Below is a segment from my former University of Phoenix blog. I have since rolled the blog into my main blog for posterity.
--------------------
1. How does your current organization use groups or teams? What have been the pros and cons in your organization? Should all jobs be designed around groups?
I learned in COM 515 that a team consists of people following similar methods to accomplish a given task or goal. Team members work collaboratively, and share responsibilities. Each is responsible for their part, and the entire team suffers if they fail to meet that responsibility.
To the best of my knowledge, my company does not take advantage of teams in its endeavors. We are broken into groups (departments), which means that the ultimate end results are the same among the employees of a department, but our skill sets, individual goals and means of getting there are completely unique to ourselves.
I wouldn’t feel comfortable making sweeping generalizations like “All companies should work in groups,” since in many cases (as is with UoP coursework) much can be accomplished through teams. Personal and group successes can be achieved in an environment that encourages team work. One thing I will suggest is that teamwork seems to instill a great deal more pride in individuals. Such pride contributes to healthy morale and work ethic, which almost always leads to better work performance.
2. What is your opinion of the Bases of Power discussed on page 353 of Robbins or page 533 of the eText? Should all Bases of Power be used by leaders and/or managers? Which Bases of Power have you used or experienced?
If coercive power is positive, I think it is a good thing. It keeps honest people honest. You should follow the rules, not because you'll be punished, but because you want the best for your company. I think the real trick to coercive power is establishing boundaries that are clear and defining to your people the reasons you have established them. Then, you'd find that you don't really need to worry so much about day-to-day monitoring. If coercive power is used in a negative light (intimidation, fear, threats) like it is in my office, it is one of the most destructive things you can do to your employees. My boss is an extreme example of this. On my first day in his department after switching over, he had me in his office to say hello. I was told that it’s my job to make sure I don’t F**k up, and if I do, that we’d need to talk. I think I don’t even need to get into how I feel about that man after that conversation. I didn’t need that talk at all.
Reward power (aside from the most basic of rewards at work, the paycheck) doesn't happen very much in my company. I try to make it a point to publicly thank people who work with me on projects, but that's about where it stops. There's never a "yes, Brian's right- thank you, Liz, for your work on this" email or anything. I think regarding employees might be the first step in turning around the office morale, not because I feel like the company owes me anything. I'm lucky to still have a tech job these days. It's just that they need to show that they care. Rewards in the form of thank-you’s go such a long way.
We all respect experts in given areas. In my office, most of these experts are Internet Security specialists. They lack a great deal of social ability and tend to talk over everyone’s head because they enjoy feeling powerful. Expert power can be used effectively, but not when people are made to feel stupid.
Referent power is probably one of the best tools a manager has in his/her arsenal. By acting as a good example, people actually WANT to work hard like them, WANT to succeed like them, and WANT to do a good job for them. Referent power can work without words, rules, or long team-building meetings. I’m a big believer in this, but never even knew it had a name!
3. Describe a leader in your life. What makes that individual a leader?
My father is a leader in my life. He is personable, respectable, honorable, and hard-working. To me, a leader must be inspiring and motivational. My father meets those criteria. He insures that I have the means to learn what is expected of me, then steps back to give me the space to succeed on my own. He offers guidance when I need it, but would prefer that I try and explore options on my own. A good leader works to produce more leaders. By serving as an example, he is not only a model of leadership, but he is helping me become a leader myself.
4. Write your own discussion question and answer it.
What is your preferred management style? How does your style affect your employees?
Occasionally, I work with others on projects where I am the resident expert. In these cases, I get to be the leader, and take the assignment objectives very seriously. I like to lead by example. I show my team how something is done, essentially creating a model of performance. From there, I turn the team loose to work on the goal.
I closely monitor the team to be sure that everyone is on the right path. As time goes on, I can do less and less of this, since the team is more attuned to the assignment and can operate with less reliance on me.
Ideally, once the team has accomplished something significant, I like to offer a challenge- to teach the assignment to others. This is the true test of knowledge, whether your message can be passed along to others. A successful training leaves my team satisfied that they know the material, and have accomplished something as a team that is much more significant than anything any one employee could have done.