Colorado Technical University Leadership and Ethical Decision Making 700-1,200 words- APA Format with citations and references Assignment Recommend a cha

Colorado Technical University Leadership and Ethical Decision Making 700-1,200 words- APA Format with citations and references

Assignment

Recommend a change strategy and process for Theresa and Mike to follow. Applying concepts from this unit and prior units in the course, create your recommendation for Theresa and Mike that addresses, but is not limited to, the following:

Overall change management model, such as Lewin, Kotter, or ADKAR
Explain the value of this model for the UWEAR-PALEDENIM scenario.
Recommend specific actions related to application of the selected model.
Managing the people side of change, including resistance
Key leadership and management behaviors for effective change
Identify topics about which you would like additional information to fully respond to the request for the change management framework. Research peer-reviewed journals in the library to learn more about those areas. Apply concepts from at least 2 articles that you researched to the development of your recommendation. Change Management
On occasion, a performance management plan will need to be revised, updated,
or completely overhauled and reworked because of changes in the organization.
A change can be brought on by management or supervisor role shifts; new
management implications; organizational merger (external or internal), or the
realignment of mission, core values, or job performance elements.
All performance management processes should clearly incorporate the
organization’s mission, values, vision, and guiding behaviors. The overall
organizational performance must affect and reflect the core elements of its
culture and service. When faced with change, the organization’s performance
management plan should consist of the following major components: goal
setting, ongoing coaching or supervision, feedback, workforce satisfaction and
engagement, effective leadership, individual development planning, and an
inclusive and diverse work environment. Also, a formal tracking process and
documentation process should capture all performance and development work
tasks throughout the entire planned or proposed cycle.
If strategically comprehended, implemented, and assessed, the performance
management plan can ensure that interrelated goals are indeed achieved and
operational objectives are measurable and successful. The standards of
assessment will assist in creating a clear image and direction that will enhance
and improve the overall management and structure of the organization. It is
important for all employees to possess the skills and abilities to adequately
navigate through the job functions. The performance management plan is a
tool that, if conducted properly, will assist the employees in the everyday
understanding of the policies, procedures, and processes as they relate to the
overall mission of the organization. The plan can ensure effective skills training,
team-building, and knowledge attainment.
Measures of Performance
The overall goal of performance measurement is to develop a performance
assessment plan that clearly establishes increased transparency, responsibility,
and communication along performance rating standards and objectives within
specified time frames. The key factor is to enhance growth, development, and
teamwork among all employees to strategically facilitate ongoing progress. The
aim of the management team is to successfully monitor and evaluate progress
based upon the following performance assessment components:
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Set clear objectives, priorities, and measures of performance.
Monitor and evaluate data, processes, progress, and results in an
objective manner to eliminate bias effect.
Change Management
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Assess and support the participatory process of dialogue and feedback
with a focus on responsibilities, tasks, external communications, and
public or customer opinion.
Identify and reduce gaps between work functions.
Call for improvement wherever more development is assessed.
Reinforce the strengths of functional knowledge and job performance
elements.
Clearly assign and identify areas of responsibility for all staff.
Execute timely and consistent decision-making actions.
Make timely and consistent decisions that lead to favorable results.
Seek multiple sources of methods of information or techniques to lead to
favorable results.
Streamline Performance Measurement Processes
There is no need to use multiple versions of performance measurement
processes or appraisal methods. One very effective structure can suffice. A
structured process that can be flexible to organizational change that may be
value-driven, revenue-generated, politically influenced, employee motivated, or
even customer produced is a tool that is essential to producing the right
conditions for quality performance appraisal. This type of tool can effectively
address the following benchmark appraisal techniques:
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Quality of work recognition: Accuracy and proficiency level of
assigned work products or projects completed
Manager involvement: Manager’s ability to rapidly make conscious
and productive decisions as well as provide direction and guidance
Responsiveness assessment: Notice of employee’s willingness to
follow strategies, rules, procedures, and guidelines
Taking initiative: Constant communication designed to ensure that all
objectives are understood, expectations are clear, and outcomes are
desired
Engagement and sense of belonging: Ongoing work opportunities
designed to allow employees to take the lead, add and sustain value to
the productivity of the workplace, and participate in creating a working
environment that welcomes change, motivation, and revitalization
Assurance of regularly scheduled work activities and completion of
timely projects
Maintaining overall workplace safety (emotional, mental, and physical
health)
Decreasing the likelihood of noncompliance issues.
Reducing workplace injuries.
Affecting delegation of direct reports to peers and other team members
Change Management
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to help them perform successfully
Critical oversight of any errors of service delivery, reports, products, and
operations to quickly assess damage or neglect and produce a solution
Succession Planning
Organizational culture allows all staff members to share and participate in the
common vision and common goals of the organization. It creates an awareness
of common goals and invites all employees to participate in the construction of
its formal and informal work processes. Succession planning is a tool used to
strategically implement a process designed to favor the mutually supportive
and engagement assignments of a team to participate in the vision and the
future conservation of an organization’s work policies and processes. The ability
to always think and plan in accordance to succession strategies is necessary
during the development and execution of a performance management plan.
Certain succession components included in the plan are as follows:
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Clear communication of diversity and inclusion practices to understand
and appreciate diversity in the workplace
A focus on quality products or service delivery to customers
Creation and identification of professional development activities,
workshops, and training opportunities for staff
Assurance that the appropriate quality and quantity of supplies,
equipment, and training is easy to obtain and access
Effective oversight, maintenance, and monitoring of operating costs,
services, time management, budgets, reports, policies, and any other
additional resources
Identification and elimination of any activities that may create
duplication of services, waste of effort, and miscommunication
Ensuring that all requirements are met in accordance to certifications or
licenses
Career Development
A performance management plan is also utilized to open up the opportunity for
career advancement. The performance planning and appraisal process directly
addresses how well an employee can comply. Performance rating scores
identify various components that underline key factors such as trust, values,
motivation, recognition, delivery and acceptance of constructive feedback
(negative and positive), planning and documentation, problem-solving, and
effective management skills. The following objectives are used to embrace the
overall organizational expectations to obtain performance-related
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Change Management
accomplishments, enhance its mission goals, and further the professional
development of employees:
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Ability to maintain a professional attitude when operating work tasks
Acceptance of new ideas, solutions, and work projects
Effective and timely responses to performance ratings within established
deadlines
Exhibiting a willingness to respond to any concerns or complaints
Communicating honestly with peers, managers, and subordinates
Being open to operate with integrity under any type of organizational
change
Adequately exercising self-measure or self-evaluation efforts
Establishing the suitable goals and objectives for a performance management
plan is critical to ensuring proper alignment with the organization’s mission.
This process requires some time to develop, incorporate, modify, and produce
the necessary job performance components needed to facilitate any
improvement or change as well as any successful outcome measurement.
Proper implementation of a performance management or appraisal system will
yield great results in relation to work functions, desired effects or results,
valued production or revenue generation, and increased responsibility or team
effort. The best performance management plans require a realistic measurable
and understandably attainable level of clarification of work assignments,
performance elements, coaching, task expectations, observational methods,
self-measure identification, and fair documentation.
4
Running Head: CODE OF CONDUCT
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Code of Conduct
Carla Dempsey
Leadership and Ethical Decision-Making
6/12/2019
CODE OF CONDUCT
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A code of conduct refers to rules that outline the proper practices, religious rules, social
norms and responsibilities of an individual. In an organization, the code of conduct can be
referred to as rules of behavior, principles, standards, and values that guide the systems and
procedures of an organization in ways that respect and donate to the stakeholders’ welfare.
However, the company code of conduct refers to a common set of rules structured for a
company’s employees to protect and guide the employees about the expectations of the company
(Thor and Schultz, 2016).
Different business owners often have different expectations regarding how the behavior
of their employees. Code of conduct, therefore, comes in handy at such cases as they state clear
instructions on the expectations of their employers. Most codes of conducts possess a common
set of rules and they include the disciplinary actions which dictates the penalties to be given in
case the rules are violated; ethical principles which state the behavior and respect for all
individuals; accountability which requires employees to be responsible for their actions; standard
of practice which states the operational manual and policies of the business and values which
consist of an equal and honest working environment (Thor, 2016).
Codes of conduct are often written by the executive team. A group of employees from
departments then develop it and then get designed by the corporate communications, Human
Resource staff or the organization development in accordance with the company’s operation
mode. Codes of conduct that are often developed by the executive team or the employers are
often easier to integrate and incorporate. The full integration and implementation of the code of
conduct are however likely to be achieved when stakeholders of the organization are involved in
its creation (Baraldi and Gavioli, 2012).
Efficient communication skills are a vital part of the effective functioning of a project
team (Thor, 2016). As a team leader, it is my duty to perfect my communication skills to
communicate effectively to my team members. I also have the task of clearly communicating the
project’s vision, expectations, guidelines, and goals to the team members. The ability to receive
and giving significant feedback to the team members is a vital leadership part. In this case, I
would communicate effectively to both the millennials and the baby boomers. It is my duty to
educate them about conflicts and their consequences in a working environment. It is also
important to create a discussion forum whereby sharing ideas is recommended.
A team leader should also possess great problem-solving skills. The team leader should
also be creative and very resourceful on ways of approaching problems entailing the project or a
problem affecting the team members. Conflicts within a team often occur and it is mostly
considered to be normal due to disagreements among the members. It is the duty of a team leader
to know how to approach such conflicts and to implement efficient ways of solving the
problems. As a team leader in this project, I will implement the seven steps of solving conflicts
effectively in order to solve the conflict between baby boomers and the millennial. The problemsolving proves shall involve identifying the problem; understanding the interests of both parties;
evaluating the available options; selecting one option; documenting the option agreed by both
parties and finally agreeing on the possibilities, supervising and evaluation (Thor, 2016)
In conclusion, codes of conduct are essential and should be implemented in every
organization because they act as the reference and the central guide in supporting the behaviors
of employees and their decisions. They are also important because they state the mission, the
principles and the values of the organization.
CODE OF CONDUCT
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References
Baraldi, C., & Gavioli, L. (2012). Coordinating participation in dialogue interpreting.
Thor, B. (2016). Code of conduct.
Thor, B., & Schultz, A. (2016). Code of conduct.
Scenario A
Note: All character and company names are fictional and are not intended to
depict any actual person or business.
Your meeting with the chief executive officers (CEOs) of UWEAR and
PALEDENIM went well. In a discussion following the meeting, Theresa Tramlin,
the CEO of UWEAR, mentioned that she would like you to spend some time in
the field with her top sales representative to get a feel for what the salespeople
face every day selling in the current business environment. Today, you are
scheduled to spend the day with Joe Smith.
As you walk across the lobby of UWEAR, you see Theresa talking to a tall,
distinguished-looking man. “This is Joe Smith,” Theresa introduces when you
step up to them. “You’ll be spending some time with him today in the field.”
“Nice to meet you, Joe,” you respond, shaking Joe’s hand.
Theresa says goodbye and makes her way to the elevator while you and Joe
head toward the parking garage. “We’re going to meet with a couple of clients
today,” Joe explains. “First, we’ll have lunch with Bill Bateman, the CEO of the
Peninsula Hotel chain. He’s a great guy and I’m sure you’ll enjoy meeting him.”
“Where are we meeting him for lunch?” I ask, getting into Joe’s car.
“Bill’s hotel, the Peninsula, has a great restaurant that I frequently use to meet
clients,” Joe answers. “The food is outstanding. We’re going to meet him there
to discuss the renewal of his uniform contract.”
As you continue the drive to the hotel, Joe elaborates on his business history
with Bill. “I was able to win the contract for the Peninsula chain last year,” he
explains. “We were just able to underbid our competitor, Threads4U. In fact,
Bill said that I underbid them by about $5 per uniform. Great victory on my
part.”
“It sounds like you’ve established a great working relationship with Bill,” you
say.
“Oh, yeah,” Joe agrees. “He’s a great guy. The first time we met, I was on my
way to buy a nice bottle of cabernet as a birthday gift for my wife. She loves
the expensive wines. I happened to mention this to Bill, he said he orders it all
the time and offered to give me some for free. I told him it wasn’t
necessary, but he insisted. When I got my car back from the valet, I found not
just a bottle, but an entire case of high-end cabernet in my trunk.” Joe shakes
his head, smiling. “But that’s just the kind of guy Bill is.”
“It sounds like it worked out for you and your wife,” you comment. “Did she
enjoy her birthday gift?”
“Yes,” Joe says. “We both enjoyed it for quite some time. Well, here we are,”
he adds, pulling up the Peninsula Hotel.
As you park and exit the car, Joe explains, “Since Bill and I have been doing
business, he’s referred three other hotel owners to me to supply their
uniforms. Except for when I’m meeting with one of his competitors, I usually
conduct business meetings with clients here at the restaurant in Bill’s hotel.”
“It’s a beautiful hotel,” you comment as Joe leads you through the lobby,
admiring the elegant décor. “No wonder you enjoy coming here. I wouldn’t
mind bringing my family here for a weekend sometime.”
“Actually,” Joe says, “My wife and I have become really good friends with Bill
and his wife. He often invites us out onto his yacht with his family, we go to
social events with them, and we’ve stayed at the hotel several times. We really
enjoy it. You should bring your family sometime, too. Kids love the pool with
the waterfall.
You nod, following Joe into the hotel’s restaurant. After all you’ve heard about
Bill, you are very interested in meeting him.

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