Month: January 2020

SolarComm Employee Biographies Name: Sean Flannigan Functional Group: Engineering Title: Lead Power Systems Engineer Location: Boston, MA Years of Experience: 27 Education: PhD, University of Virginia Skills: Leadership and employee management; project management; technology and risk assessment; financial modeling; budgeting; working knowledge of power systems and components; photovoltaic systems design; contract review and negotiation; working knowledge of regulations; and construction monitoring Diverse Cultural Perspectives: Although he would not think of himself as privileged, Sean has progressed in his education and career by identifying goals and working hard until he achieved them. He attributes all of his success to his work ethic. Sean finds common ground with people most easily when they share his interests in science, math, and a functional design. Characteristics: Analytical; creative; interested in mechanical and technical projects; performs well in technology-focused leadership roles; highly process-oriented; strong verbal and graphical communication skills; data-driven; and a scientific approach to decision making Behaviors: Sean meets annual project requirements on time and budget. He and his team act autonomously and with...

Satterlee: Chapters 5–6 Overviews   Chapter Five discusses the importance of professional communication for managers. The essential concepts of communications center on the following: Interpersonal communications. Professional presentations and meetings. Business protocol for professionals.   Coverage of interpersonal communications includes the communication process and ancillary issues. Developing and making effective presentations, as well as conducting professional meetings, are delineated.   Finally, the importance of business protocol is considered, including office etiquette, rumor mill, office politics, norms (formal vs. informal), dress codes, office layout, proxemics, and etiquette.   Chapter Six provides the essentials of behavior in organizations and is categorized as follows: Theoretical basis. Conflict management. Teamwork.   The major motivational theories include behavioral based, need based, and job based. Managing conflict includes concepts such as functional vs. dysfunctional conflict, causes of conflict, and conflict management styles: avoidance, accommodation, competition, compromise, and collaboration. Teamwork includes the pros and cons of using teams, types of teams (formal/informal, committee, task force, cross-functional, quality circles), stages of team development (form, storm, norm, perform, adjourn),...

Part I Assume you are in upper management of the hypothetical United States-based company Walden Consulting Group, Inc., and you need to hire a new “Director of Worldwide Consulting.” This director will be responsible for consulting teams that will provide various management consulting services to organizations of all sizes and industries all over the world. The director you hire will manage these teams while working out of the home office in the United States. The director will be responsible to create a productive and positive working environment and implement processes to sustain it. Using the “Job Description Template” provided, write the job description for this position. Include the characteristics, behaviors, skills, education, attitudes, and key competencies needed to create a sustainable, positive, and productive work environment. Contact information should also be included.   Part II   Read the scenarios in the “A Year in the Life of a Manager” document provided and respond to the related prompts below. Identify and shape factors that can affect an...