LDR 432 Principles of Leadership for Healthcare Organizations Discussions and Assignments

LDR 432 Principles of Leadership for Healthcare Organizations Discussions and Assignments

Week 1 Discussion Board

The Discussion Board is designed to stimulate class dialog that would normally take place in a face-to-face setting. Participation in the Discussion Board serves as a learning strategy to help demonstrate your knowledge of the course content.

To earn full weekly discussion credit, students are expected to comment on all prompts posed by the instructor and provide responses to classmates. Each Discussion Board post will be assessed using a rubric (under the My Grades menu item). In addition to reviewing the grading criteria in the rubric, please note the following expectations for Discussion Board posts:

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1. Discussion posts must be completed during the week they are assigned. Discussion posts made in advance of the assigned week will not count toward your grade. If you wish to work ahead, please compose your responses in a Word document, then post when the week arrives.
2. Each week, you are required to submit a reply to each initial prompt and replies to your peers or instructors in the Discussion Board. The required posts are as follows:
   • No later than Wednesday, 11:59 p.m. (Pacific time) each week, you must respond to each initial prompt posted by the instructor. An automatic 10% deduction will be assessed for all late initial postings. Please note that there may be one or two initial prompts per week, depending on the course material. It is your responsibility to reply accordingly -AND-
   • Throughout the week, and no later than the conclusion of each week, you must reply to a minimum of two (2) peers or instructors, per prompt although replying to more is highly encouraged. Replies must be made throughout the week to show active participation.
3. Any post made in the Discussion Board must be well-developed.
   • A well-developed post is meaningful, shows relevance to the topic, and reflects your knowledge of the material. Well-developed posts demonstrate synthesis of the subject matter, extend the discussion by building on previous posts, and include proper source citations, when applicable. Posts limited to “I agree,” “Great posting,” or “Thank you” will not be assessed as well-developed, and will therefore not be considered a contribution to the number of required weekly posts.

I just want to share some thoughts today based upon the writings of Henry Mintzberg and his managerial roles. Mintzberg’s (1975) treatise on the myths and realities of managerial behavior was likely a well-received and much-needed article when it was published in 1975. However, a skim through the references list indicates that the average date of the studies from which his conclusions were drawn is 1962, and many of the studies were published in the 1950s. LDR 432 Principles of Leadership for Healthcare Organizations Discussions and Assignments

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As such, it seems to me that Mintzberg’s ideas from this article have relatively little value in 2017 outside of a historical perspective on practice of management. While it would certainly be possible to go through and analyze each of his myths and roles for their applicability to the modern managerial environment, I’ll just do one.

For purposes of discussion, let’s examine his first myth: “The manager is a reflective, systematic planner” (Mintzberg, 1975, p. 50). Mintzburg believes that the evidence (in 1975) overwhelmingly rebuts this myth, and I’m inclined to agree with him based on the evidence he’s using to support his claim.

However, when we fast-forward to 2017, managers are expected to be reflective and systematic planners, and the truly successful managers are both. It is fitting that Mintzberg himself is one of the educators and researchers who has taken steps to undo the lack of reflecting and systematic planning among managers. When he set out to redesign the curriculum in the graduate management program at McGill University in the mid-1990s, he sought to encourage “synthesis rather than separation” of managerial roles (Gosling & Mintzberg, 2003, p. 1). Toward that end, he developed what he calls the “Five Managerial Mind-Sets,” which correspond to the “five ways in which managers interpret and deal with the world around them” (Gosling & Mintzberg, 2003, p. 2). LDR 432 Principles of Leadership for Healthcare Organizations Discussions and Assignments

These are: the reflective, analytic, worldly, collaborative, and action mind-sets. You’ll notice that I’ve bolded reflective and analytic, as they form the core of my argument about the outdated nature of Mintzberg’s first myth about management. Discussing the reflective mind-set, Mintzberg argues that “these days, what managers desperately need is to stop and think, to step back and reflect thoughtfully on their experiences” (2003, p. 3). Further, in his discussion of the analytic mind-set, he states that “organizations depend on the systematic decomposition of activities, and that’s what analysis is all about” (2003, p. 2), which sounds suspiciously similar to “systematic planning.”

Mintzberg is not alone is his quest to educate managers about the importance of reflection. Numerous others have published articles and books elucidating the importance of managerial reflection and the methods of instructing managers in the value of reflection (for example, see Ayas & Zeniuk, 2001; Boud, Cressey, & Docherty, 2005; Daudelin, 1996; Hedberg, 2009).

The most heralded managers of the 21^st century have been intensely reflective, systematic planners. From the iconic Steve Jobs to the quirky Jeff Bezos to the visionary Howard Schultz, it’s hard to think of a wildly successful manager who lacked the ability to reflect thoughtfully on their experiences and then systematically plan for the future.

Any thoughts my students?

References

Ayas, K., & Zeniuk, N. (2001). Project-based learning: Building communities of reflective practitioners. Management Learning, 32(1), 61-76.

Boud, D., Cressey, P., & Docherty, P. (2005). Productive reflection at work: Learning for changing organizations. New York: Routledge.

Daudelin, M.W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36-48.

Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review, 81(11), 54-63.

Hedberg, P.R. (2009). Learning through reflective classroom practice: Applications to educate the reflective manager. Journal of Management Education, 33(1), 10-36. doi: 10.1177/1052562908316714

Mintzberg, H. (1975). The manager’s job: Folklore and fact. Harvard Business Review, 53(4), 49-61.

Week 2 Discussion

RE: Discussion Prompt 1

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