Managing leading in business slide show no plagiarism

Use course resources and the information provided in the Project One Management Brief (located in the Supporting Materials section) to develop recommendations that will meet the needs of your new team and align with your organization’s mission, vision, culture statement, and goals.

Use the Presentation Template to create presentation slides that highlight key pieces of information, and use the Speaker Notes Template to outline what you would say when presenting your recommendations in a future meeting with leadership. Both templates are located in the What to Submit section.

Specifically, you must address the following rubric criteria:

1. Team Management
   1. Leadership and Management: Describe leadership and management practices that you feel would be best suited to manage the team. Explain why you believe these practices are in alignment with the organization’s mission, culture, and goals, as well as how they would be effective in improving the team’s culture.
   2. Followership: Explain how you would leverage your strengths as a leader to strengthen the team’s effectiveness and culture. Also explain how your strengths could be used to develop followership within your team.
   3. Decision-Making Models: Describe decision-making models that you believe will be the most effective for the team and management approach and their alignment with the organization, as well as how they would be effective in improving the team’s culture.
   4. Emotional Intelligence: Describe considerations for ensuring your management practices are emotionally intelligent and inclusive of diverse perspectives, needs, and roles within your team. Explain why you believe they are in alignment with the organization and how they would be effective in improving the team’s culture.
2. Communication and Collaboration Across Functions
   1. Forms and Functions: Explain how the various forms and functions of the organization impact the team; also explain how the team impacts the various forms and functions across the organization.
   2. Communication Practices: Describe the strengths and weaknesses of the current communication practices being used across functions, and recommend better ways to communicate that meet the organization’s needs.
   3. Organizational Mission, Vision, and Goals: Explain the general purpose of organizational missions, culture statements, and goals and what these three things say about the way an organization should operate. Take organizational structure, leadership and management approaches, and diversity and inclusion practices into account when considering an operation.

What to Submit

To complete this project, you must submit the following:

Template: Presentation Template
Your presentation should be between 7 to 10 slides in length, not including the title and references slides. Sources should be cited according to APA style.

Template: Speaker Notes Template
Use complete sentences to outline what you would say in a verbal presentation. Sources should be cited according to APA style. 

Use course resources and the information provided in the Project One Management Brief (located in the Supporting Materials section) to develop recommendations that will meet the needs of your new team and align with your organization’s mission, vision, culture statement, and goals.

Use the Presentation Template to create presentation slides that highlight key pieces of information, and use the Speaker Notes Template to outline what you would say when presenting your recommendations in a future meeting with leadership. Both templates are located in the What to Submit section.

Specifically, you must address the following rubric criteria:

1. Team Management
   1. Leadership and Management: Describe leadership and management practices that you feel would be best suited to manage the team. Explain why you believe these practices are in alignment with the organization’s mission, culture, and goals, as well as how they would be effective in improving the team’s culture.
   2. Followership: Explain how you would leverage your strengths as a leader to strengthen the team’s effectiveness and culture. Also explain how your strengths could be used to develop followership within your team.
   3. Decision-Making Models: Describe decision-making models that you believe will be the most effective for the team and management approach and their alignment with the organization, as well as how they would be effective in improving the team’s culture.
   4. Emotional Intelligence: Describe considerations for ensuring your management practices are emotionally intelligent and inclusive of diverse perspectives, needs, and roles within your team. Explain why you believe they are in alignment with the organization and how they would be effective in improving the team’s culture.
2. Communication and Collaboration Across Functions
   1. Forms and Functions: Explain how the various forms and functions of the organization impact the team; also explain how the team impacts the various forms and functions across the organization.
   2. Communication Practices: Describe the strengths and weaknesses of the current communication practices being used across functions, and recommend better ways to communicate that meet the organization’s needs.
   3. Organizational Mission, Vision, and Goals: Explain the general purpose of organizational missions, culture statements, and goals and what these three things say about the way an organization should operate. Take organizational structure, leadership and management approaches, and diversity and inclusion practices into account when considering an operation.

What to Submit

To complete this project, you must submit the following:

Template: Presentation Template
Your presentation should be between 7 to 10 slides in length, not including the title and references slides. Sources should be cited according to APA style.

Template: Speaker Notes Template
Use complete sentences to outline what you would say in a verbal presentation. Sources should be cited according to APA style.

 Organizational Mission The SNHU Pet Supply Company’s mission is to provide high-quality pet food, treats, and toys to dogs and  cats. Note: If you would instead like to use the mission statement you created with your group in the Module Four discussion, you may do so. Culture Statement The SNHU Pet Supply Company is staffed by a diverse group of more than 500 employees who love pets  and appreciate the joy and friendship they bring to our homes and communities. We are a passionate,  friendly group of people who strive to provide high-quality products and customer-first services across  the nation to our customers and their pets. Organizational Goals • Make quality pet products easier for customers to obtain through decreasing production costs  by 3% • Increase workplace efficiencies to deliver products more quickly and effectively • Increase employee satisfaction ratings by 4% Organizational Structure The organization is divided into three divisions: food, toys, and supplies. Each division has its own  product development, merchandising, marketing, sales, supply chain, and retail operations department.  Although some of these departments collaborate on major projects, such as nationwide marketing  campaigns, they usually work independently. The company also has other departments that cover all  three divisions, such as Human Resources (HR) and Informational Technology (IT). The Manchester and Denver offices are headed by the vice presidents (VPs) of each location. Most of  the remote workers report to the VP at Manchester, although a handful are associated with the Denver  office as well. Each office has its own divisional and departmental managers, and although these  managers are given some independence on how to manage their teams, most decisions must be  approved by their VPs or the executive leadership in Manchester.A text-only version of the image above is available in the Supporting Materials section of the Project One  Guidelines and Rubric in your course. Organizational Communication The company primarily relies on formal communication methods such as email and in-person meetings;  however, each colocated division also has its own preferred communication tools. Communication tools  vary from comments in live documents (through Google’s G Suite applications or Microsoft Office 365)  to instant messaging tools (through Skype, Teams, or Slack) to in-office whiteboards.  Employees and managers often note in feedback surveys that they do not receive information in a  timely, consistent fashion, and that more often than not, they hear about major changes and initiatives  through the grapevine or through informal conversations with coworkers. Employees on shared-services  teams (HR and IT) also note that the different team cultures and communication preferences across  divisions and locations make it difficult for them to collaborate and communicate with their coworkers. Management Approaches As the company grew rapidly to meet consumer demands, it experienced rapid turnover. Leaders  promoted veteran employees to management roles based on years of experience. These new managers  were assigned direct reports at random, including direct reports from colocated divisions and fully  remote employees working on colocated teams.Many of the new managers had little management experience. As a result, the company provided a twoday intensive management training and provided all managers with a handbook that outlined the  standard company-management practices. Managers were expected to follow the standard practices in  the handbook. These practices included using an authoritative, results-based management style;  resolving performance issues quickly based on standard processes; and fulfilling tasks related to project  management, meeting facilitation, and decision making for their teams. In feedback surveys, employees frequently noted that their managers were often insensitive and  inflexible, leaving little room for others to have a say in decision-making processes. They also reported  feeling micromanaged. Managers who responded to the feedback surveys noted that they often felt  uncomfortable using the strict, standardized management styles and approaches the company required.  While management styles and approaches were standardized across teams, things like productivity tools  and collaborative practices were not. As the company grew in size, managers saw a continual decline in  productivity. Many managers, especially those new to their roles, often stated they felt overwhelmed  and underprepared for their role. To address these concerns, leadership created a new organizational goal focused on improving  employee satisfaction and giving managers more autonomy over managing their teams. The changes  have been in place for almost a year, and the organization has seen an increase in employee  satisfaction. However, your team’s previous manager decided to continue using the old management  style, stating that it better suited their personal management style and that it would be most  appropriate for their team. Team Culture Your team has been together for a little over two years. Your teammates describe one another as  creative and capable, but they feel their skills are underused, and they have one of the lowest employee  satisfaction ratings in the organization. In surveys, their feedback centers around a few specific areas: a  lack of autonomy, not feeling heard or valued, and abundant miscommunication. Because the team’s previous manager had maintained the organization’s strict, results-based  management style, team members were often pushed to meet short deadlines and focus on  quantitative achievements. They felt as though they had no opportunities to get creative, take initiative,  or grow. When they asked questions, expressed concerns, or made suggestions for improvements, their  previous manager often shot them down in ways that were insensitive. This caused the team to give up  trying. The previous manager also tried to keep team members from going “outside the team” to get support  or to collaborate. The manager would grow frustrated when teammates would communicate with  others and come back with new ideas or knowledge of how other teams were operating, claiming this  was “wasted time and energy.” The manager’s mentality also frustrated the team around the time of  the organizational change. The team felt left out of the loop regarding organizational initiatives, major  announcements, and general updates due to the lack of cross-team and cross-departmental  communication. Lastly, the previous manager worked from the Manchester, New Hampshire office and  would schedule all team meetings based on Eastern Standard Time, which created scheduling  complexities for geographically distributed team members.While your team members have been feeling undervalued and frustrated for some time, their feedback  does note that they do like one another, collaborate well among themselves, and each seem to have a  unique skill set that could be used in addition to their typical job responsibilities.