Question

1. Choose a work situation in which you were required to do a lot of creative thinking, or in which your job required doing a lot of very creative things. Explain ways the organization and your immediate supervisor or leader facilitated or hindered your effectiveness. What were the characteristics (or leadership styles) of top management and team leaders’ roles to facilitate creativity?

2. Recall a meeting you attended. Assess as to whether or not the three parts of conducting a successful meeting were met. Explain what could have been done to improve this meeting. Evaluate how well the leader conducted the meeting. Offer recommendations on how the meeting could have been improved. In your opinion, did the group have any problem members? Assess how well the leader handled those individuals.

Your response should be a minimum of 300 words with two (2) external references.

Answer 1

Whike working at Fortune 500 companies, Mark witnessed immense growth and fast trcaked career thanks to his boss who was remarkable leader and had Transformational leadership style who embarked upon emotional intelligence, innovation, ownership, motivation, empathy, inspiration, support, care and belief in his teams and hence was great leader.

Similarly, when Mark worked for startups and unorganised companies he found that meetings were unstructured, lacked information and decisions and lacked central ownership control and thus hindered team performance. The meeting cpuld have been mpre elaborative, clarified and transparent, more effectively communicated and followed up frequently to achieve higher efficiency in workforce optimization.

All in all Leadership and interdependence of department is most important asset for organisation to squeeze great deal of productivity.

Any successful business is run by teamwork as corporate management is like playing football where all players cojointly strive forward for common goal.

Starting with HR which forms crux of employment and widening and talent acquisition, employee engagement, talent spotting, reserving and growing talent, promoting talent, corporate governance, ethical management and industrial labor relations has the potential to build strongest base for organisations.

Financial team comprises of risk management and investment banking, accounting, payments, and legal and audit requirements.

Marketing teams handle sales, marketing, public relations, digital marketing, analytics, strategy development.

Operations team make up for supply chain management, logistics, purchase, procurement, maintenance, supervision and engineering.

IT forms technical and analytical support and cyber security rusk support.

Thus we see all teams are intee related and it is cross functionality that drives success. Eliminate any one function and whole organisation gets paralysed. If HR doesn't work the administration collapses. If Finance doesn't work out no marketing expenditure can be taken ahead. If Operations doesnt work there is no production nor sales.
If IT doesnt work there is no marketing and no payment mechanism.

Hence all functions are extremely important and independent. However in overall opinion Hr forms the base because HR function recruits people who are biggest stakeholders and any degradation or malfunctioning in HR can destabilise any organisation.