Reference no: EM132366462

Discussion 250 words

Examine your organization and leadership through the following questions:

1. How does your organization foster trust and open communication?

2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.

3. What are the goals that people share in common? Motivations?

4. How would you describe the culture and leadership from the top down?

5. What recommendations do you have for your organization to enable others to act?

Your initial post should be 250 words that demonstrate and integration of readings and lessons to support your views.

Respond # 1 with 150 words:

I currently work for Coca-Cola, and from experience the communication is great. I am given a cell phone where my boss can track my movement from store to store. He claims that he does not stalk me, and I believe that is from the trust we have with one another. Any time I need to get ahold of him I can call on or off the clock. We are from the same small town in Florida, so I know he will be there if I need assistance.

I am part of the Central Florida district, but I generally work alone. It is important that I do my part as I am part of a larger team, but I do not see my team members often, usually only at meetings or parties. As mentioned before I know my supervisors and their superiors, but rarely ever do I get to talk to them. I have access to directly above me and the district manager. However, with that said I am well aware of my expectations, with the communication I have with my supervisor.

Goals are great to have in large multi-million dollar companies. Coca-Cola has many goals throughout the state of Florida. Each region competes to see who can sell the most Coke to vendors around the surrounding area. Coca-Cola itself competes with other vendors such as Pepsi, Seven-Up, and Snapple to be the best vendor in world.

Coca-Cola has a unique culture with great leadership. Coca-Cola is in every country except North Korea and Cuba. I can speak for my supervisors only when I say I have great leadership, but I can imagine being such a large company for so long the leadership is outstanding throughout the company. The culture of Coca-Cola is amazing as well. Everywhere you go you will see the famous Coca-Cola logo. Spreading now from only soft drinks to clothing and house décor, Coca-Cola is a household name.

I believe Coca-Cola being as large as a company for so long it really has the best interest for their employees. The benefits are great as well as the intent for just succeeding. My supervisor is always looking for ways for me to progress within the company. I believe if all supervisors look for their employees to succeed instead of only looking for their best interest that everyone will succeed.

Respond #2 with 150 words:

In a quarry, teamwork is not only encouraged, but it is mandatory by law according to the Mine Safety Health Administration (like OSHA, but on steroids). No one is to work on any project or in any area of the quarry alone. Over the twenty-five years I was with the quarry there were various levels of trust and communications that was encouraged by the three different superintendents. While ownership and upper level managers remained the same, we always relied heavily on the superintendent to work with us and manage the men. The chain of command had the silent, uninvolved owners at the top, I reported to them and the quarry superintendent reported to me and below him were a shop manager and a plant manager.

On a daily basis the common goal was to crush stone and keep everyone safe. The three different superintendents had various ways of leading the crew that ranged from a very communicative, lax, Lassie fa-ire manager to a dictator-like manager, with one falling in between that range. I had inherited the dictatorish manager and like our lesson tells us, he destroyed any teamwork that I encouraged. His influence was negative and earned a negative response from the employees. The lax manager was ineffective as well as he over communicated and did not hold himself nor the employees accountable. Tim, who I felt was the least likely candidate due to his lesser experience than the other two, turned out to be an effective leader. He had vision and was able to motivate the employees. In the end of the quarries life, we had a cohesive team that worked together. The production increased and thus the revenue, and the culture improved dramatically.