This is HR strategic management graduate course. Below I pasted the instruction for the discussion question. I will also submit on an attachment an article address on the discussion and a second word document template name coach as a manager as well as this weeks notes. I dont need an intro or a cover page just the questions answer.
Discussion Exercise is in two parts:
Part I: Different Languages Being Spoken Here Exercise
This week, you are likely to be involved in meetings or informal gatherings. Pose the following question to the group:
What do you think it takes to be a manager in this organization (or another they are familiar with)?
NOTE: My theory is this: Most organizations don’t have a shared or common language to talk talent.
Using the ideas expressed in this weeks lecture and the article “The Power of Words: Leadership, Metaphor and Story,” do the following experiment:
Give the following instructions:
Without any discussion, write down the characteristics of a manager. Give them a minute or two to complete their list. If they need some coaching, suggest they think of adjectives that describe a manager
Ask each member to read his or her list, writing down each characteristic mentioned. Keep soliciting responses and recording them, keeping track of how many people listed the same characteristic
Provide some feedback, e.g., clearly there is some overlap in the qualities you feel a leader should possess…
Select one of the characteristics that several people mentioned, asking them again, without any discussion, to define it. As a coaching aid, you may want to finish the sentence stem, “In my opinion, (whatever the quality is) means…”
After a minute or two, solicit their responses.
Finally, ask each member to read their definition, recording the responses. Record and debrief.
Debrief:
What this exercise illustrates is that there are a number of issues going on here.
Use of different characteristics the problem is that everyone is looking for different qualities some skills, knowledge, abilities, other characteristics like personality traits, etc. to fill the same job
Even when we can agree on one quality, we define it differently.
What is missing is an agreed upon language that can be easily referenced when talking talent
Most other functional areas of the organization share a common language, e.g., finance, marketing, etc. Why is that not the case for talking talent?
What elements from the “The Power of Words” article did you see at-play in the interaction?
Record and post your findings
NOTE: Organizations with a well established structured job profile, i.e., competencies, might have more common understanding than what this exercise expects to surface. However, if we were to probe for the images, i.e., metaphors, analogies, etc. — that underlie the words, those things that we carry in their head that we’re not aware of, as to what it take to be a manager, we’re likely to find responses that do not map neatly into the formal profile. Sometimes the structured or party line profile ends up being fools gold.
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Part II: How common is “Coach as Manager”common language in your organization or an organization you’re familiar with? (This document is attached to CyberCampus, Week 7)
Taking just the first element — establishing credible relationships …
How would you determine (test) if your organization (or one that you’re familiar with) is high or low on this attribute?
Do it … conduct a “test”using your approach.
What did you discover? Where does the organization stand say on a 1 to 5 scale where 1 is low and 5 is high?
If low, what would you do to improve their ability to effectively learn and use the language.
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