Discussion #1 What does it mean to be a LEADER?Consider these three fundamental shifts:1.From stability to Change and Crisis ManagementIn the past, many leaders assumed that the organization would be successful if they could just keep things running in a steady manner.Todays world is in constant motion, and nothing seems certain anymore.The illusion of stability has been shattered; todays best leaders accept the inevitability of change and crisis.2.From Control to EmpowermentPowerful leaders once thought that workers should be told what to do and how to do it.Today these assumptions are no longer valid.Effective leaders share power and find ways to get everyone in the organization involved and committed.3.From Competition to CollaborationAlthough some companies will encourage internal competition and aggressiveness, most successful organizations stress teamwork, compromise and cooperation so that all employees can become the best they can be.There is also a growing trend toward increasing collaboration with other organizations so that companies think of themselves as teams that create value jointly rather than as autonomous entities in competition with all others.In addition, you are asked to offer an informed opinion about each of the following:Which of these three fundamental shifts represents the greatest challenge for you? Explain.Provide an example of one of these three fundamental shifts by discussing a current event (the past 2 years).Discussion #2Path-Goal Theory of LeadershipSome of the most common situations that might prevent workers from achieving goals are as follows: follower lacks self confidence, ambiguous job, job lacks challenge, incorrect rewards.For above listed situations, there are certain things leaders could do to remove the barrier and get the worker back on the path toward the goal.1. Pick one of the four situations above in which you can relate in your own past job experience. Clearly describe the situation. What did your boss do to get you back on track? If your boss’ actions were not effective, describe what you think your boss could have done better. If you are a manager, you could describe your own actions. Your answers must be thoughtful and provide sufficient discussion and support.Consider these three fundamental shifts:1.From stability to Change and Crisis ManagementIn the past, many leaders assumed that the organization would be successful if they could just keep things running in a steady manner.Todays world is in constant motion, and nothing seems certain anymore.The illusion of stability has been shattered; todays best leaders accept the inevitability of change and crisis.2.From Control to EmpowermentPowerful leaders once thought that workers should be told what to do and how to do it.Today these assumptions are no longer valid.Effective leaders share power and find ways to get everyone in the organization involved and committed.3.From Competition to CollaborationAlthough some companies will encourage internal competition and aggressiveness, most successful organizations stress teamwork, compromise and cooperation so that all employees can become the best they can be.There is also a growing trend toward increasing collaboration with other organizations so that companies think of themselves as teams that create value jointly rather than as autonomous entities in competition with all others.In addition, you are asked to offer an informed opinion about each of the following:

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Multiple Choice Questions (Enter your answers on the enclosed answer sheet) 1. In the training design process, selection of training methods is the step. first third final next to final 2. Person and task analysis are part of which step of the training design process? Ensuring transfer of training Developing an evaluation plan Conducting needs assessment Monitoring and evaluating the program 3. The training design process selection of training methods should occur directly following: development of an evaluation plan. needs assessment. ensuring transfer of training. development of learning objectives. 4. The acronym ADD I E is most closely associated with: a. high-leverage training. b.ISD. intellectual capital. Six Sigma. Which of the following is not a force discussed by Noe as influencing the workplace and training? Economic cycles New laws regulating allocation of training funds in the US New technology High-performance work systems 6. The process of moving jobs from the United States to other locations in the world is called: outsourcing. globalization. offshoring. virtual teams. 7. Noe argues that all but which of the following are reasons offshoring is occurring? U.S. visa laws allow foreign worker in the U.S. for seven years. The U.S. graduates fewer U.S. born engineers than China and Japan. More talented employees may be available outside the U.S. Some countries provide substantial incentives for workers to work in the U.S. 8. Companies report the most important talent management challenge they face is: identifying and training employees with managerial talent. getting more women and minorities into the company. developing programs to retain older workers. obtaining enough new workers with required skills. 9. Noe argues that providing training gives organizations a competitive advantage. online instructor-led tacit knowledge explicit knowledge All of the following except is an implication of an emphasis on learning vs. training as an event. learning must be related to achieving business goals companies need to support more informal learning companies need to provide psychological support for learning companies need to anticipate needs and plan more formal training 11. Which of the following are good metrics for demonstrating the strategic value of training? Number of hours of training conducted in the past fiscal year Training costs were within budgeted amount Average cost per hour of training Ti me spent fi II i ng management positions 12. A balanced scorecard considers four different perspectives: customer, internal, innovation and learning, and financial. metrics, measurement, SWOT, customers. financial, physical, tacit, and expl icit. internal customers, management, government regulators, and shareholders.

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