1- Classmate discussion-Samuel Problem Statement The United States Department of Defense (DoD) stands as the world’s single largest consumer of energy – domestic consumption alone amounts to nearly one percent of the United States’ total energy consumption and nearly eighty percent of the energy consumed by the Federal Government (Tommey, 2015). For the DoD, while technology is critical to energy usage in operations, user behavior and energy awareness also significantly impact the amount of energy used (Baskin, 2014). Any change to how the military uses energy has momentous implications simply because it uses so much of it — roughly the same amount of power annually as the state of West Virginia (Mooney, 2015). Human behavior is an essential and frequently overlooked element in achieving aggressive Federal building performance goals, especially for reducing consumption of energy, water, and materials (Wolfe, 2014). The general business problem is cultural behavioral norms for personnel in military organizations are not directed towards saving energy in daily operations. Current standard operating procedures make it far easier for the DoD to spend $10 million to buy a more efficient generator than to spend $10 thousand in a campaign to reduce energy use (Andres, 2011). Not only does this represent a significant expenditure for our nation’s defense budget, but it also highlights a sweeping opportunity to alter the face of energy consumption and conservation on a mass scale in the United States (Tommey, 2015). The specific business problem is how to change the cultural behavior norms in the D.C. Air National Guard to better engage personnel in the achievement of federal energy reduction goals. Purpose The purpose of this qualitative, exploratory case study is to understand how to change cultural behavioral norms for personnel in the D.C. Air National Guard at Joint Base Andrews in order to reduce energy consumption. At this stage in the research, changing cultural behavioral norms for energy consumption is developing strategies to modify the daily operational behaviors, attitudes and habits of people to decrease energy usage. To address the increase in energy consumption, focus groups and face to face informative sessions both will be utilized to explore how daily operations impact energy consumption in facilities. Plans of action will be developed to resolve weaknesses in behaviors and processes within the organization throughout the duration of this study. Energy consumption will be monitored monthly to view the progress in creating cultural behavioral change. The findings of this research will assist other military organizations struggling to manage excess energy usage due to the lack of motivation and commitment to meet federal energy reduction goals. Significance This research will fill a gap in understanding how to reduce energy consumption in military organizations by focusing on methods for changing workplace behaviors. This project is unique because there is a lack of research for improving energy conservation cultures within military organizations. The intended audience is military organizations, but the research findings can be applied to other types of organizations interested in decreasing energy consumption through cultural behavioral change. Energy is becoming a larger portion of the Air Force budget so it can pose a financial risk to the unit’s ability to plan, develop and acquire technologies and equipment necessary to sustain air, space, and cyberspace superiority (USAF, 2013). Establishing a vibrant energy culture addresses the non-technical and non-financial barriers to achieving potentially available savings (Wising, 2015).Through this research, military personnel can gain the knowledge needed to improve workplace attitudes towards energy conservation and develop innovative methods for saving energy in everyday operations. Also organizational leadership can be aware of best management practices for changing cultural behavioral norms in order to reach federal energy goals. Research Questions The main question for the study is: how to change the cultural behavior norms in a military organization to better engage personnel in the achievement of federal energy reduction goals? This question expanded to several other questions: RQ1. What workplace behaviors can be applied or adjusted to change the energy culture? RQ2. What incentives could drive personnel in the unit to be more energy conservative? RQ3. How can leaders at all levels, influence change in energy conservation behaviors? Comments from Dr. Heitner: Comment 1: Specific problem appears to be what happened, rather than what may be happening Correction 1: Rewrote the specific problem Comment 2: Add sources to document evidence of the specific problem Correction 2: Added a source for specific problem Comment 3: Describe and document the adversity or impact Correction 3: Added a source to support impact Comment 4: What is the purpose of your study? Correction 4: Purpose paragraph was rewritten Comment 5: Design issues Correction 5: Decided to go strictly with a qualitative, exploratory case study 2- Classmate Discussion – Son This Week 5 Discussion 2, I would like to present the attachment of All three completed Activity documents, Change Matrix form and my corrected draft prospectus. Problem Statement The research problem is that normally current companies suffer from adversity (Kuntz et al., 2016; Nketia, 2016; Olivos, 2014; Ng, 2013). Many of them fail to get employees engaged in with corporate strategic commitment and supportive behavior, leading to corporate loss of profits, competitive advantages, market shares, failure in achievement of corporate goal and finally, potential bankruptcy (Seitsam et al., 2012; Gagnon, Jansen, f& Michael, 2008). Poor even good organizational strategies often fail due to the inability or resistance of individual employees to commit to a strategy and adopt the behaviors concerned (Heracleous et al., 2001).” The potential gap. The prior research review is about four articles. Carroll (1991) investigates corporate social responsibility (CSR) to help leaders deal with stakeholder groups. Doane (2005) regards that to apply market transformation is a way to terminate the larger corporate winner-takes-all approach. Kelly (2003) examines how the model of the corporation creates negative effect on economic and social injustice. Dahlsrud (2008) explores how CSR is defined. The prior research review identifies a potential gap which has relevance to the managerial discipline and area of practice. First, Gap is that the global multicultural corporations together with relevant stakeholders have suffered from disregard of CSR (corporate social responsibility) and itself CSR’s limitations (Carroll, 1991), from CSR impotence due to the urgent need of market-structure to be transformed (Doane, 2005), from the corporate design focusing on returns maximization for only the shareholders as the unique corporate owner (Kelly, 2003), CSR definitions proves nothing effective and useful for corporate performance (Dahlsrud, 2008). Second, Gap is that the prior research did not address effective modern managerial theories/models or practices to offer possible resolutions for poor dehumanizing leadership performance, the inhumane workplace, employees’ suffering from lack of competent knowledge, significant deficiency in organizational learning, etc. The articles fail to focus on the interactions among such important elements to corporate performance as multicultures, ethics, global digital-technologies leadership, humane dynamic complexity leadership, diversity, CSR, stakeholders, contingency and adaptability, etc. A justification why the gap is actually risky. In the discipline respect, the popular phenomenons of corporate strategic misalignment, market share and competitive advantage loss, corporate bankruptcies, etc. have occurred due to the existence of the outdated traditional managerial models and theories. In the area of practice, the appearance of more and more multicultural enterprises in the global digital-technologies-internet business environment without effective corporate performance, without organizational change and the right well-trained intercultural, ethical, dynamic complexity leadership makes firms suffer greatly. Ineffective leadership and workforce do not enjoy humanizing organizational learning to upgrade their knowledge and competencies in response to modern time requirements. The poverty in knowledge and lack of training, capacities, readiness, drive leaders and the workforce into poor performance leading to damaging their common firm. Employees know nothing about corporate strategies which are designed by even unprofessional impotent leaders. The dehumanizing workplaces of discomfort, disrespect, doubt, rude hierarchy and exploitation, desperateness, no career ladder and rewards, no initiative and empowerment, etc. continue to exist to waste man’s resources and to impede social and corporate development. Employees reject performance of corporate strategic commitment and supportive behavior. This situation badly damages corporate outcomes, image, and competitive advantages, leading to social instability. Hence, there must be a way out (Nketia, 2016). Purpose The purpose of this qualitative phenomenological study is to explore the lived experience of working in a distributed work environment and the meaning the participants attach to their experience as any viable new leadership knowledge in the discipline and practice areas as first, to perform solutions for the current corporate problem concerned. Hence, the gap risks will be ended, leading to insuring corporate achievement of their goal, competitive advantage and sustainable development. Research Questions Based on the research gap, purpose, and problem, the research question can be built up like the following: Central question: What elements would fix the current type of ineffective system performance? Sub-question: What can be the expected outcomes created by already-improved system performance? The elements necessary for corporate leaderships and the workforce will create organizational change, social change in alignment with corporate sustainable development. Besides, they also answer the gap, the problem. With capacities obtained from organizational learning, global crosscultural humanizing leaders can secure effective corporate sustainability. They bring about humane workplaces for all to work and enjoy in respect, understanding, comfort, democracy, initiative, career ladder, etc. They are really caring, tolerating, role model and ethical charismatic leaders to inspire and empower workers, to regard honest mistakes as opportunities for advancement, to leave an encouraging mark on workers. The answers to research purpose, research problem, and research questions can be made to solve the gap detected. That means effective solutions for such above essential issues as the organizational learning; global ethical intercultural leaders’ competences; the interactions among leradership, ethics, intercultures; CSR; stakeholders; the humane diverse dynamic complexity leadership; the adaptability and contingency issue; etc. Then global ethic multicultural diverse dynamic complexity leadership can achieve efficacy. Nature of the Study This study will use qualitative method approach with a case study. To ensure that a qualitative method is appropriate, I must try to satisfy four criteria. First,Credibility is achieved by my attempt to demonstrate that a true picture of the phenomenon under scrutiny is being presented. Second, Transferability is made by providing sufficient detail of the context of the fieldwork. Third, Dependability can enable a future investigator to repeat the study. Fourth, Confirmability means that findings emerge from the data and not my own predispositions. Case study is a qualitative research method. I select case study due to some reasons: good source of ideas about behavior, good opportunity for innovation, good method to study rare phenomena, good method to challenge theoretical assumptions, etc. Site and participant selection will be Vinamilk, a Dairy Corporation in Vietnam. There will be interviews. I try to apply Purposeful Sampling Strategy of Complete Target Population to interview and/or observe everyone within a unique focus group of interest. Besides, I can also conduct individual interviews. The open-ended questions in the semi-structured interview really worked. Data will be collected on the basis of the approval and the guidelines of the Institutional Review Board. References Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons. Retrieved from http://www-rohan.sdsu.edu/faculty/dunnweb/rprnts.pyramidofcsr.pdf. Doane, D. (2005). Beyond corporate social responsibility: Minnows, mammoths and markets. Futures, 37(2–3), 215–229 Dahlsrud, A. (2008). How corporate social responsibility is defined – An analysis of 37 definitions. Corporate Social Responsibility & Environmental Management, 15(1), 1–13. Gagnon, M. A., Jansen, K. J. & Michael, J. H. (2008). Employee alignment with strategic change: A study of strategy-supportive behavior among blue-collar employees. Journal of Managerial Issues, 20(4), 425–443. Available from Walden library databases. Heracleous, L. and M. Barrett. (2001). ‘‘Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation.’’ Academy of Management Journal 44: 755-778. Kelly, M. (2003). Introduction. In The divine right of capital. San Francisco, CA: Berrett-Koehler Kuntz J., Näswall K., & Malinen S. (2016). Resilient Employees in Resilient Organizations: Flourishing Beyond Adversity. http://econpapers.repec.org/article/cupinorps/v_3a9_3ay_3a2016_3ai_3a02_3ap_3a456-462_5f00.htm Ng T. (2013). Organizational Resilience and Adversity Quotient of Singapore Companies. Retrieved from http://ipedr.com/vol65/017-ICEBI2013-Y10022.pdf Nketia, B. (2016). The influence of open strategizing on organizational members’ commitment to strategy. http://ac.els-cdn.com/S1877042816315920/1-s2.0-S1877042816315920-main.pdf?_tid=147179ba-c728-11e6-bcd9-00000aab0f6c&acdnat=1482288743_df3cb612391c4efab4239d8d6d75d9fa Olivos A. (2014). From Individual to Organizational Resilience, A Case Study Review. Retrieved from http://repository.upenn.edu/cgi/viewcontent.cgi?article=1073&context=od_theses_msod Seitsam, J., Ilmarine J., Nygar C., & Rantane T. (2012). Job strain among blue-collar and white-collar employees as a determinant of total mortality: A 28-year population-based follow up. Retrieved from http://bmjopen.bmj.com/content/2/2/e000860.draft-revisions.pdf

 
 

1- Classmate discussion-Samuel

 

Problem Statement

The United States Department of Defense (DoD) stands as the world’s single largest consumer of energy – domestic consumption alone amounts to nearly one percent of the United States’ total energy consumption and nearly eighty percent of the energy consumed by the Federal Government (Tommey, 2015). For the DoD, while technology is critical to energy usage in operations, user behavior and energy awareness also significantly impact the amount of energy used (Baskin, 2014). Any change to how the military uses energy has momentous implications simply because it uses so much of it — roughly the same amount of power annually as the state of West Virginia (Mooney, 2015). Human behavior is an essential and frequently overlooked element in achieving aggressive Federal building performance goals, especially for reducing consumption of energy, water, and materials (Wolfe, 2014).

The general business problem is cultural behavioral norms for personnel in military organizations are not directed towards saving energy in daily operations. Current standard operating procedures make it far easier for the DoD to spend $10 million to buy a more efficient generator than to spend $10 thousand in a campaign to reduce energy use (Andres, 2011). Not only does this represent a significant expenditure for our nation’s defense budget, but it also highlights a sweeping opportunity to alter the face of energy consumption and conservation on a mass scale in the United States (Tommey, 2015). The specific business problem is how to change the cultural behavior norms in the D.C. Air National Guard to better engage personnel in the achievement of federal energy reduction goals.

Purpose

The purpose of this qualitative, exploratory case study is to understand how to change cultural behavioral norms for personnel in the D.C. Air National Guard at Joint Base Andrews in order to reduce energy consumption. At this stage in the research, changing cultural behavioral norms for energy consumption is developing strategies to modify the daily operational behaviors, attitudes and habits of people to decrease energy usage.

To address the increase in energy consumption, focus groups and face to face informative sessions both will be utilized to explore how daily operations impact energy consumption in facilities. Plans of action will be developed to resolve weaknesses in behaviors and processes within the organization throughout the duration of this study. Energy consumption will be monitored monthly to view the progress in creating cultural behavioral change. The findings of this research will assist other military organizations struggling to manage excess energy usage due to the lack of motivation and commitment to meet federal energy reduction goals.

Significance

This research will fill a gap in understanding how to reduce energy consumption in military organizations by focusing on methods for changing workplace behaviors. This project is unique because there is a lack of research for improving energy conservation cultures within military organizations. The intended audience is military organizations, but the research findings can be applied to other types of organizations interested in decreasing energy consumption through cultural behavioral change.

Energy is becoming a larger portion of the Air Force budget so it can pose a financial risk to the unit’s ability to plan, develop and acquire technologies and equipment necessary to sustain air, space, and cyberspace superiority (USAF, 2013). Establishing a vibrant energy culture addresses the non-technical and non-financial barriers to achieving potentially available savings (Wising, 2015).Through this research, military personnel can gain the knowledge needed to improve workplace attitudes towards energy conservation and develop innovative methods for saving energy in everyday operations. Also organizational leadership can be aware of best management practices for changing cultural behavioral norms in order to reach federal energy goals.

Research Questions

The main question for the study is: how to change the cultural behavior norms in a military organization to better engage personnel in the achievement of federal energy reduction goals? This question expanded to several other questions:

RQ1. What workplace behaviors can be applied or adjusted to change the energy culture?

RQ2. What incentives could drive personnel in the unit to be more energy conservative?

RQ3. How can leaders at all levels, influence change in energy conservation behaviors?

Comments from Dr. Heitner:

Comment 1: Specific problem appears to be what happened, rather than what may be happening Correction 1: Rewrote the specific problem

Comment 2: Add sources to document evidence of the specific problem Correction 2: Added a source for specific problem

Comment 3: Describe and document the adversity or impact Correction 3: Added a source to support impact

Comment 4: What is the purpose of your study? Correction 4: Purpose paragraph was rewritten

Comment 5: Design issues Correction 5: Decided to go strictly with a qualitative, exploratory case study

 

 

2- Classmate Discussion – Son

 

This Week 5 Discussion 2, I would like to present the attachment of All three completed Activity documents, Change Matrix form and my corrected draft prospectus.

Problem Statement

The research problem is that normally current companies suffer from adversity (Kuntz et al., 2016; Nketia, 2016; Olivos, 2014; Ng, 2013). Many of them fail to get employees engaged in with corporate strategic commitment and supportive behavior, leading to corporate loss of profits, competitive advantages, market shares, failure in achievement of corporate goal and finally, potential bankruptcy (Seitsam et al., 2012; Gagnon, Jansen, f& Michael, 2008). Poor even good organizational strategies often fail due to the inability or resistance of individual employees to commit to a strategy and adopt the behaviors concerned (Heracleous et al., 2001).”

The potential gap. The prior research review is about four articles. Carroll (1991) investigates corporate social responsibility (CSR) to help leaders deal with stakeholder groups. Doane (2005) regards that to apply market transformation is a way to terminate the larger corporate winner-takes-all approach. Kelly (2003) examines how the model of the corporation creates negative effect on economic and social injustice. Dahlsrud (2008) explores how CSR is defined. The prior research review identifies a potential gap which has relevance to the managerial discipline and area of practice. First, Gap is that the global multicultural corporations together with relevant stakeholders have suffered from disregard of CSR (corporate social responsibility) and itself CSR’s limitations (Carroll, 1991), from CSR impotence due to the urgent need of market-structure to be transformed (Doane, 2005), from the corporate design focusing on returns maximization for only the shareholders as the unique corporate owner (Kelly, 2003), CSR definitions proves nothing effective and useful for corporate performance (Dahlsrud, 2008). Second, Gap is that the prior research did not address effective modern managerial theories/models or practices to offer possible resolutions for poor dehumanizing leadership performance, the inhumane workplace, employees’ suffering from lack of competent knowledge, significant deficiency in organizational learning, etc. The articles fail to focus on the interactions among such important elements to corporate performance as multicultures, ethics, global digital-technologies leadership, humane dynamic complexity leadership, diversity, CSR, stakeholders, contingency and adaptability, etc.

A justification why the gap is actually risky. In the discipline respect, the popular phenomenons of corporate strategic misalignment, market share and competitive advantage loss, corporate bankruptcies, etc. have occurred due to the existence of the outdated traditional managerial models and theories. In the area of practice, the appearance of more and more multicultural enterprises in the global digital-technologies-internet business environment without effective corporate performance, without organizational change and the right well-trained intercultural, ethical, dynamic complexity leadership makes firms suffer greatly. Ineffective leadership and workforce do not enjoy humanizing organizational learning to upgrade their knowledge and competencies in response to modern time requirements. The poverty in knowledge and lack of training, capacities, readiness, drive leaders and the workforce into poor performance leading to damaging their common firm. Employees know nothing about corporate strategies which are designed by even unprofessional impotent leaders. The dehumanizing workplaces of discomfort, disrespect, doubt, rude hierarchy and exploitation, desperateness, no career ladder and rewards, no initiative and empowerment, etc. continue to exist to waste man’s resources and to impede social and corporate development. Employees reject performance of corporate strategic commitment and supportive behavior. This situation badly damages corporate outcomes, image, and competitive advantages, leading to social instability. Hence, there must be a way out (Nketia, 2016).

Purpose

The purpose of this qualitative phenomenological study is to explore the lived experience of working in a distributed work environment and the meaning the participants attach to their experience as any viable new leadership knowledge in the discipline and practice areas as first, to perform solutions for the current corporate problem concerned. Hence, the gap risks will be ended, leading to insuring corporate achievement of their goal, competitive advantage and sustainable development.

Research Questions

Based on the research gap, purpose, and problem, the research question can be built up like the following:

Central question: What elements would fix the current type of ineffective system performance?

Sub-question: What can be the expected outcomes created by already-improved system performance?    The elements necessary for corporate leaderships and the workforce will create organizational change, social change in alignment with corporate sustainable development. Besides, they also answer the gap, the problem. With capacities obtained from organizational learning, global crosscultural humanizing leaders can secure effective corporate sustainability. They bring about humane workplaces for all to work and enjoy in respect, understanding, comfort, democracy, initiative, career ladder, etc. They are really caring, tolerating, role model and ethical charismatic leaders to inspire and empower workers, to regard honest mistakes as opportunities for advancement, to leave an encouraging mark on workers. The answers to research purpose, research problem, and research questions can be made to solve the gap detected. That means effective solutions for such above essential issues as the organizational learning; global ethical intercultural leaders’ competences; the interactions among leradership, ethics, intercultures; CSR; stakeholders; the humane diverse dynamic complexity leadership; the adaptability and contingency issue; etc. Then global ethic multicultural diverse dynamic complexity leadership can achieve efficacy.

Nature of the Study

This study will use qualitative method approach with a case study. To ensure that a qualitative method is appropriate, I must try to satisfy four criteria. First,Credibility is achieved by my attempt to demonstrate that a true picture of the phenomenon under scrutiny is being presented. Second, Transferability is made by providing sufficient detail of the context of the fieldwork. Third, Dependability can enable a future investigator to repeat the study. Fourth, Confirmability means that findings emerge from the data and not my own predispositions. Case study is a qualitative research method. I select case study due to some reasons: good source of ideas about behavior, good opportunity for innovation, good method to study rare phenomena, good method to challenge theoretical assumptions, etc.

Site and participant selection will be Vinamilk, a Dairy Corporation in Vietnam. There will be interviews. I try to apply Purposeful Sampling Strategy of Complete Target Population to interview and/or observe everyone within a unique focus group of interest. Besides, I can also conduct individual interviews. The open-ended questions in the semi-structured interview really worked.  Data will be collected on the basis of the approval and the guidelines of the Institutional Review Board.

References

Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons. Retrieved from http://www-rohan.sdsu.edu/faculty/dunnweb/rprnts.pyramidofcsr.pdf.

Doane, D. (2005). Beyond corporate social responsibility: Minnows, mammoths and markets. Futures, 37(2–3), 215–229

Dahlsrud, A. (2008). How corporate social responsibility is defined – An analysis of 37 definitions. Corporate Social Responsibility & Environmental Management, 15(1), 1–13.

Gagnon, M. A., Jansen, K. J. & Michael, J. H. (2008). Employee alignment with strategic change: A study of  strategy-supportive behavior among blue-collar employees. Journal of Managerial Issues20(4), 425–443. Available from Walden library databases.

Heracleous, L. and M. Barrett. (2001). ‘‘Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation.’’ Academy of Management Journal 44: 755-778.

Kelly, M. (2003). Introduction. In The divine right of capital. San Francisco, CA: Berrett-Koehler

Kuntz J., Näswall K., & Malinen S. (2016). Resilient Employees in Resilient Organizations: Flourishing Beyond Adversity. http://econpapers.repec.org/article/cupinorps/v_3a9_3ay_3a2016_3ai_3a02_3ap_3a456-462_5f00.htm

Ng T. (2013). Organizational Resilience and Adversity Quotient of Singapore Companies. Retrieved from http://ipedr.com/vol65/017-ICEBI2013-Y10022.pdf

Nketia, B. (2016). The influence of open strategizing on organizational members’ commitment to strategy. http://ac.els-cdn.com/S1877042816315920/1-s2.0-S1877042816315920-main.pdf?_tid=147179ba-c728-11e6-bcd9-00000aab0f6c&acdnat=1482288743_df3cb612391c4efab4239d8d6d75d9fa

Olivos A. (2014). From Individual to Organizational Resilience, A Case Study Review. Retrieved from http://repository.upenn.edu/cgi/viewcontent.cgi?article=1073&context=od_theses_msod

Seitsam, J., Ilmarine J., Nygar C., & Rantane T. (2012). Job strain among blue-collar and white-collar employees as a determinant of total mortality: A 28-year population-based follow up. Retrieved from http://bmjopen.bmj.com/content/2/2/e000860.draft-revisions.pdf

 

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