After about a month of classes, I think it is time for a little self-reflection and evaluation of my performance in the MBA program. I will first start with Research and Analysis class that I have so far really enjoyed. While I am not crazy about the textbook, Dr Lane does a great job of giving in class instruction. The book is more of a review however; I will definitely need to review Chapter 3 since I have not had statistics since 2003. I enjoy the assignments, as they are not too difficult but require putting some though into them. I believe I will continue to do well in this class.
Next up is Managerial Accounting, which for some odd reason I really enjoy. Dr Little does an excellent job of going over the materials and demonstrating different problems. The class assignments really reinforce the skills he discussed. The first test was challenging but in my belief we were fully prepared. I am happy with my grade but know that I can do better.
Org behavior is another class that I enjoy because it is the most applicable to me. I can relate several of the topics we discuss in class to my time in the Army. The book is not a difficult read and flows from one point to the next. the only issue I have is that is not enough discussion and applications used to reinforce what we read. I hope as the course progresses that we will be able to actually see the principles in use and see examples of how they affect organizations.
Lastly is Applied Microeconomics, which to say is my least favorite class. It has nothing to do with Dr Borland; the class is not that exciting. I will have to keep on my toes in this class since are grade is only compiled of three test. I always stride for my best but I will definitely settle for a B in this class.
Wednesday, September 30, 2009
Monday, September 28, 2009
The End of ACORN?
I am not sure if many of you have heard about recent scandals involving ACORN. There is a really good possibility you have not because unless you watch Fox news or read the Wall Street Journal, almost every national news outlet chose to ignore this huge problem. ACORN which stands for Association of Community Organizations for Reform Now advocates for low- and moderate-income families by working on neighborhood safety, voter registration, health care, affordable housing, and other social issues. The real issue is the amount of taxpayer money they receive for several of their programs which is in the $100 billion. And for the past two years they have been found of fraudulently register voters and more recently give tax advice to a couple undercover as a pimp and prostitute. What makes the videos even more shocking is not only how blatantly ACORN employees give advice to start a brothel and claim underage illegal aliens on taxes but that they were caught in four different regions of the country. It was thing to have an isolated incident but from east to west coast indicates to me that this far greater than a small percentage of workers acting on their own. This stems from a more systemic problem, in which the organizational goals have been perverted from their original intent. With the recent video exposure, many state attorneys’ are filing investigations into ACORN activities and even the DOJ has launched an investigation into the internal dealings of ACORN. They were dropped from the US Census task force and BOFA dropped them as a corporate sponsor. I just do not think ACORN will be able to survive the firestorm and scrutiny that they will face over the next 6 months.
Sunday, September 20, 2009
To Get Angry or Not To
In organization behavior this past week, we discussed the evolution of the importance of emotional intelligence. For those needing a refresher, emotional intelligence is your ability to remain stable through different intensities of emotions. For many that can be a tough proposition. But believe me it is an invaluable part of being able to lead others no matter the work environment.
One of the toughest emotions for many to keep in control is anger. It is so easy to lash out when a project fails, goals are not met or not completing an assignment on time. The consensus is that anger should be kept in control at all times and that even a little slip of your internal hulk will have deep ramifications with your coworkers or subordinates.
Is this really true? Can I show just a little bit of anger and not explode work relationships? I believe you can. Being a former officer in the Army my anger manifested itself many times. Of course when your job is to operate in a combat environment one single mistake could cost someone their life. It is vital that Soldiers and leaders are focused on the mission at hand. And sometimes pulling someone aside and allowing your anger to leak out will have a more positive than negative effect. This is sometimes the only way a person will respond to correct their shortcomings.
But how do you use your anger to constructively build your subordinates? First, do not use expletives because they serve no purpose of expressing your point. By avoiding expletives you show that you’re not just another hot head. Second keep it short by pointing out the issue, problem or discrepancy that is the cause of repetitive failures. Eventually people will just tune you out. Make sure you pull individual or individuals aside away from the group as that will lower the impact of embarrassment.
The most vital step actually comes before you get angry. You must develop a relationship with each of your subordinates. You must show praise, respect and allow failures to occur early on. If you let your anger explode with each mistake, coworkers will shut down and tune you out. They will also avoid finding solutions to future problems. Many of them will simply do just enough work to get by. Also you better have plan of action to correct the problem. What good does it do to get angry if you can tell your subordinate how to fix their mistake? Many times you must repeat this plan over and over and conduct checkups for improvements.
Finally remember that you are using your anger as a last case scenario. If the subordinate cannot correct their problem then it is time to let them go and find someone new. For the most part anger should be put in the back of the closet and only brought for special occasions. If you can do this, I believe that you and effectively use anger as a developing device.
One of the toughest emotions for many to keep in control is anger. It is so easy to lash out when a project fails, goals are not met or not completing an assignment on time. The consensus is that anger should be kept in control at all times and that even a little slip of your internal hulk will have deep ramifications with your coworkers or subordinates.
Is this really true? Can I show just a little bit of anger and not explode work relationships? I believe you can. Being a former officer in the Army my anger manifested itself many times. Of course when your job is to operate in a combat environment one single mistake could cost someone their life. It is vital that Soldiers and leaders are focused on the mission at hand. And sometimes pulling someone aside and allowing your anger to leak out will have a more positive than negative effect. This is sometimes the only way a person will respond to correct their shortcomings.
But how do you use your anger to constructively build your subordinates? First, do not use expletives because they serve no purpose of expressing your point. By avoiding expletives you show that you’re not just another hot head. Second keep it short by pointing out the issue, problem or discrepancy that is the cause of repetitive failures. Eventually people will just tune you out. Make sure you pull individual or individuals aside away from the group as that will lower the impact of embarrassment.
The most vital step actually comes before you get angry. You must develop a relationship with each of your subordinates. You must show praise, respect and allow failures to occur early on. If you let your anger explode with each mistake, coworkers will shut down and tune you out. They will also avoid finding solutions to future problems. Many of them will simply do just enough work to get by. Also you better have plan of action to correct the problem. What good does it do to get angry if you can tell your subordinate how to fix their mistake? Many times you must repeat this plan over and over and conduct checkups for improvements.
Finally remember that you are using your anger as a last case scenario. If the subordinate cannot correct their problem then it is time to let them go and find someone new. For the most part anger should be put in the back of the closet and only brought for special occasions. If you can do this, I believe that you and effectively use anger as a developing device.
Wednesday, September 9, 2009
Welcome to Mike Steidls blog
Hello to all and thank you for taking time out of your busy schedule to stop by and pay my site a visit. Over the next several weeks I will be making various posts about topics that interest me the most such as politics in America (or lack of), business news, the wars in Iraq and Afghanistan, and of course professional and collegiate football. I will also be sharing my insight(or most likely my struggles) as I endure the next 12 months of business curriculum that will hopefully manifest into a Masters Degree in Business Administration and the start of Law School which will be the most demanding period in my life. So enjoy and feel free to share your opinions with me.
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