Asynchronous Leadership Dilemmas | My Assignment Tutor

6HR510 Developing Leadership and Management 20-21 Seminar 5 session outline for Lecturers ActivityInstructionsSuggested time and resourcesAsynchronous Leadership DilemmasTasks – prepare for seminar discussions   Select two tasks and prepare for a seminar discussion   Embodying values as a leader Leading Change Ethical Dilemma Making difficult decisions   Instructions for each task can be found attached to this document.60 minutes  Synchronous Leadership DilemmasYou will be allocated to a breakout group to discuss your response to one of the tasks and to arrive at a consensus on your response.     Your group will lead the discussion on your allocated task and be prepared to respond to questions posed by other members of the seminar group.   You are expected to contribute to each task discussion.   Tutor: sum up the key considerations.  30 minutes       20 minutes               10 minutes Embodying Values Task:   Great leaders have identified and clarified their core working values.  They understand how each of their core values translates into leadership behaviour.  Focus on the values below and complete the chart capturing how the value translates into personal leadership behaviour. Integrity                 Positivity                 Excellence               Accountability                  Leading Change Dilemma Times of change often bring out uncertainty and negativity in people.  This can often slow the change process and affect productivity and motivation.  Task: Discuss the negative “types” listed below and identify different leadership strategies for dealing with such negativity. Negativity Types 1.       The Resisters – They actively oppose anything different 2.       The Wobbly – They areconstantly shifting moods and expect others to adjust to them 3.       The Gossipers – They spread rumours and tell inappropriate personal stories  4.       The Blamer – They areconstantly blaming others 5.       The Victims – They believe people are out to get them 6.       The Adhesives – They can’t let go, even things that happened years ago 7.       The Pessimists – They always expect the worst case scenario 8.       The Boiler – They will blow over the slightest provocation 9.       The Complainer – They feel everything is wrong or will soon go wrong 10.    The Chooser – They are constantly pitting one group against another 11.    The Detached – They feel most everything is dumb or beneath them 12.    The Self-Absorbed – They are constantly grabbing credit or attention Ethical Dilemma  Read the case study below and make a note of the main options that you have, and the pros and cons of pursuing these options. You work for a charity whose focus is helping people pull themselves out of poverty and alleviating the lives of people in poverty. Your organisation is interested in one-off and short-term assistance for people in need. For example: you will offer someone transport to a job interview and for a short period of time after securing employmentyou will provide people with the learning materials necessary for passing an examyou can arrange one-off home alterations for people who have become disabledyou might even provide kitchen and white goods when the absence of these appears to be causing people distress or ill health. The problem is that, increasingly, your charity is being forced to turn people away because the funds are not available to finance as many grants as you would like. You attend many meetings where people speak about the situation in language you believe to be quite fatalistic: ‘What can we do? These are difficult times.’ You have been aware for some time, however, that the charity has much of its capital invested in a number of properties, rent from which helps to finance your core operations. The properties are occupied by people in need, who are able to take advantage of guaranteed lower rents. However, the properties, which were situated in an area of relative poverty initially, are now amidst a ‘gentrified’ neighbourhood, where property prices have increased exponentially. You know that if the charity were to sell these properties it could secure its future for many years to come and could afford to provide more grants to people in need. You weigh up whether or not to raise this issue with the rest of the charity’s staff. What would you do?What might some of the risks and benefits be of either selling or keeping the properties mentioned in the case study? (Adapted from Open University, Ethical Leadership Dilemmas) Making difficult decisions – Who to make redundant? In this activity you are given a short description of the prevailing climate in a fictional workplace. You are then invited to consider who to make redundant in the face of the pandemic. The Galley Cafeteria is a 150-seat canteen-style restaurant located on the top floor of an eight-storey office block. The building was originally constructed in the 1970s to house employees of a large international shipping company and is located two miles from a major city centre. Until 2020 the Galley was a subsidised staff canteen serving meals and snacks to company employees and providing buffet lunches for meetings and functions held in the building. Since then, however, due to the pandemic and office workers working remotely, the Gallery is closed. Your workers are on furlough, but due to a lack of income you are unable to continue in your current form and have decided to reduce the scale of the business resulting in redundancies. Some employees have worked for the business since it opened in 1990 and have been loyal and dependable. Other employees are relatively new to the business. Question for discussion Consult the profiles of the individuals given below and make an argument for retaining half of the employees. Justify your decision to retain your chosen employees and be prepared to argue your case in the simulated management meeting. (Note: this is not an Employment Law module, so you are not expected to know redundancy legislation). Self-ChoiceGroup-ChoiceClass-ChoicePeople/Description   Lola – She is 22 years old and has worked from the company since leaving school. She suffers from clinical depression. She is a reliable worker but lacks any formal qualifications.   Mary Anne – She is a 45 year old single mother with 2 school aged children at home. She is the Assistant Manager and has worked in the restaurant since leaving school and climbed through the ranks from pot washer to her current position. She is hard working and conscientious but has found adapting to new technology challenging due to her low levels of computer literacy.   Billy – He is a school leaver, he is friendly and helpful, when he wants to be, but is often unreliable and late for work. His father works in the office.   Imran – He is 55 in good health but had some time off before the pandemic due to stress. He is very intelligent but likes to throw his knowledge in everyone’s face as he is a bit arrogant.   Suki – She is 30 and very ambitious she is eager for promotion and is constantly looking for new opportunities.   Mick – Mick is in his mid 40’s, he has had an interesting career and prior to joining The Gallery found it hard to hold down a job due to his excessive alcohol consumption.  Mike works in the kitchen and can sometimes be argumentative; his hygiene is not the best.   Barry – He is in his late 20’s he is ex military and has excellent leadership skills. Barry lives with his elderly parents in Derby and is their primary carer. He has not intentions of moving out of the local area.   Xavier– He is 18 and in good health, but he is extremely quiet and rarely interacts with his colleagues. He works in the back office and prefers to work on his own.      Fred – He is a 40 year old father of 4, he is competent in his current role but has little potential or motivation to move upwards in the business.   Yourself


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