1) What are the four horsemen of organizational destruction? State and describe each

1) What are the four horsemen of organizational destruction? State and describe each. Rubric: • Two Pages double-spaced. • Font size 12 • No reference list 2. Identify what horseman is present in this case and use some or all of the seven habits of highly effective people to fix them. Name each habit and describe how it can respond to the issues in the case. Case – Confusion in Albany Mr. Tarbox is acting as though he is the boss, but in reality he is a business analyst with a less-than-perfect employment history and a shady (not completely honest) past in the organization. The organization is a private recruiting firm that recruits pilots, nurses and other professionals for organizations throughout upstate New York. Upstate is the state’s capital and above. It is full of charming and beautiful small towns and farmland. The organization has a new leader who knows nothing about recruiting. He is an engineer and was given this position because management did not trust a recruiting professional. Don’t let this surprise you; it happens all the time. So Mr. Martin takes over and his deputy, Mr. Brooks, begins to teach him the nature of the work. Mr. Brooks is an immoral and unethical man who is best described as very harmful to others. Mr. Martin is an unhappy and bitter person with no leadership ability. There are lots of other people in this case study, but don’t let that distract you. So there is Mr. Holstead, Mr. Gorman and Mr. Valeska (nice, joke telling alcoholic whom everyone loves). The is also Mr. Avant a happy man who is afraid of everyone and the handsome, but not very bright, Mr. Leno. All the folks mentioned so far are staff, except for Mr. Martin and Mr. Brooks. Not long after Mr. Martin arrives, he makes friends with Mr. Tarbox. Martin allows Tarbox to make all the decisions about running the Albany branch of the company. This organization is a headquarters for 3 small offices with recruiters in the field. Each small office has 40 people and two managers. Mr. Brooks does not like any of the three field managers because they are educated. Mr. Brooks enjoys starting conflicts with the field managers; Brooks is also the longest serving person in the entire corporation of over 5000 people. The headquarters in Albany has 250 employees. Mr. Brooks seems to dislike Mr. Gorman, in particular. Mr. Gorman is a professional and knows Brooks is doing lots of damage, including planting a listening device in Mr. Halstead’s office. Mr. Halstead is the deputy for logistics. Mr. Brooks is deputy for operations. Mr. Tarbox was having a great time running the entire organization because of his “special relationship” with Mr. Martin. The organization is doing poorly in recruiting nurses and not much better in recruiting pilots. Mr. Tarbox want Mr. Martin to spend some funds to provide food, wine and entertainment for some meet ups. Mr. Brooks has accused two of the field managers of having inappropriate relationships with nurse applicants to cover for Mr. Tarbox, as it is Mr. Tarbox who is conducting the inappropriate relationships with the nurse applicants. Corporate security is at the Albany headquarters conducting an investigation. Mr. Martin is excited about potentially firing the field managers, as he thinks they are lazy and incompetent. Using the seven habits, how would you approach this situation? NSF SIIRE Program Seven Habits of Highly Effective People Kim LaScola Needy, Ph.D., P.E., CFPIM, PEM April 20, 2016 grad.uark.edu Observations • You can never get it all done. • The more you do, the more there is to do. • Time spent doing one thing means time taken away from another. • If everything is important, then nothing is important. • Work expands to fit the time. 2 Motivation – Why should I pay attention? • Demanding workload. • Stress at home, work and school. • Leading to burnout. • Need to learn how to work smarter not harder. 3 Seven Habits • Covey* describes seven habits of highly effective people providing the building blocks of a powerful model for personal change. • Plan, organize and execute around priorities, gaining control of our lives. * Covey, S. R. (1989). The seven habits of highly effective people. New York: Simon & Schuster. 4 Seven Habits (cont.) “We are what we repeatedly do. Excellence then, is not an act, but a habit.” Aristotle “A habit is at the intersection of knowledge, skill, and desire.” Covey 5 Seven Habits (cont.) • Habit 1 - Be Proactive • Habit 2 - Begin with the End in Mind • Habit 3 - Put First Things First • Habit 4 - Think Win/Win • Habit 5 - Seek First to Understand, Then to Be Understood • Habit 6 - Synergize • Habit 7 - Sharpen the Saw 6 Seven Habits Habit 1 - Be Proactive • More than just taking initiative. • Taking responsibility for our lives. • Behavior is a function of our decisions not our surroundings. • We are in control not being controlled. 7 Seven Habits Habit 2 - Begin with the End in Mind • Everything we do is examined within the context of the whole. • First, we must know our destination. • Second, we must formulate a plan to take us there. • Otherwise, others will tend to shape our agenda. • Plan is in the form of a personal mission statement. • Consider our various roles. 8 Seven Habits Habit 3 - Put First Things First • Developing a priority system - saying yes to something means saying no to something else. • Different from time management. • To-do lists which focus on things and time. • Personal Management • Manage ourselves focusing on relationships and results. • Useful tool is Covey’s Time Management Grid. 9 Seven Habits Time Management Grid Importance I II III IV Urgency 10 Seven Habits Habit 4 - Think Win/Win • Preferable to the alternative where one or more parties lose. • Not readily visible. • Develop a deep understanding of the situation and the individual. 11 Seven Habits Habit 5 - Seek First To Understand, Then to Be Understood • Listening with the intent to understand. • Practice listening twice as much as speaking. 12 Seven Habits Habit 6 - Synergize • Synergy occurs when the whole is greater than the sum of the parts. • Creative process which unleashes the best in people. • Through our individual paradigms we each see the world differently. • Creates a learning opportunity whereby differences are considered an asset not a liability. 13 Seven Habits Habit 7 - Sharpen the Saw • Preventive maintenance and self-renewal. • Effectiveness lies in the delicate balance between production and production capability. PHYSICAL: Exercise, Nutrition, Stress Management MENTAL: Reading, Visualizing, Planning, Writing Four Dimensions of Renewal SOCIAL/EMOTIONAL: Service, Empathy, Synergy, Intrinsic Security SPIRITUAL: Value Clarification & Commitment, Study & Meditation 14 Achievement of Personal Management Personal Mission Statement • At the heart is the personal mission statement. • What you want to be? • What you want to do? • What you want to have? • Consider roles (student, friend, son/daughter). • Add structure and balance to the “to be,” “to do,” and “to have.” • Consider the interaction. • Review and modify regularly. 15 Achievement of Personal Management Define success for yourself • It isn’t always easy to distinguish between the aspects of a job that are truly necessary and those that are not. • Don’t forget our many roles, both personally and professionally, and the importance of making time for each. 5 Achievement of Personal Management Goals • Define several key goals associated with each role. • Should be Quadrant II activities. • Should be broken into short term and long term. • Prioritize and allot time for these activities using a weekly planning horizon by considering the roles and importance not just the urgency. 17 Achievement of Personal Management Goals (cont.) • Progress is reviewed daily and adjustments are made. • Performance is measured by effectiveness not efficiency. • Facilitated by the Seven Habits. 18 Recommendations • Put things into perspective - Will it matter in 5 years from now? • Recognize when something is good enough. • Ask for help. • Don’t lose your sense of humor. 19 Conclusions • Covey’s model can lead us to personal management. • The process is a continual journey, not a destination. • Helps to put us in control of our lives by empowering us to schedule our priorities rather than just prioritizing our schedule! 20 Exercise Habit 2 – Begin with the End in Mind In your mind’s eye, see yourself going to the funeral of a loved one. Picture yourself driving to the funeral parlor or chapel, parking the car, and getting out. As you walk inside the building, you notice the flowers, the soft organ music. You see the faces of friends and family you pass along the way. You feel the shared sorrow of losing, the joy of having known, that radiates from the hearts of the people there. As you walk down to the front of the room and look inside the casket, you suddenly come face to face with yourself. This is your funeral, three years from today. All these people have come to honor you, to express feelings of love and appreciation for your life. As you take a seat and wait for the services to begin, you look at the program in your hand. There are to be four speakers. The first is from your family, immediate and also extended —children, brothers, sisters, nephews, nieces, aunts, uncles, cousins, and grandparents who have come from all over the country to attend. The second speaker is one of your friends, someone who can give a sense of what you were as a person. The third speaker is from your work or profession. And the fourth is from your church or some community organization where you’ve been involved in service. Now think deeply. What would you like each of these speakers to say about you and your life? What kind of husband, wife, father, or mother would like their words to reflect? What kind of son or daughter or cousin? What kind of friend? What kind of working associate? What character would you like them to have seen in you? What contributions, what achievements would you want them to remember? Look carefully at the people around you. What difference would you like to have made in their lives? 21 The four horsemen of Organizational Destruction Perfectionism Everything is not important – those who think so are fools Perfectionism can and often turns into bulling Perfectionism steals autonomy Perfectionism prevents innovation and makes the creative less valued than those who do work that will soon be done by technology OF OF is about tolerance of people who are unprofessional, angry, rude, prejudice BUT TOLLERATED BECAUSE the are ours OF is also group think It grows with consistent promotion from within OF What few outsiders come into an OF setting will be destroyed. When a person begins to grow and change the OF Group will reject them OF You have been of I have been OF but we will not always be OF Ill-Conceived individual roles Administrative asst Junior Leaders Relatives The Wrong person Ill-Conceived organizational roles