CEO, Richard Feinberg
President, Julie Barrett
President, Rick Mouser
Executive Vice President(s), TBD
Group Manager (1), Stacy Lubs
Group Manager (2), Ashley Reinhold
Group Manager (3), Genevieve Desutter
Group Manager (4), Leslie Fruehman
Group Manager (5), Jason Saunders
Group Manager (6), Kevin Lee
Group Manager (7), Elliot Case
Group Manager (8), Caroline Lawrence
Group Manager (9), Patrick Dykes
Group Manager (10), Laura Kunzie
Group Manager (11), Nick Brailsford
Group Manager (12), Kathryn Lukaszewski
Group Manager (13), Taylor Williams
Group Manager (14), Jeremiah Kitchel
Group Manager (15), John Giczewski
Group Manager (16), Erika Earl
Group Manager (17), Jackson Phelps
Group Manager (18), Grant Soliven
Group Manager (19), Alex Henning
General Workers/Class
President, Julie Barrett
President, Rick Mouser
Executive Vice President(s), TBD
Group Manager (1), Stacy Lubs
Group Manager (2), Ashley Reinhold
Group Manager (3), Genevieve Desutter
Group Manager (4), Leslie Fruehman
Group Manager (5), Jason Saunders
Group Manager (6), Kevin Lee
Group Manager (7), Elliot Case
Group Manager (8), Caroline Lawrence
Group Manager (9), Patrick Dykes
Group Manager (10), Laura Kunzie
Group Manager (11), Nick Brailsford
Group Manager (12), Kathryn Lukaszewski
Group Manager (13), Taylor Williams
Group Manager (14), Jeremiah Kitchel
Group Manager (15), John Giczewski
Group Manager (16), Erika Earl
Group Manager (17), Jackson Phelps
Group Manager (18), Grant Soliven
Group Manager (19), Alex Henning
General Workers/Class
In response to the class activity that we did in class on Monday (3/22) I observed that some of you are confused about the organizational structure of this class. Above I have included a spread of how our organizational structure has fallen into place, which I developed according to standards given in the course syllabus. I think this is a great tool in understanding how communication should be taking place within our organization, our organization being our CSR 309 class.
Group Managers are directly accountable for the work put out by their General Workers (group members). Group Managers are in place to relay instructions, gather information, identify the need for help, identify resources, make resources available as needed, and share in-group decision making when appropriate. Group Managers should be communicating the work of their group to the Executive Vice President(s).
Executive Vice President(s) are in place to further facilitate clear communication from upper management. They should be working with our Presidents to establish measurable achievements and effective solutions to areas seeking improvement. This is necessary so that Managers are able to understand and communicate what goal(s) we are working towards, and where we stand as individuals, groups, and an organization in achieving those goals.
The Presidents are our direct links to the top of the chart... CEO, Richard Feinberg. Although the CEO represents a position of ultimate authority, real decision making authorities for all levels of the organization have been given to our Presidents.
Why has our organization not achieved cohesiveness?
In my opinion, our CEO is too distant; he is "A REALLY BAD LEADER" despite the fact that he has delivered a course syllabus which clearly states both our Learning and Outcome Objectives:
1. Be a Better Leader in Your Own Life, Articulate 5 instances when a decision was made with awareness of some of the principles discussed in class.
2. Be a Better Leader for Others, Articulate 5 instances when a decision was made with awareness of some of the principles discussed in class.
3. Write Better
4. See Leadership and Analyze Leadership Everywhere that You Look, You will be given a choice of a current newspaper or national business magazine and be able to articulate he various leadership points in an article or articles.
5. (10...20...+) years from now... you will be a better leader for yourself and others and be able to articulate how CSR 309 was responsible for part of that.
Measurable Outcomes:
Test (200 pts.)
1 Group Memos (400 pts.)
1 Individual Memos (300 pts.)
Leadership Brochure (100 pts.)
Leadership Evaluations of Member (200 pts.)
Various Other Points (100 pts.)
Total: 1300 pts.
A= 1170+
B= 1040-1169
C= 910-1039
D= 780-909
F= 779 and below
BUT... these objectives have not been carried out effectively. Procedures have been changed or lost in translation, performance expectations have not been clearly established, work evaluation is not based on clear-cut standards, and poor performance continues to go by without understood or effective repercussions.
How do we change this?
As we have learned from course content like It's Your Ship, in an effective organization members of every rank can contribute to the solution.
"No matter how fantastic your message is, if no one is receiving it, you aren't communicating. You must have mastery of all means of communication, along with the willingness to use them-- otherwise, you're just talking to yourself." (It's Your Ship, Pg. 58)
This Blog, along with the Team Leader Blog have been established as the most effective means of communication for our organization. Julie (our President) has been asked to follow our Group 16 Blog, and a request for the CEO to follow this blog has also been made.
I look for you all to contribute to this post, suggestions as to what other ways we can effectively communicate, what information has not been communicated, and how we can utilize communication to develop greater Group and Team cohesiveness.
Refer to the post on Group 16 Goals and Performance Expectations to find out what contributions I expect you to make to Group 16, team Julie, and CSR 309 as an organization.
Erika
Group Managers are directly accountable for the work put out by their General Workers (group members). Group Managers are in place to relay instructions, gather information, identify the need for help, identify resources, make resources available as needed, and share in-group decision making when appropriate. Group Managers should be communicating the work of their group to the Executive Vice President(s).
Executive Vice President(s) are in place to further facilitate clear communication from upper management. They should be working with our Presidents to establish measurable achievements and effective solutions to areas seeking improvement. This is necessary so that Managers are able to understand and communicate what goal(s) we are working towards, and where we stand as individuals, groups, and an organization in achieving those goals.
The Presidents are our direct links to the top of the chart... CEO, Richard Feinberg. Although the CEO represents a position of ultimate authority, real decision making authorities for all levels of the organization have been given to our Presidents.
Why has our organization not achieved cohesiveness?
In my opinion, our CEO is too distant; he is "A REALLY BAD LEADER" despite the fact that he has delivered a course syllabus which clearly states both our Learning and Outcome Objectives:
1. Be a Better Leader in Your Own Life, Articulate 5 instances when a decision was made with awareness of some of the principles discussed in class.
2. Be a Better Leader for Others, Articulate 5 instances when a decision was made with awareness of some of the principles discussed in class.
3. Write Better
4. See Leadership and Analyze Leadership Everywhere that You Look, You will be given a choice of a current newspaper or national business magazine and be able to articulate he various leadership points in an article or articles.
5. (10...20...+) years from now... you will be a better leader for yourself and others and be able to articulate how CSR 309 was responsible for part of that.
Measurable Outcomes:
Test (200 pts.)
1 Group Memos (400 pts.)
1 Individual Memos (300 pts.)
Leadership Brochure (100 pts.)
Leadership Evaluations of Member (200 pts.)
Various Other Points (100 pts.)
Total: 1300 pts.
A= 1170+
B= 1040-1169
C= 910-1039
D= 780-909
F= 779 and below
BUT... these objectives have not been carried out effectively. Procedures have been changed or lost in translation, performance expectations have not been clearly established, work evaluation is not based on clear-cut standards, and poor performance continues to go by without understood or effective repercussions.
How do we change this?
As we have learned from course content like It's Your Ship, in an effective organization members of every rank can contribute to the solution.
"No matter how fantastic your message is, if no one is receiving it, you aren't communicating. You must have mastery of all means of communication, along with the willingness to use them-- otherwise, you're just talking to yourself." (It's Your Ship, Pg. 58)
This Blog, along with the Team Leader Blog have been established as the most effective means of communication for our organization. Julie (our President) has been asked to follow our Group 16 Blog, and a request for the CEO to follow this blog has also been made.
I look for you all to contribute to this post, suggestions as to what other ways we can effectively communicate, what information has not been communicated, and how we can utilize communication to develop greater Group and Team cohesiveness.
Refer to the post on Group 16 Goals and Performance Expectations to find out what contributions I expect you to make to Group 16, team Julie, and CSR 309 as an organization.
Erika
Do you think that we need a Vice President(s)? What purpose would they serve? How should they be chosen?
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