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After reading the section about power in chapel 17 on pages 396-398 of the textbook, I have identified methods being used my manager. She does have total power which is composed of both position power and personal power. I have a sense of identification with her. During our one on one sessions, we discuss work related obstacles as well as personal. She has taken on a role, where I trust her with my career but my personal business as well. This section was very helpful to identify behaviors that I need to possess when talking to her and it will help my growth and development.

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http://www.nytimes.com/2014/11/07/business/airbag-maker-takata-is-said-to-have-conducted-secret-tests.html?_r=1

I drive a 2007 Honda Accord and I have been receiving postcards telling me to come back to the dealership so my airbags can be replaced. I have ignored them, but after reading these articles, I am not only going to take my car to the dealership, I am also going to make sure I research any major purchases. I usually purchase based on name alone, but having read this article, I've learned that I can't. I must do detailed research about everything to ensure good quality and not just by my perceived thought of the company.

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JIT is a technique for reducing inventories to a minimum by arranging production components to be delivered to the facility "just in time" for them to be used.(Certo/Certo, pg. 427)

I was over inventory while managing at Walgreens and I wish I had known about this method to discuss it my direct manager. It would've have helped keep our inventory down tremendously. It seemed as though some of the products we ordered, such as school supplies, we didn't need to have an abundance of them sitting around, however around Back to School time it would've made more sense to order them.

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Quality Assurance is defined on page 420 of the textbook as an operations process involving a broad group of activities aimed at achieving an organization's objectives.

"This call may be monitored for quality assurance"

This prompt is on EVERY call we take through my call center, and we are required to state that if we receive a transfer call. I love this aspect of my job, because I love the feedback I receive from managers, client liaisons, and executives. With them listening to the calls, grading them, and telling you what you could've done better really helps with my development as a CSA, and goal of getting into leadership. (Chapter 18, Module 8)

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http://www.forbes.com/sites/danschawbel/2012/09/22/how-to-be-a-great-manager-that-employees-want-to-work-with/#5fb88924491e

I wanted to discuss this article because it discusses emotional intelligence as being one of the primary factors of being a great manager. Constantly seeing this topic and keyword makes me understand it's importance. I am very grateful my manager is requiring me to take that courses associated with it. The more journal entries I'm completing, I'm beginning to see how much faith my manager has in me and my potential and that's why she wants me to take the classes. She knows my desire to grow with the company and she is doing what she can to help me get to that point. I am actually appreciating her more and more throughout these readings.

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The textbook glossary defines motivation as the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal. (Certo/Certo pg. 514)

The preface of Module 7 ask several questions about motivation. I think what motivates me the most at work is the incentive we have in place. We receive $200 for every metric we exceed each quarter and if we exceed all three we receive an additional $200 for a total of $800 additional each quarter. The money plus the recognition that comes along with it makes me want to work hard to help my company reach it's goal because I'm meeting mine as well. I don't believe I am going to move far within the company as far as promotion and career growth, so I just work hard for the incentive.

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Leadership is the process of directing the behavior of others toward the accomplishment of an objective. (Certo/Certo pg. 291)

The textbook goes on to state, managing is logical focus on organizational processes while leading is genuine concern for workers as people. (Certo/Certo, pg. 291)

This stood out to me because my team recently had a conversation with our manager and she stated her job is only to make sure we are adhering to our schedules, not calling out, and providing good customer service. She also said, she doesn't know how to do our job and it's not her job to do so. It took all of us aback and it immediately made me think of this chapter. Even though to me personally she is not a leader, she could be labeled to a leader who displays structure behavior to some.

I worked a Walgreens for five years as a manager and I was considered a leader within the company. I was empathetic, willing to help, hard working, and lead by example. In this position, I would have been labeled as a leader with consideration behavior. (Chapter 13, Module 7)

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Clan culture is an organization culture characterized by a strong internal focus with a high degree of flexibility and discretion. (Certo/Certo pg. 371)

Everything I have said about my company in this journal is stated in this definition. My job definitely promotes this type of culture.

The textbook also states this culture includes activities that reflect shared values and goals, cohesion among organization members, teamwork, and organization commitment to employees. (Certo/Certo, pg. 371)

(Module 7)

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Problem-any factor within an organization that is a barrier to organizational goal attainment. (Certo/Certo, pg. 395)

One thing about the where I work is they really want to know of any problems that we have so those issues can be looked into and fixed immediately. Everyday, during huddles, we have to discuss the voice of the customer, whether it's internal or external and talk about any trends that may pose a problem. We also have a section that is called "Problems" where we discuss any problems of the day and we prioritize them so they may be address in the order of importance. March was deemed "Problem Solving Month" and the team that presented the most legitimate problems won lunch for a week. With reading this, and seeing how my company responds to problems makes me very confident they are in the right direction for their goal. (Chapter 17, Module 7)

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In the preface of Module 6, it is stated:

Often times employees mistakenly believe that the HR department is on their side and that the HR department is the employee advocate.  In any situation that pits an employee against the organization, it is HR’s job to protect the organization.  HR coordinates with all departments and all employees within the organization to do their job, and they are normally a valued member of the organizational team.  The main purposes of HR are: Recruiting, Selection, Training and Performance appraisal

I have personally made the mistake of thinking the HR department was an advocate for the employees, so I chuckled while reading this, but fully understood the outcome of my phone call to them. I once called HR about management saying that I wasn't allowed to wear "PINK" to work on casual days. The response was it's manager's discretion. I thought the HR department was going to read the dress code, and state that even though  it doesn't clearly state we can or cannot wear designer clothes, HR didn't side with me. They actually read the dress code and suggested management come together and make it more clear and concise. Had I known and understood the role of HR then, I would've never called in the first place.

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Coaching is leadership that instructs followers on how to meet the specific organizational challenges they face. (Certo/Certo, pg. 304)

I hate being coached, and I wish my supervisor had this book as a guide to help her when she coaches. I always tell her she should "sandwich" her coaching sessions. She should start with good, provide the bad, then end with good. She always goes for the kill and keeps it that way. I vastly enjoyed the section on coaching because it not only helped me with how I should receive coaching/feedback, but it also helped me recognize some of my supervisor's behaviors as well. (Chapter 13, Module 6)

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http://fortune.com/2016/06/04/personality-tests-job-hiring/

Recruitment is the initial attraction and screening of protective human resources available to fill a position. (Certo/Certo pg. 220)

From my experience, during this process, there are a series of test to evaluate your capability to perform the job but also personality test as well. I am currently going through the hiring process for a job at another financial institution. During this process, I have had to take several personality tests. One which was in a "Men in Black" setting, very intimating and challenging. I was in a room alone with nothing else but scratch paper, 2 pencils, a phone, and a card with instructions to complete after the test was complete. The interview couldn't begin until I "passed" the test. I passed, interviewed well, and I am on to the final steps of the process, however this was very intimating. The article I've attached discuss why these type of test aren't good for the recruitment process and what alternatives could be use instead. (Module 6)

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In addition to the employee engagement survey we also take an annual "Best Place to Work" survey. With this survey, the company attempts to make the site exactly what it says by engaging with the employees. Because of this survey, we have had several groups and committees populate throughout our site. Since the first one, we have had 80's Day and a Prom. All to boost morale within the company. They intend to give us something to look forward to monthly in addition to all of the incentives we receive. To oversee these activities, the company has informal groups in place with formal groups providing them with structure and advice. (Module 6)

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At my job, we have this really tough agent who calls in to discuss her clients’ retirement plans. She is known throughout our sector and when she calls she's very condescending. Friday, my colleague and her really bumped heads, so much to the point were we all had to listen to call. During the call our manager gave us feedback, and said almost everything listed on Table 12.2. (Certo/Certo, pg. 281) In order to deescalate a caller who is already frustrated, you should listen, show empathy, and make the caller feel like you want to listen. (Chapter 12, Module 5)

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Changing an organization is the process of modifying an existing organization to increase organizational effectiveness. (Certo/Certo, pg. 242) My company uses a process called continuous improvement, and reading this chapter reminded me of that. The textbook states if an organization is to thrive, it must change continually in response to significant developments in the environment, such as changing customer needs, technological breakthroughs, and new government regulations. It goes on to say many managers consider change to be so critical to organizational success that they encourage employees to continually search for areas which beneficial changes can be made. This chapter section really made me appreciate the steps my company is making to reach our goals of becoming America’s retirement company. I hated coming to work and seeing emails about changes in anything rather it was the incentive, security protocols, or even the huddle.  After reading this and expanding my knowledge, I fully understand change must happen. Sometimes it is a matter a trail and error, however it’s only to improve the company and help reach the goal of the company.

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Emotional intelligence is the capacity of people to recognize their feelings and the feelings of others to motivate themselves, and to manage their own emotions as well as their emotions in relationships with others. (Certo/Certo, pg. 269) It goes on to state research on the topic indicate that managers with low levels of emotional intelligence are likely to be relatively unsuccessful because they are less likely to produce a positive work culture.The discussion of this topic really stood out to me because my manager has assigned me to take classes at work around emotional intelligence. Because I have such good metrics and a strong desire to move up within the company, but I have an “attitude” and not receptive to feedback, she feels this will help me get over my hump. I appreciated this section of the textbook more than most because it is so relatable to my everyday life and struggles. I printed Figure 12.3 on page 270 and pasted it on my desk as a constant reminder of the type of attitude and skills needed to manage. (Chapter 12, Module 5)

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The assignment for Module 5 was to create an employee engagement survey. At my job, we are encouraged to take an employee engagement survey quarterly. The survey is brief and to the point, and the purpose of it is to analyze how we as employees feel about the company, our managers, and the direction of the company. We are asked about our management and whether we trust them or not. If we are encouraged or excited about our jobs. There is also a comment box under some of question were we are encouraged to expand and discuss why we answer the way did. We are also asked to post comments in a free form box at the end of the survey. To make the employees feel valued, and after the scores have been tallied, we have a town hall style meeting to discuss some of the trending topics of the surveys. This helps make us and employees feel valued and we believe our voices have been heard.

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I work in the retirement industry, and if you look on tv, especially the sports channel, there are a lot of advertisements from Raymond James, Voya, Edward Jones, etc. Reading chapter 7, enlightened me on the "whys". On our “huddle boards” we discuss our mission statement is to become America’s Retirement company. In order to do so, we are very aware of our competitors progress. The textbook calls this competitor awareness and defines it as how mindful a company is of it’s competitors actions. We use this information as a part of our continuous improvement to reach our goal.  (Chapter 7, Module 4)

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I choose this meme because of it's sarcasm. The textbook defines job description as a list of specific activities that must be performed by whoever holds the position. (Certo/Certo, pg. 199) However, with reading seeing this meme, it made me wonder about job descriptions. How often are they update them? What triggering events cause for the job descriptions to be updated? I'm very curious about it especially in my line of business. (Chapter 9, Module 4)

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http://millennialceo.com/8-notsoobvious-lessons-apples-steve-jobs/

I really enjoyed discussing Steve Jobs, Apple, and his management styles in Module 1. This article not only enlightened me, but encouraged me as well as help support my points during the android vs. iPhone conversations with my friends. The points that stood out to me the most were: embrace simplicity, be willing to fail, and be passionate. Before reading this article, I took every failure to heart. Anytime I was coached by a manager or didn't exceed my metrics, I was disappointed and felt inadequate. However, after reading about SteveJobs, I realized it's ok to fail, but when you do come back stronger than ever. Be Passionate: I took this as basically being your own "hype man". If you don't believe your product is the best, then how will anyone else?

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While reading over the pdf provided to the class listing Fayol's principles, I recognized characteristics used by my direct manager and company.

1. Esprit de Corps – Organizations should strive to promote team spirit and unity.

Within our department, we are encouraged to decorate for holidays and have monthly team building potlucks and events. Each manager is given a budget to support this.

1. Initiative – Employees should be given the necessary level of freedom to create and carry out plans.

Our company uses continuous improvement (CI) and with that we are encouraged to suggest changes to any processes within the company that we see fit. Our company really strives to make the job easy for the employees and seamless for the clients. (Module 1)

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Chapter 2 discusses social responsibility. On page 27 of the textbook, it states profitability and growth go hand and hand with responsible treatment of employees, customers, and the community.

I work for a 401(k) company and we are encouraged to do activities within the community as well as donate money. Every employee is given 40 hours a year of volunteer hours were we are paid to volunteer to a cause of our choosing. We have giving campaigns and if we reach the goal as a company we are rewarded with more "jeans days". With doing these activities, we are making our presence felt within the community. This creates familiarity and customers and clients will be more inclined to gravitate to our company because of it.

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The assignment for Module 4 was to complete a SWOT for In N Out Burger, and although I didn't submit the assignment, I did research the company. The company reminded me of Publix. It is regional yet still thriving. They are located in 6 states just like Publix and yet they are doing well because of their great customer services, morals, and ethics.

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On page 207 of the textbook, Table 9.3 discusses guidelines for making delegation effective. On the same page, the textbook describes obstacles to the delegation process. It says subordinates may be reluctant to accept delegated authority because they may feel like the supervisor doesn't have confidence in them. It is very true, as I mentioned in a prior post, I feel like a token employee because of the lack of promotion advancement given to me due to personal feelings. It makes me reluctant to accept my supervisor as an authoritative figure because of it. (Chapter 9, Module 4)

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While I was working on the assignments for Module 3, I couldn't help but to think about Publix while discussing the failures of Target. Based on Publix's website, they have 1, 117 stores located in only six states, all in the Southeast, and their revenue for 2015 reached $32.4 billion. Target has 1,792 stores around the US and Canada based on their website, and their revenue for 2015 was $73 million. Obviously, Publix knows it's customer and services them well. It's very apparent with their revenue in comparison to Target's that expansion is not always warranted. Sometimes it best to stick with what you know, and be the best at that.

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http://fortune.com/2015/01/15/target-canada-fail/

I believe the main factor Target should've took into consideration is was there a need for their store in Canada, and if so, then researched the Canadian shopper and been prepared for that. (Module 3)

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My job uses forecasting to predict the flow of the calls coming into the center in order create a schedule to have enough representatives available to answer calls. This is vastly important to my company because we have contracts with the clients who's 401(k)s we service to answer calls within a certain timeframe or we will get penalized or could potentially lose that client. (Chapter 5, Module 3)

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The textbook discusses three different types of organizational objectives. At my job we have huddles on a daily basis to discuss individual, team, and center goals as it relates to our companies' objectives. Our numbers are clearly posted on the huddle board in relation to the companies objectives. So we as employees are aware of where our company wants to go and how we are going to get there. (Chapter 5, Module 3)

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Tokenism refers to being one of the few members of your group in the organization. (Certo/Certo, pg. 58) (Chapter 3, Module 2)

This is definitely me, and I hate it. I am exceeding every metric we are rated on, I have a degree and currently working on the next. Yet, I am under so much scrutiny. It almost feels as though management wants me to mess up. I can't excel because of personal opinions and not my numbers and work performance. I have been declined a promotion twice only because of my manager's feelings and not work performance. I was actually told not to excel but just be average.

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"Generation Y is interested in being a part of a team, working in a collaborative environment, and engaging with social media and other technologies." (Certo/Certo, pg. 57)

I was born in 1984 and I identify as a Millennial, and I totally agree with this statement. I recently told my manager that I was offended because I wasn't asked to help other co-workers and be apart of development for others because I was far exceeding our goals. I have such a strong desire to help my team perform at the highest level. (Chapter 3, Module 2)

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"To enhance your career success you must be proactive rather than reactive." (Certo/Certo, pg. 16)

Meaning, you shouldn't wait on someone to TELL you and direct you. You should take charge of career and SHOW that you have the competence to achieve your career goals. I printed this quote
and taped it in my cubicle at work the minute I read it. (Chapter 1, Module 1)

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I found this comic interesting because of the look of the characters faces. It seems as though, they're completely comfortable working together without labels and almost appalled at the notion of being recognized for being diverse. (Chapter 3, Module 2)

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The textbook states diversity refers to characteristics of individuals that shape their indents and the experiences they have in society. (Certo/Certo, pg. 53) (Chapter 3, Module 2)