Ethical Considerations
February 19, 2021What are some effective versus ineffective managers
February 19, 202101. 02. Operations Management
Part One:
1 – Leadership Development Plan Outline
Competencies
Differentiate behavioral traits and highly effective habits of successful operations managers.
Instructions
You have recently received a promotion from operations team lead to operations manager. The organization you work for has established an Emerging Leaders onboarding learning and development program to assist new managers in closing minor skills gaps, and to set them up for success. During the one-year onboarding program, you are required to participate in assessments and activities that will help you to identify and understand your organizational leadership style. As part of this onboarding process, and to assist you to better understand your organizational leadership style, there is an outline development requirement as part of the one-year onboarding leadership development program.
For this onboarding outline, you have been asked to address the following questions:
- Create an outline and state which of the five leadership styles (transformational, transactional, servant, laissez-fair, autocratic) best defines your leadership style:
- Why do you believe this is your organizational leadership style? Explain the traits you exhibit as an Emerging Leader that leads you to believe you possess the specific leadership development style.
- What are your leadership strengths? Explain the strengths in detail as they relate to you as an Emerging Leader.
- What are your leadership weaknesses? Explain the weaknesses in detail as they relate to you as an Emerging Leader.
Explain in the outline in chronological order the steps you will take to understand and improve your organizational leadership style.
Grading Rubric
| F | F | C | B | A |
| 0 | 1 | 2 | 3 | 4 |
| No Pass | No Pass | Competence | Proficiency | Mastery |
| Not Submitted | No identification of organizational leadership style. | Identifies organizational leadership style, but lacks explanation of leadership trait identifiers. | Identifies organizational leadership style, and explanation shows signs of understanding. | Identifies organizational leadership style, fully explains leadership trait identifiers, and supports stance. |
| Not Submitted | No selection of organizational leadership style the student most closely identifies with. | Selects organizational leadership style, but lacks explanation and personal leadership examples. | Selects organizational leadership style and provides some explanation and good personal leadership examples. | Selects organizational leadership style with fully supporting personal leadership examples and explanation. |
| Not Submitted | No noticeable attempt to define any organizational leadership style. | Correctly defines one organizational leadership style trait; attempts to define another. | Correctly defines organizational leadership style traits. | Thoroughly defines organizational leadership style with supporting research. |
| Not Submitted | No noticeable attempt to critique organizational leadership style. | Attempts to critique organizational leadership style with some supporting evidence. | Critiques organizational leadership style with supporting evidence. | Thoroughly critiques organizational leadership style with strong supporting evidence. |
| Not Submitted | No identification of organizational leadership style strengths and weaknesses. | Attempts to define organizational leadership style strengths and weaknesses with minimal supporting information. | Defines organizational leadership style strengths and weaknesses with supporting information. | Defines organizational leadership style strengths and weaknesses with strong supporting evidence. |
| Not Submitted | No chronological discussion of steps to take to understand organizational leadership style. | Selects chronological discussion of steps to take to understand organizational leadership style, but lacks explanation and personal examples. | Selects chronological discussion of steps to take to understand organizational leadership style with minimal support through explanation and personal examples. | Selects chronological discussion of steps to take to understand organizational leadership style and fully supports through explanation and personal examples. |
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Part Two:
2 – Strategic Plan Outline
Competencies
Distinguish the strategic actions that differentiate between successful domestic and international sourcing plans.
Instructions
You have been in the Emerging Leaders onboarding learning and development program for one quarter and have experienced a few successes. During this onboarding-program you have participated in assessments and completed a leadership development outline to help you to identify and understand your organizational leadership style. Now let us move forward in the onboarding program where you are asked to develop a strategic plan outline to help you to distinguish the strategic actions that differentiate between successful domestic and international sourcing plans as an emerging operations leader.
For this strategic plan outline, you are being asked to address and answer the following questions:
- Create a table outline and clearly distinguish the strategic actions that differentiate between successful domestic and international sourcing plans:
- What does a successful domestic sourcing plan entail? Explain how you as an Emerging Leader will implement a successful domestic sourcing plan.
- What does a successful international sourcing plan entail? Explain how you as an Emerging Leader will implement a successful international sourcing plan.
Clearly distinguish and differentiate in the table outline between successful domestic and international sourcing plans.
Grading Rubric
| F | F | C | B | A |
| 0 | 1 | 2 | 3 | 4 |
| No Pass | No Pass | Competence | Proficiency | Mastery |
| Not Submitted | No identification of successful domestic and international sourcing plans, missing basic features and support. | Identifies successful domestic and international sourcing plans, but lacks explanation of basic features. | Identifies successful domestic and international sourcing plans with a developed explanation. | Thoroughly identifies successful domestic and international sourcing plans, fully explains basic features and supports stance. |
| Not Submitted | No differentiation between successful domestic and international sourcing plans, student most closely identifies with. | States differentiation between successful domestic and international sourcing plans, but lacks explanation and personal examples. | States differentiation between successful domestic and international sourcing plans including explanation and personal examples. | Thoroughly states differentiation between successful domestic and international sourcing plans with fully supporting personal examples and explanation. |
| Not Submitted | No noticeable attempt to define what entails a successful sourcing plan. | Correctly attempts to define what entails aspects of a successful sourcing plan with one statement of support. | Correctly defines what entails aspects of a successful sourcing plan with adequate supporting research. | Correctly defines what entails aspects of a successful sourcing plan with supporting research. |
| Not Submitted | No noticeable attempt to differentiate domestic and international sourcing plans. | Attempts differentiate domestic and international sourcing plans with little supporting evidence. | Attempts to differentiate domestic and international sourcing plans with adequate supporting evidence. | Thoroughly differentiate domestic and international sourcing plans with strong supporting evidence. |
| Not Submitted | No identification of how an Emerging Leader will implement successful sourcing plans. | Attempts to define how an Emerging Leader will implement successful sourcing plans with minimal supporting information. | Defines how an Emerging Leader will implement successful sourcing plans with supporting information. | Defines how an Emerging Leader will implement successful sourcing plans with strong supporting evidence and information. |
| Not Submitted | No development of an Emerging Leader sourcing plan table outline. | Development of an Emerging Leader sourcing plan table outline, but lacks explanation and leadership examples. | Development of an Emerging Leader sourcing plan table outline with supporting explanations and leadership examples. | Development of Emerging Leader sourcing plan table outline with fully supported thorough explanation and leadership examples. |