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The project should be no longer than 10-12 double spaced pages, 12-point font and include a cover page and references using APA format. Include a minimum of two credible sources beyond those listed on the course. Please do not use the example the PDF showed in the form. I will give you another note that I made of this course. It perhaps help you do this project.Tell me if you need other kind of course materials (such like course slides etc.) The questions that PDF listed all need to be answered. Quality is the most important thing of this paper.
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FINAL PROJECT
Ch-ch-ch-changes
Vision Statement for Interdisciplinary Management Program – Leaders, Who Make a
Difference
This course places management in its broadest context and helps students from diverse
disciplines understand the complex social, economic, ecological, political, corporate, and
technical forces shaping 21st century leadership in the public, private and non-profit sectors. We
see students who successfully complete MGMT 1301/1302 as holistic, critical and strategic
thinkers, acting with integrity to engage stakeholders, individually and in teams, to achieve
personal, organizational and societal goals through interdisciplinary approaches. MGMT
1301/1302 graduates will possess the ability to think globally, strategically, boldly, holistically
and interdisciplinary, while considering local ecological, economic and cultural differences.
The goal of this project is to provide you with the opportunity to build on knowledge and
information obtained from this course, and grapple with some of the, often complex,
challenges involved in developing and managing a business (or other management) project in
the real world. This assignment is designed to give you experience with understanding how
emerging technology impacts all aspects of an organization.
Guidelines:
Submissions should be no longer than 10-12 double spaced pages, 12-point font and include a
cover page and references using APA format. Include a minimum of two credible sources
beyond those listed on the course Brightspace. You may work in groups: size is a minimum of
one and maximum of three. Groups that submit collectively will all receive the same grade on
the assignment. Each group member should submit a copy of the report with ALL group
members names and banner numbers listed. Failure to do so will result in a mark of “0”.
Submissions should consider and respond to the issues raised below. Submissions will be
evaluated on the degree to which they engage these issues, the critical rigor and quality of
argument they bring to bear in that engagement, and the clarity with which they explain how
they will overcome the issues they are likely to engage. A well-developed paper will have an
introduction, body with subheadings, and conclusion.
The Task:
Choose an item on the Gartner Hype Cycle for Emerging Technologies 2018 (Appendix 1)
[Decision #1]. Prepare a 10-12 double spaced pages report introducing that technology and
how it is likely to impact either a specific organization of your choice, or a specific segment of
Canadian society [Decision #2]. Your report must include a cover letter addressed to an
appropriate recipient (leader in the organization or a connected or) requiring an action
[Decision #3].
Potential examples of these three decisions might be:
Technology
Organization/Segment
Blockchain
Bank of Montreal
Virtual Assistants
Smart Dust
Seniors in Rural Nova
Scotia
The Canadian Military
Volumetric Displays
Canadian Consumers
Memo recipient
Superintendent of Financial
Institutions
CEO of Shannex
Chief of the Defence Staff OR
The director of the Canadian
Voice of Women for Peace
Ecology Action Centre OR
Merchandiser at Best Buy
Note: the consequence of having three decision-points is that your report must demonstrate
why your recipient would be concerned with the impact of your technology on that
organization or social segment.
Your report should identify the most important information to communicate about your chosen
emerging technology. You may wish to consider the following elements:
• What the key points of resistance will be in your organization?
• What the key points of resistance will be in society?
• What is new about this technology? Are any elements particularly disruptive?
• How will people use this technology in ways that are different from how we’ve used
technology before?
• Who are the key stakeholders of this technology (within the context of the organization or
segment of society you identify), and what opportunities and challenges does this
technology represent to these stakeholders?
• What are the potential risks to each of the stakeholders you named?
• What should be the priorities of any early adopters of this technology?
• What are the environmental implications of this technology (e.g., are they negative or
positive)?
• What are the implications of adopting this technology for how the organisation functions,
and its operational culture?
• What new capacities will the organisation need to develop in order to adopt, or respond to
the adoption of, this new technology (e.g. What new staff might they need? What skills
might their staff need? What additional resources might be required?)
• Who will gain and who will lose with this technology?
• How does this technology relate to the megatrends or convergence of trends discussed in
class?
• How is the leadership of the organization responding to this technology currently, if at all?
• How will this technology impact leaders/management of the organization receiving the
letter?
Grading Rubrics
Component
General Look/Layout
Description of emerging technology
Key points of resistances to organization/society
What is new about this technology (disruptive)
Explanation of how technology will require a change in the
organization
Risk of implementing technology
Identification of mega trend or convergence of trends
Environmental impact of technology
Technological impact on leaders/managers decision making
Grammar/Spelling
Appendix 1
Value
10
10
10
10
10
10
10
10
10
10
FINAL PROJECT
Ch-ch-ch-changes
Vision Statement for Interdisciplinary Management Program – Leaders, Who Make a
Difference
This course places management in its broadest context and helps students from diverse
disciplines understand the complex social, economic, ecological, political, corporate, and
technical forces shaping 21st century leadership in the public, private and non-profit sectors. We
see students who successfully complete MGMT 1301/1302 as holistic, critical and strategic
thinkers, acting with integrity to engage stakeholders, individually and in teams, to achieve
personal, organizational and societal goals through interdisciplinary approaches. MGMT
1301/1302 graduates will possess the ability to think globally, strategically, boldly, holistically
and interdisciplinary, while considering local ecological, economic and cultural differences.
The goal of this project is to provide you with the opportunity to build on knowledge and
information obtained from this course, and grapple with some of the, often complex,
challenges involved in developing and managing a business (or other management) project in
the real world. This assignment is designed to give you experience with understanding how
emerging technology impacts all aspects of an organization.
Guidelines:
Submissions should be no longer than 10-12 double spaced pages, 12-point font and include a
cover page and references using APA format. Include a minimum of two credible sources
beyond those listed on the course Brightspace. You may work in groups: size is a minimum of
one and maximum of three. Groups that submit collectively will all receive the same grade on
the assignment. Each group member should submit a copy of the report with ALL group
members names and banner numbers listed. Failure to do so will result in a mark of “0”.
Submissions should consider and respond to the issues raised below. Submissions will be
evaluated on the degree to which they engage these issues, the critical rigor and quality of
argument they bring to bear in that engagement, and the clarity with which they explain how
they will overcome the issues they are likely to engage. A well-developed paper will have an
introduction, body with subheadings, and conclusion.
The Task:
Choose an item on the Gartner Hype Cycle for Emerging Technologies 2018 (Appendix 1)
[Decision #1]. Prepare a 10-12 double spaced pages report introducing that technology and
how it is likely to impact either a specific organization of your choice, or a specific segment of
Canadian society [Decision #2]. Your report must include a cover letter addressed to an
appropriate recipient (leader in the organization or a connected or) requiring an action
[Decision #3].
Potential examples of these three decisions might be:
Technology
Organization/Segment
Blockchain
Bank of Montreal
Virtual Assistants
Smart Dust
Seniors in Rural Nova
Scotia
The Canadian Military
Volumetric Displays
Canadian Consumers
Memo recipient
Superintendent of Financial
Institutions
CEO of Shannex
Chief of the Defence Staff OR
The director of the Canadian
Voice of Women for Peace
Ecology Action Centre OR
Merchandiser at Best Buy
Note: the consequence of having three decision-points is that your report must demonstrate
why your recipient would be concerned with the impact of your technology on that
organization or social segment.
Your report should identify the most important information to communicate about your chosen
emerging technology. You may wish to consider the following elements:
• What the key points of resistance will be in your organization?
• What the key points of resistance will be in society?
• What is new about this technology? Are any elements particularly disruptive?
• How will people use this technology in ways that are different from how we’ve used
technology before?
• Who are the key stakeholders of this technology (within the context of the organization or
segment of society you identify), and what opportunities and challenges does this
technology represent to these stakeholders?
• What are the potential risks to each of the stakeholders you named?
• What should be the priorities of any early adopters of this technology?
• What are the environmental implications of this technology (e.g., are they negative or
positive)?
• What are the implications of adopting this technology for how the organisation functions,
and its operational culture?
• What new capacities will the organisation need to develop in order to adopt, or respond to
the adoption of, this new technology (e.g. What new staff might they need? What skills
might their staff need? What additional resources might be required?)
• Who will gain and who will lose with this technology?
• How does this technology relate to the megatrends or convergence of trends discussed in
class?
• How is the leadership of the organization responding to this technology currently, if at all?
• How will this technology impact leaders/management of the organization receiving the
letter?
Grading Rubrics
Component
General Look/Layout
Description of emerging technology
Key points of resistances to organization/society
What is new about this technology (disruptive)
Explanation of how technology will require a change in the
organization
Risk of implementing technology
Identification of mega trend or convergence of trends
Environmental impact of technology
Technological impact on leaders/managers decision making
Grammar/Spelling
Appendix 1
Value
10
10
10
10
10
10
10
10
10
10
1.1 Trends
Trends: Future Prediction
• Develop the ability to face uncertainty, disruption and chaos.
• Fast changing trends must be integrated into business strategy.
• Understand KEY future trends driving opportunity
21st Century Organization
• Changing consumer demographic
• Workforce shifts to attract talent
• Top technology and business processes
• Economic trends affecting markets • Globalization
• Building agile organizations and navigating uncertainty
(Future: China, Nanotech, Quantum, Time, DNA )
Future Leader
• Leaders need to anticipate future trends and change will be key for survival.
• Technology changing everything! • Speed, Connectivity, Innovation and Quality
• Compete for talent in the workforce
• Political, Economic, Social, Technical, Environmental Forces (external) in constant change
Mega Trends
• Technological Developments
Mobile, Robotics, Information
• Globalization
Emerging countries: innovation and low-cost manufacturing, Population, Trade, Labor.
• Demographic Changes
Workforce:
Specialists vs generalist
• Shift gears • Team skills • Connecting networks
• Quality of experience • Shape work/life balance • Higher autonomy(自主) • Free job
10 Ability (Linked ln)
•Time Management • Adaptability • Collaboration • Persuasion • Creativity • UX Design
•People Management • Analytical • AI • Cloud
Consumer
• Reaching real-time consumers
•High expectations of service, search for the best deal, and we want it NOW.
• Culturally diverse consumers — • Global diversity
• Aging Baby Boomers — • Health care, workforce, society
• Societal Trends
• Individualistic • Going green • Smaller footprints • Work-Life Balance • Adaptability
• Low Carbon Development
Education
• Occupations requiring a Master’s degree will grow by 21.7% by 2020.
• IT and Business Professionals will increase 25.9%
• Globalization and Digital technology
• Big Data, Management, Computer Engineering, Entrepreneurship, Finance, Healthcare
Economic:
Renewable energy • Community Energy Ownership •US Dominance is over. • home-spital
• Eating less meat • refugees – CEO
2.2 Leadership
Leader: Someone who can influence others and who has managerial authority
Leadership: The process of influencing individuals or groups toward the achievement of goal
Early Leadership Theories
Trait Theories(1920-30)
-Focus on personal characteristics, different leaders
-Identified 8 Traits with successful leadership
1.Drive 2. Desire to lead 3.Honesty and integrity 4.Self-confidence 5.Intelligence
6.Job-relevant knowledge 7. Extraversion 8.Proneness to guilt
Behavioural Theories (1940-60s)
1. University of Iowa Studies (Kurt Lewin)
• Identified three leadership styles (专制 民主 放任)

Autocratic style: leader tends to centralize authority, dictate work
methods, make unilateral decisions, and limit employee participation
• Democratic style: leader tends to involve employees in decision making,
delegate authority, encourage participation in deciding work methods and
goals, and use feedback as an opportunity for coaching employees
• Laissez-faire style: leader tends to give the group complete freedom to
make decisions and complete the work in whatever way it sees fit.
• [No specific style was consistently better for producing better
performance, Workers prefer to Democratic one]
2. Ohio State Studies
• Identified two dimensions of leader behavior out of 1000.
• Initiating structure: leader defines his or her role and the roles of group
members in attaining goals.
• Consideration: leader has work relationships characterized by mutual
trust and respect for group members’ ideas and feelings.
• High-high: high in both initiating structure and consideration behaviours
• Findings:
• High-high leaders generally, but not always, achieved high group
task performance and satisfaction.
• Evidence indicated that situational factors appeared to strongly
influence leadership effectiveness.
3. University of Michigan Studies
• Identified two dimensions of leader behaviour
• Employee oriented: emphasizing personal relationships.
• Production oriented: emphasizing task accomplishment.
• Research findings:
• Leaders who are employee oriented are strongly associated with high
group productivity and high job satisfaction.
Contingency Theories of Leadership
• The Fiedler Model
Depended on the proper match between a leader’s style and the degree to which the
situation allowed the leader to control and influence
• Assumptions:
• Different situations require different leadership styles
• Leaders do not readily change leadership styles
Fiedler’s Research
key situational factors in leader effectiveness:
1. Leader–member relations – The degree of confidence, trust, and respect
2. Task structure – The degree to which job assignments were formalized and
structured;
3. Position power – The degree of influence a leader had over activities such as hiring,
firing, promotions, and salary increases;

Situational leadership® theory (SLT): Theory that focuses on followers’ readiness.
(Are followers’ task oriented or relationship orientated.)

Hersey and Blanchard’s Situational Leadership® Theory
Four Leadership styles — Fiedler’s two leadership dimensions:

Path-Goal Theory (SLT) :
Leader’s job is to
1. Assist followers in attaining their goals
2. Provide direction or support to ensure that their goals are compatible
Path-Goal Model
• Leader’s job is to assist followers in achieving organizational goals.
• Leader’s style depends on the situation:
• Directive | Supportive | Participative | Achievement-oriented
Environmental Contingency Factors: Task Structure, work group, Authority system
Subordinate Factors: Locus of Control, Experience, Perceived Ability
Predictions
• Directive leadership Greater when tasks are ambiguous or stressful than when they are
highly structured and well laid out.
• leadership is less imp with high perceived ability or with considerable experience
• Better when there is substantive conflict within a work group.
• Supportive leadership results in high employee performance and satisfaction when
subordinates are performing structured tasks.
• When formal authority relationships is higher, leaders should exhibit supportive
behavior and de-emphasize directive behavior.
• Achievement-oriented leadership will increase subordinates’ expectations that effort will
lead to high performance when tasks are ambiguously structured.
• Subordinates with an external locus of control – directive style.
• Subordinates with an internal locus of control – participative style.
Contemporary Views of Leadership
Transactional Leadership:
Leaders who guide or motivate their followers in the direction of established goals by
clarifying role and task requirements.
Transformational Leadership: — built on top of transactional leadership.
Leaders who inspire followers to go beyond their own self-interests
Leaders who have a profound and extraordinary effect on their followers.
How to be a Transformational Leader
• Individualized consideration: Pay attention to the needs of individual followers
• Intellectual stimulation: Provide ways and reasons for followers to change the way they
think about
• Inspirational motivation: “Set an example of hard work, remain confidence with crisis.”
• Idealized influence: Show respect for others, building confidence and trust
Charismatic Leadership (Jobs)-Envisioning, Energy, Enable




have a high level of confidence
possess a strong need to influence others
communicate high expectations of wokers
generally, more successful at influencing workers
Characteristics of Charismatic leaders:
• Have a vision and Are able to articulate the vision
• Are willing to take risks to achieve the vision
• Are sensitive to the environment and to follower needs
• Exhibit behaviors that are out of the ordinary
Effects of Charismatic Leadership:
• Increased motivation, greater satisfaction
• More profitable companies
• Downside:
➢ Ethics crisis — CEOs with less vision, and more ethical and
corporate responsibility, might be more desirable
Visionary Leadership:
Ability to create a realistic, credible vision of the future that improves on the present situation.
• Explain the vision to others
• Express the vision not just verbally but through behaviour
• Extend or apply the vision to different leadership contexts
Team Leadership Characteristics
➢ Having patience to share information
➢ Being able to trust others and to give up authority
➢ Understanding when to intervene
Team Leader’s Job
➢ Managing the team’s external boundary
➢ Facilitating the team process
Developing Trust
Credibility (of a Leader)
➢ The degree …
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