- used w/ more complex cases, problems w/ discovery

2. Hearing

=prehearing briefs- again for complicated/ tech codes

opening statements- towards arb, your side, w/ lat you'll prove

order of appear

direct- examination

testimony-witness

evidence-through witness

join exhibits0 ie contract

cross

re-direct re-cross- can only be related to previous questions

closing statement- twoard arb, to make sure they have down arb. the proof/wrap up

Arbitrator can only make decisions from when it is in the record

supeans are good to force opppostiition to carry through on the day of the hearing

post-hearing briefs- legal docs to summarize what you think you proved, precedent, cite legal support

evidence and objs-

relevant

leading-? clarly implies answer

hearsay- offer evidence where you're not of direct knowledge

lack of ofundation- doesn't have rt knowledge/experience to be expert witness

4. award-summarize issues, give award describing why specifically, can fashion an answer for me or both

appealing an award- courts don't overturn unless: 1. arb exceeded authority, 2, issued an award causing one or more parties to commit illegal action

3. exhib. prejudice

other issues

1. int. arb- not right or contact, w/out contract, normally court-ordered case, alter to strike, public sector to make contract.

2. mediation by the arbitrator- when they can change, med-arb

3. determingin artrability- see it's possible to even arb. or toss out

4. just cause tests- management has rt to hire, fire, discipline for just cause cases

obama has been using inte. arb for private

Arb. process- time to tell what you're going to prove. Free range to tell position--> THANK YOU, and then other side? No, DEFER (waiting to hear your case) Proceed. Testimony from witness, evidence- two witnesses, joint exhibits- contract, griveance, forms or intro through side party w/ witness all direct.

Transformational Leadership

2009-07-06T07:52:00.000-07:00

P. 131 Transformational leadership involves assessing followers' motives, statisfying their needs, and treating them as full human beings. Subsumes charismatic and visionary leadership

Encompassing approach that can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one leavel to very broad attempts to influence whole organizations and even enitre cultures.

Followers and leaders are inextricably bound together.

Transactional and transformational
transactional- bulk of leadership moels/ excahnges that occur b/w leaders and their followers.

VERUS

Transformational leadership- individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

Managing Xerox's MNDC: John Clendenin (p. 279-293)

2009-06-30T08:43:00.000-07:00

1. What have Clendenin's objectives been at Xerox?

Clendenin's objectives at Xerox have been to improve the efficiency of logistics within the company and to expand operations. To this end, Clendenin worked to include Multinational Systems Development Center (MSDC) to allow worldwide operating units to communicate with one another (3). Clendenin worked constantly to develop the system while facing multiple obstacles. In part of overcoming these obstacles were due to his vision and transformational leadership . Contributing towards improving Xerox staffing and management, Clendenin developed a vision of the workplace as somewhere employees would want to work to achieve personal goals. He clarified this goal with the MDC motto, "the quality of your attitude is as important as the quality of your work" (3). From this statement Clendenin set forth to build strong personal along side personal relationships with higher management as well as his lower employees.

2 . What obstacles did he face in accomplishing these objectives?

3. What interpersonal and organizational strategies did he use to accomplish these objectives?

4. What actions should Clendenin take at the end of the case?

Heidi Roizen P.210

2009-06-30T08:38:00.000-07:00

1. What specific steps did Roizen take to develop and maintain her social network?

Development- outgoing personality
being friendly, getting involved in activities such as the editor of the company newsletter- getting to sit in on meetings (reasons to sit in on meetings), campaigning on behalf of her brother's T/Maker, attend industry conferences and events (always publicising)... get involved at the right time... always make friends with interesting people and maintain those relationships (e.g. dinner parties) and at the same time avoids overextending/burning out herself.

Maintaining (212) high profile role, "consistency" and "performance" more impt than freq of interactions in maintaingin a network...

highly efficient in communication techniques

2. How does your network differ from Roizen's? To what extent are these differences due to the environment in which Roizen operates and to what extent are the differences due to personal preferences and styles?

comfortable mixing personal and professional relationships is different, environment is more slow paced, does not involve many people. Personal preference is also a major factor.

3. What are the strengths and what are the weaknessess that you see in or resulting from Roizen's network at the end of the case?

+ extremely well connected, ability to connect one need with another, can feel comfortable in calling in favors, has both deep and broad set of individual contracts
- sometime may be hard to sep. personal from business contact on issues, may end up burning out a bit

4. What recommendations would you give Roizen for adjusting or maintaining her network as she becomes more involved as an Internet Venture Capitalist?

-cut back on seleted activities, may appoint a person to take care of some of the broader networks.

Michael Eisner

2009-06-25T01:28:00.000-07:00

1. Was Eisner a successful leader by 2004?
Yes and no- up to the mid 90s, but by 2004 continually had stormy relationships with potential partnerships and also tended to develop rifts

"lack of visionary"

Too hands on, to the extent of nettling. As of 2005 resigned

2. How would you describe Eisner's leadership style?
4 central rules - be there nudge and be an idea generator
friction and conflict are a good thing in a creative arena

3. What are the main activities involved in leading an organization like Disney according to Eisner and based on the case?

According to Eisner- hand on hand involvement, (80) be a nudge and an idea generator, also be open to the rejection of ideas- friction and diversity-> delay as well.

4. What are Eisner's key personality traits and competencies and how do they affect his leadership style & success at Disney?

5. What would you recommend Eisner change to overcome the short-term problems at the end of the case, in 2004.

Chapter 5

2009-06-24T20:42:00.000-07:00

What should you do to maximize the benefits of mult-cultural teams?

-adapt to their strategies as well as their products and services (firms).... vs. national firms, by contrast, impact of cultural diffs lessens slightly b/c price and cost dominate all other considerations

-domestic multiculturalism (dynamics)

-cross-cultural interactions w/n terms (probs. w/n and what advantages

Each population exhibits a culturally unique lifestyle

Actual productivity = Pot. productivity - Losses due to faulty process

Actual productivity depends on how well the team works together and uses its resources to accomplish the task

Homogeneous -> token > Bicultural > Multicultraul (EU), Ass. of SE Asian Nations

collectivist cultures emjoy working more together than individualist cultures

- get past attitudial, steretyping, miscommications, stress, decreased effectivness

P.146
-Effective teams need to perceive, interpret, and evaluate situations in numerous ways and then agree on the best options and directions. Multicultural terms generate alternatives easily b/c team's diversity results in diverging ideas. Generating new ideas (divergence) w/ gaining agreement on particular decisions and actions (convergence) Balance of these two is a must.

- you'll be able to avoid groupthink. as much (self-censoring, sharing an illusion of unanimity (conform to the majority view), direct pressuring, self-appted mindguards.)

not b/c of diversity are groups less efectivve.

Task should be... (5.2)
Innovative not routine (biggest poten)

Stage...
Divergn. (earlier) vs Convergence (later)
-begin create ways of dfn their objectives, needs creativity fac. by divergence to succeed. Third stage convergence again impt. Cohesion

stage - process - diversity makes the process - process based on
entry initial team formation - trust building - more difficult - using similarities and understanding diffs.

work: prob. descript and analysis - ideation (creating ideas) - easier - using diffs

action: decision making and implementation - consesnsus buildimg (agreeing and acting) - more difficult - recognizing and creating similarities

Work: PD And A
After initially forming the team, members dfn their work goals and objs and assess the team's problem-solving potential. This stage team can use their diversity to generate new perspectives and ideas and thus enhance ability to create innovative probrlem dfs and solutions

conditions..
differences recognized
members selected for task related abilities
mutual respect
equal power
superordinate goal
external feedback

vs.

diffs. ignored
members selected on basis of ethnicity
ethnocentrism
cultural dominance
individual goasl
no feedback (autonomy)

P. 149

more and better ideas

..managing culturally diverse teams (152)
task related selection
recognizing differences
est. a vision or superordinate goal
equalizing power
create mutual respect
give feedback

use diversity!

2009-06-24T01:30:00.000-07:00

So thisisnotepcot.blogspot.com is suppose to be a journal documenting my trip, but it has become a notebook instead- saving your work is kind of hard on these computers...

I will say that so far my brain has not processed being in Italy. I mean, because of my usual location I'm nearly yelling- "look, look, IT'S A MOUNTAIN OMG." So far..my brain has processed...
1. Be very careful crossing the street. I haven't been to it, but somehow I keep thinking about the Indy 500.
2. Surround by history... OMG. The major in me is exploding with a desire to document every nook and cranny except..
3. Intense- work now! When I initially signed up for classes times were one time. Now they are other time. Oh well.
4. Picturesque overload.
5. Need to get in fit-> travel abroad. I went up to the castle above the campus the first evening and damn if I wasn't ready to sing, "I'm on a castle, BEEPER-BEEPERS, I'm on a castle, BEEPER-BEEPERS!" ala Saturday Night Live. My legs are numb at this point, but I will survive.
6. Nutella is yummy. So I bought some. Though you can find it (I haven't yet) at home.
7. Insects love me. The feeling is not mutual. I'm not sorry.

Quote of the week: "It's like sex for a dollar!"
- student describing gelato at first dinner when everyone had quieted down.

Back to work now!

Chapter 3-5 DON

2009-06-23T05:34:00.000-07:00

Basic Communications Scheme

What does it mean "to get their meaning; not just their words"?
P. 94 Global managers cannot approach communication in the same way as domestic managers. 1) know that they don't know / assume difference until similarity is proven rather than assuming similarity until difference is proven

2) in attem. to understand tehir colleagues from other cultures, emphasize description by observing what is acutally said and done, rather than interpreting or evaluating it. Most accurate way to gather information about it. Interpretation and evaluation, ... delay judgement until they have taken sufficient time to observe and interpret the situation from the perspectives of all cultures involved. Try to see it through the eyes of their colleagues worldwide, and finally develop an explanation for a siutation, they treat the explanation as a guess and not a certainty. Systematically check with colleagues from home and abroad to make certain that their guesses their initial interpretations are plausible.

3) Verbal behavior: Clear, slow speech. Repetition. Simple Sentences Active verbs
Nonverbal behavior: visual restatements gestures demonstration pauses summaries
Accurate interpretation: silence- wait for the person to speak, intelligence- do not equate poor grammar with lack of intelligence
differences- if unsure assume difference not similarity
comprehension: understanding- do not aassume they understand, checking comprehension- colleagues paraphrase their understanding of your presentaiton back to youl do not simply ask whether they understand. let them explain what they understood
Design: breaks, small modules (divide the material), longer time frame - more time for each than you would for native speakers
motivation: encouragement, draving outl, reinforcement- do not embarrases novice speakers

Chapter 5 What sould you do to maximize the benefits of multi-cultural teams?
Mulicultural teams- can be divided into three types- token teams having a single member from another culture, bicultural teams having members from two cultures, and multicultural teams having memebers from three or more cultures-
P.149 effective when- task is innovative, (stage) divergence (earlier), conditions- differences recognized, members, selected for task-related abilities, mutual respect, equal power, superordinate goal, external feedback

2009-06-23T05:27:00.000-07:00

Chapter 1

How do multi-national corporations evolve? What steps are common?

P.7 Multi-national corporations evolve through the domestic phase, multidomestic phase, multinational phase, to the global phase. Can vary culture to culture though phases may be skipped in order to position themselves to more rapidly maximize their global competitive advantage within a paritcular industry

1. Domestic Phase-

Notes Chapter 2 Leadership and Personal Development

2009-06-23T01:22:00.000-07:00

Trait Approach
great men theories
diff. leaders from followers

might not be a leader in other situations / leadership was reconceptualized as a relationship b/w ppl in a social situation (Stogdill)

Average individual in the leadership role is diff from an average group member in the following ways: intelligence, alertness, insight, responsibility, initiative, persistence, self-confidence, and sociability

results indicate individual does not become a leader solely b/c he/she possesses certain traits/ it's the relationship

second version (17) 10 characteristics
drive for responsibility and task completion
vigor and persistence in pursuit of goals
venturesomeness and originality in problem solving
drive to exercise initiative in social situations
self-confidence and sense of personal identity
willingness to accept consequences of decision and action
readiness to absorb interpersonal stress
willingness to tolerate frustration and delay
ability to influence other persons' behavior
capacity to structure socail interaction systems to the purpose at hand.

Mann (1959) less emph on how sit factors influenced leadrship
personality traits dis. leaders from nonleaders: intelligence, masculinity, adjustment, dominance, extroversion, and conservatism

Lord (86) meta-analysis
intelligence masculinity, dominance sign. related to how indiv. perceived leaders
personality traits could b used to make disc. consistently across situations b/w leaders and nonleaders

Kirkpatrick and Locke leaders are not like other ppl
drive, the desire to lead, honesty and integrity, self-confidence, cognitive ability, and knowledge of biz.
born or can learn

See table 2.1 for breakdown p.19

Intelligence/ int. ability
should not vary too much from that of his or her subordinates
too much from his or her counterproductive impact, diff communication

Self confidence
confidence is the ability to be certain about one's competencies and skills
includes a sense of self-esteem and self-assurance and the belief that one can make a difference. influencing others and self-confidence allows the leaders to feel assured that his or her attempts to influence are appropriate and right

Determination
desire to get the job done and includes initiative, persistence, dominance, and drive. Dominance at times

Integrity
another of important leadership traits quality of honesty and trustworthiness adhere to strong set.

Sociability
inclination to seek out pleasant social relationships. good interpersonal skills

Trait approach works b/c focuses exclusively on the leader and not on the follwers or the situation
Theoretically more straightforward than other approaches
Suggests orgs will work better if ppl in managerial positions have designated leadership profiles.

Strenghts= out front and leading the way. see leaders as gifted
century of research to back it up. approaches a measure of credibility
way highlights the leader component in leadership rovess
some benchmarks for what we need to look for if we want to be leadrs

Crit.
failure to delimit def list of traits
failed to take sit into account sit determines leadership
highly subj determ of most impt traits

weak in dis how leaders traits affect outcomes of groups and terms in org settings
not useful approach for training and development for leadership
traits are relatively fixed psy. structures and this limits the value of teaching and leadership training

Application

al indi at all levels and orgs

Lets make some noise, people!

2009-06-18T00:06:00.000-07:00

This journal will be an attempt at keeping a record/journal of what I'll be doing for a couple of weeks.

I don't have much more to say right now.

I need to write with less contractions.