ORG 827 Full Course Discussions GCU

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ORG 827 Full Course Discussions GCU

ORG 827 Topic 1 DQ 1

Porter (1996) argued, “Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value. But the essence of strategy is in the activities – choosing to perform activities differently or to perform different activities than rivals. Otherwise, a strategy is nothing more than a marketing slogan that will not withstand competition.” Does this 20+ year-old concept offer an effective understanding of the relationship between strategy and decision making in today’s organizations? Why or why not?

ORG 827 Topic 1 DQ 2

Consider Powell’s (2017) diligence-based strategy, Kim and Mauborgne’s (2005) blue ocean strategy, and Porter’s (1996, 2008) strategy theory. Which do you believe is the more effective to achieve competitive advantage in organizations today? Why?

ORG 827 Topic 2 DQ 1

Leading in complex organizational environments is a challenging endeavor that can sometimes cause a freezing of action and decision making. In systems thinking, leader decisions can have ramifications well beyond what is evident or obvious. So, while getting to a decision as quickly as practicable is very important for leaders, these decisions must also be of high quality and consider downstream effects. How do leaders balance timeliness and quality of decisions? What are the most significant considerations for leaders when trying to synthesize the available information sufficiently to make a timely, effective decision? Why?

ORG 827 Topic 2 DQ 2

Trust and leadership styles may affect productivity by encouraging or discouraging positive relationships. Do you believe trust or leadership style has the greater influence on relationships? Support your position.

ORG 827 Topic 3 DQ 1

What is the most significant way vision guides the strategy of the organization to achieve and retain competitive advantage?

ORG 827 Topic 3 DQ 2

The mission, vision, and values of an organization are often considered its “core.” Which of these is the most important to an organization’s success? Why?

ORG 827 Topic 4 DQ 1

Transparency is a key component of ethical decision making. How transparent should leaders be in the decision-making process? Support your position.

ORG 827 Topic 4 DQ 2

Can spirituality have a negative effect on the decision-making process? Defend your position.

ORG 827 Topic 5 DQ 1

To what extent, if at all, should leaders delegate decision making authority? Support your position with both research and specific examples.

ORG 827 Topic 5 DQ 2

Economy (2014) described five levels of delegation; each of which can be an important part of a leader’s delegation strategy. Which of these do you believe would be most effective in helping you as a leader achieve strategic objectives in your organization? Support your position with both research and real-world examples.

ORG 827 Topic 6 DQ 1

Organizational culture has a significant influence on how leaders make decisions. This influence manifests as a variety of voices stemming from a variety of factors including whether the organization is multinational or local, the type of product or service offered by the company, and so forth. How does a leader distinguish between the varied voices of the organizational culture to make and implement decisions in the overall best interest of the organization? Explain.

ORG 827 Topic 6 DQ 2

Many organizations believe to retain competitive advantage they must engage in corporate social responsibility (CSR) by taking a stance on societal issues that emerge as a result of changing social norms rather than remaining neutral regarding these norms and issues. At times; however, some social norms conflict with the core values of an organization. In these instances, should decision makers align decisions to current social norms and societal issues or with the core values and strategic approach of the organization? Support position.

ORG 827 Topic 7 DQ 1

Some assert it is imperative for leaders to be bold when making strategic decisions. How does a leader determine how much risk is acceptable when making a decision? Explain.

ORG 827 Topic 7 DQ 2

Risk taking must be tempered with judgement in decision making. However, Kelman, Sanders, and Pandit discussed how risk-averse behaviors slow and hinder organizational progress and describe why so-called “paralysis by analysis” may be a more significant concern than groupthink. At what point should a leader cease gathering data, take the risk, and simply make the decision? Support your position.

ORG 827 Topic 8 DQ 1

What do you see as the two most important current trends/issues being discussed in the current scholarly literature regarding strategic decision making? Why are these important to organizational leaders? How should organizational leaders respond to these trends/issues? Support your view.

ORG 827 Topic 8 DQ 2

As you reflect on this course, how will your interactions with the course material, assignments, and discussions influence your decision making practice as an organizational leader? Explain. How will these interactions influence your dissertation research? Explain.

 

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