PSY 616 Case Study Analysis A Typical Design.docx - Running head A TYPICAL DESIGN 1 PSY 616 Summative Case Study Analysis A Typical Design Jasmine

PSY 616 Case Study Analysis A Typical Design.docx - Running...

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Running head: A TYPICAL DESIGN PSY 616 Summative Case Study Analysis: A Typical Design Jasmine Gayden Southern New Hampshire University 1 1
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A TYPICAL DESIGN Summative Case Study Analysis: A Typical Design Method Evaluation In the case study “A Typical Design” two professors from a leading business school designed a four-day learning program that was aimed at developing leadership capabilities (Gallos, 2006). The program addressed three different modules: “the leader’s role in change, skills for implementing change, and motivational and empowerment practices” (Gallos, 2006, p. 683). During the first day of the programs the participants were given survey feedback from a dozen of their colleagues at work that was structured to fit the competencies addressed in the program (Gallos, 2006). The feedback was intended to provide the individuals with a review of their strengths and weakness to further ignite their desire to learn (Gallos, 2006). During the program individuals were encouraged to share their personal experiences which gave individuals the opportunity to apply concepts to their own personal work situations and leadership challenges (Gallos, 2006). The program also used case studies and experimental exercises to teach the core concepts of the program (Gallos, 2006). The concepts used in the course were aimed at developing capabilities in individual leaders to teach them how to cope with the accelerating pace of innovation in the industry (Gallos, 2006). As mentioned, the first concept listed in the program was the leader’s role in change. This concept is useful because it allows leaders to know what is expected of them during the process of change. If the industry is changing at a fast pace it is important that a leader is aware of what they need to do during the change process to ensure that process goes smoothly and is effective. For this concept in the program the individuals were given examples of other leaders that had effectively orchestrated organizational change. The second concept addressed in the program was the skills needed for implementing change. Leadership skills are the tools, 2
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A TYPICAL DESIGN behaviors, and capabilities that can help a leader successfully motivate and direct others (MTD Training, 2010). Having the right skills needed to implement change within an organizational can make the difference in a successful outcome and a not so successful outcome. The right skills in a leader can help one to create a vision for change and know what is needed to help that vision come to fruition. The right leadership skills can help one to communicate effectively and drive
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