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Case study sum and question in leadership - English Department | Trường Đại học Hà Nội
Denny Hill's high school swim coach career didn't get off to a good start. He required the members to attend all training sessions, so the senior members gave up. But 40 years later he has achieved many successes in his coaching career. He is recognized for creating a team when people think it's just an individual sport. He creates a bond between his teammates by starting the seasons with a team but then there will be a tough training week "Hell week". Tài liệu được sưu tầm giúp bạn tham khảo, ôn tập và đạt kết quả cao trong kì thi sắp tới. Mời bạn đọc đón xem !
Đại học Hà Nội (682)
Case study sum and question in leadership - English Department | Trường Đại học Hà Nội
Denny Hill's high school swim coach career didn't get off to a good start. He required the members to attend all training sessions, so the senior members gave up. But 40 years later he has achieved many successes in his coaching career. He is recognized for creating a team when people think it's just an individual sport. He creates a bond between his teammates by starting the seasons with a team but then there will be a tough training week "Hell week". Tài liệu được sưu tầm giúp bạn tham khảo, ôn tập và đạt kết quả cao trong kì thi sắp tới. Mời bạn đọc đón xem !
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lOMoARcPSD|46342985 lOMoARcPSD|46342985
UNIT 1: KING OF THE HILL Summary
Denny Hill's high school swim coach career didn't get off to a good start. He required the
members to attend all training sessions, so the senior members gave up. But 40 years later
he has achieved many successes in his coaching career. He is recognized for creating a
team when people think it's just an individual sport. He creates a bond between his
teammates by starting the seasons with a team but then there will be a tough training
week "Hell week". Next he let the members become the leader. Students of each year will
have different responsibilities. Seniors will be mature leaders who deliver team goals and
expectations to freshmen. Juniors are to be role models, sophomores serve as quite
Leaders. Freshmen required to pay attention to the coach and other members of the team.
Every Monday, Denny holds a 20-minute meeting for members to express their opinions,
maybe praise or complain about someone, even a coach. He works hard but when they
need support He is always ready to help. Denny also often makes jokes to improve the
effectiveness of practice. He always tells his team to prepare to win, things will work out on their own.
1) What leadership traits account for Denny Hill’s success?
Denny is using the perfect traits of a teacher keeping the swim team interested so they
do not lose focus in the meeting or the workouts. Denny also shows his team confidence,
in himself as well as in his team. Due to this Denny has the belief of his team behind
him and their trust in his abilities.
2) How would you describe Denny Hill’s leadership abilities?
I believe Denny developed leadership abilities through hard work and practice because
the first-year swim team did not do so good. Denny learned from his mistakes and took
various steps to make himself a better leader. He also encouraged his swim team
members to pick up leadership roles. Denny never rests on victory, he always reminds
his teammates to be in the best battle attitude, and determination prepare the best skills to be able to win.
3) Leadership includes administrative skills, interpersonal skills, and
conceptual skills. How does Denny Hill stack up on these skills?
As a teacher, Denny is well experienced in administrative skills as he has to see to
grades, progress reports, and even evaluating student progress on a daily basis. Denny’s
interpersonal skills get tested on a daily basis with peer and student interaction. Denny
has conceptual skills in that what he did for the swim team the previous year did not
work. He had to re-evaluate the situation and come up with another workable plan for the lOMoARcPSD|46342985
swimmers. Denny is doing a good job utilizing these skills and taking the swim team in the right direction.
4) How does Denny Hill integrate task and relationship behaviors in his leadership?
Denny does have task behaviors in his leadership as he has planning to do for the swim
team which includes team meetings. There are also relationship behaviors included in
his leadership when he assigns the students to become a part of the leadership team.
5) From a relational perspective, how would you describe Denny Hill’s leadership?
Denny Hill’s leadership is interactive where the swim team has the ability to
share leadership roles, authority, and influence.
6) In what way does Denny Hill’s coaching exemplify leadership as an influence process?
Denny utilized his influence on the swim team so they can reach common goals.
Denny wants a winning swim team and the swimmers want to win, as well as, want to make their leader proud. lOMoARcPSD|46342985
UNIT 2: An Emerging Leader I.Summary
Tim describes his existence that the conflict between the nature and the nurture. He has
two sets of DNA which offer him what he should be a leader via two very distinct sets of
traits. He said that the first set of DNA includes "God-given genetic abilities" from the
biological parents that left him at infancy. The second set comes from the moral and
compassionate family that adopted him two years later.
Tim's nature is to be outside and related to others. His "other DNA strand," which he
characterizes as kind, humble and quiet, originated from his family. Tim is the founder of
Proud to Be Me, a new second- to fifth-grade after-school program. The objective of the
program is to promote self-esteem and self-conceptions by offering new and various
experiences to youngsters. When Tim wet to college, he supported himself working part-
time at a bank doing collections, calling people on the phone to try to convince them to
make payments on their debts. Thanks to a part-time job at a bank, Tim realized his talent
only worked if there was a purpose.
After graduating from college, Tim went on to get a master's degree in communications
and, at age 28, became executive director of the Douglass Community Association, a
private nonprofit agency that provides opportunities for youth development, education,
healthy living, and leadership. He admitted that he had difficulty handling daily human
resource issues at the agency because he spent too much time managing external human
resources without paying attention to the needs of internal human resources. He attended
advanced leadership training at the Center for Creative Leadership in North Carolina and
Harvard University in Cambridge
Tim found the opportunity to make the most of his double set of DNA when he left the
community center after four years to become an associate vice president at Southwest
Michigan First. In there, Tim could help people by selecting through problems, solving
big problems, and breaking them down so everyone understand. He could persuade and
motivate people and organizations to grow. Besides that, Tim still wants to find more
ways to help others by creating an independent platform to help people and children in difficult situations. II. Answer the question
1. What is your reaction to Tim’s story?
He seems like a really caring, down to earth man who is aware of his skills and ‘gifts’ as
a leader and uses them well. From reading the article I can tell Tim knows who he is, lOMoARcPSD|46342985
knows his weaknesses and strengths, relies on others and knows what he wants. His goals
are clear and he goes for them. I liked the fact that he accepts constructive criticism and does something about it! 2. N
ature and nurture play a significant role in Tim’s leadership journey. From your
perspective, which has the greatest impact on Tim. Discuss your answer.
This is an interesting question to discuss. Honestly, both nature and nurture seem to have
a similar impact on Tim’s leadership journey. However, I feel he would have had a
harder time achieving his goals if he hadn’t had the ‘right genes’ for it. On the other
hand, he always liked helping people (nurture) and he knew he could change people’s
lives with his persuasive skills (nature). 3. Of
the six major traits described in the chapter (i.e., intelligence, confidence,
charisma, determination, sociability, and integrity) which traits are Tim’s strongest, and which traits are his weakest?
Tim's strongest characteristics are sociability, confidence and determination. We can also
see his determination shown through his will to become a better 'boss' because he knows
he lacks some management skills that his leadership skills do not compensate for. In my
view Tim's weakest characteristic is intelligence although Tim already has a Master's
degree, this characteristic is not mentioned in the reading. However, it can be argued that
Tim's failure to manage the human aspect of his position was due to his lack of skills and
knowledge of human resources management. 4. W
hat characteristics of Tim’s leadership would you like to incorporate into your own style of leadership?
I think his determination and drive are transmissible! I simply adore his capacity to
translate vision into reality. Personally, I feel like I need to work on this aspect of my
personality since I tend to have lots of ideas but have a hard time making sense of them
and putting them into practice. lOMoARcPSD|46342985
CHAPTER 3: ENGAGING STRENGTHS
3.1 CASE STUDY: Ready to Be CEO? SUMMARY
Christine Jorgens was approached and invited to apply for the post of CEO of the
Begin the Future Foundation, the nonprofit organization. The group has helped poor
children in urban and rural regions thrive in school and in life. She had grown up in a
financially challenged home. She worked at a neighborhood restaurant throughout
high school: first as a dishwasher and later as a server, and she continued to work
there while attending college and studying social work. She got an internship at Begin
the Future Foundation in her final year of college, where she oversaw an after-school
program for middle school children. She was friendly and approachable, and she
enthusiastically accepted whatever task the organization needed her to accomplish.
She started as a receptionist, then moved on to grant writing, public relations, and
marketing before landing a job designing and launching new programs and working
with donors to support them. Her initiative, Study Buddies, connected volunteer tutors
from a local college with youngsters for a half-hour of tutoring followed by a half-
hour of leisure and activities three times a week. Christine also founded Girl Power, a
program that allows middle school girls to spend an afternoon each week following a
local female professional or businesswoman who worked in a career that they were
interested in pursuing. Her enthusiasm has inspired many people, especially donors.
Her programs were all successfully funded, and potential donors often approached
Christine with ideas they were willing to fund. Christine wasn't sure she was CEO
material. She saw herself as a local girl who had lucked into some great opportunities.
The board had been clear about what credentials a new CEO must have: strategic
thinking, experience running a nonprofit organization, ability to work with people on
all levels of society, ability to manage people, and a commitment to the organization's
mission of helping kids escape poverty. Christine didn't have direct experience
oversee nonprofit and she needed more experience in the day-to-day management of
the organization. She took a strengths assessment and learned her strengths were in
strategic planning, relationship building, creativity, compassion, and influencing. lOMoARcPSD|46342985
In addition, the board members pointed out that she had a deep knowledge and
commitment to the organization and the children they served. The board was
convinced Christine was the right candidate.
1. Strengths are considered inborn traits that can be enhanced with
experience. What experiences in Christine's background helped her develop her strengths?
In high school, she worked at a local restaurant, first as a dishwasher and then as a
waitress, continuing to work there while she attended college studying social work.
In her senior year of college, she landed an Internship at Begin the Future
Foundation overseeing an after-school program for middle school students. She
took on whatever work the organization had for her to do. She worked as a
receptionist, became a grant writer, helped out in public relations and marketing,
and then was given a position developing and initiating new programs and working
with donors to fund those programs. Christine also initiated Girl Power, a program
allowing middle school girls to spend an afternoon each week shadowing a local
female professional or businesswoman who worked in a career that they were interested in pursuing.
2. Of the strengths identified by the assessment, which were directly
observable in Christine's work? Were there any that were not?
There were strategic thinking, experience running a nonprofit organization, ability
to work with people all levels of society from the poorest to the richest, ability to
manage people, and a commitment to the organization’s mission of helping kids
escape poverty. Christine didn’t have direct experience overseeing a nonprofit and
felt she needed more experience in the day-to-day management of the organization.
3. Christine admitted having some weaknesses, especially in day-to-day
management of the organization. Which of her strengths could she put into
use to help her deal with that, and how?
She thrived at program development, finding ways to implement community
resources that her strengths were in strategic planning, relationship building,
creativity, compassion and influencing. In addition, the board members pointed out lOMoARcPSD|46342985
that she had a deep knowledge were often overlooked. Her program, Study
Buddies, paired up volunteer tutors from a local college with children to meet three
times a week for a half-hour of tutoring followed by a half-hour of recreation and
games. Christine also initiated Girl Power, a program allowing middle school girls
to spend an afternoon each week shadowing a local female professional or
businesswoman who worked in a career that they were interested in pursuing.
Christine's enthusiasm was contagious, especially with donors. Her programs were
all successfully funded, and potential.
4. What strengths should Christine seek from others that would complement
her own and fill some gaps?
Christine saw herself as a local girl who had lucked into some great opportunities.
she should seek some strengths from others to complement her own and fill some
gaps like: experience running a nonprofit organization, ability to work with people
on all levels of society from the poorest to the richest, ability to manage people,
and a commitment to the organization’ mission of helping kids escape poverty.
Especially, she needed more experience in the day-to-day management of the organization. lOMoARcPSD|46342985
CHAPTER 6 : Developing Leadership Skills SUMMARY
Carolline started baking cupcakes for her son's birthday party when she was a
teacher at Oak Park Elementary School. She quickly found herself baking for
multiple parties a week and soon became the most sought-after caterer in the city.
In just five years, Sweet Caroline's morphed from a small bakery into a full-service
restaurant and catering company. Despite her success, Caroline has struggled with
certain aspects of running her business. Sweet Caroline's is a bakery and restaurant
with 40 employees, some working in the bakery and some in the restaurant. The
company has five drivers who deliver cupcakes, cakes, and other catered goods to
private parties and businesses six days a week. Staff members get frustrated by
lack of notice regarding their schedules, the lack of staffing, and the stresses these
issues cause. Owner Carolline says she doesn't have the patience or knowledge to
deal with detail-oriented aspects of managing her business. Sweet Caroline's is a
bakery and catering business in New York City. Owner and owner of Sweet
Caroline's, Caroline has been approached about opening a second Sweet Caroline’s
in a neighboring town. She already feels overwhelmed at times by her current
operation and is not sure she can take on more. But she also knows the opportunity
to expand her business won't last forever
Question 1: based on the model of primary leadership skills Figure 6.1 , how
would you describe Caroline’s skills? What skill is she strongest, and in what skills is she weakest?
Personally, I think Caroline is someone who showcases her technical prowess to
everyone. At work, she is a responsible person, skillful at work, and has
communication skills to deal with people around. in business Caroline is a business
strategist, from a small bakery she has expanded into a large pastry company with branches in many places.
What skill is she strongest?. Although Carolline had no plans of ever golng Into
business, Sweet Caroline's has been very successful. Carollne is very personable
and genulne, which has been instrumental In creating a large and loyal customer lOMoARcPSD|46342985
base. Furthermore, Caroline's Intuitlve sense for how tallor her services to fit the
needs of the community has. She has good interaction skills with staff and customers.
What skill is she weakest? Carollne is a sklled baker, but she is finding that the
demands of her growing business and clent base are creating challenges that are
out of her area of expertise. Many of these fall into the administrative area where
she hasn't the patience or knowledge to deal with detall- orlented aspects of managing her business.
Caroline has difficulty managing the staff, leading to a lack of staff in the store,
customers complaining about having to wait. She does not have the skills to
manage her staff, does not actively arrange a plan for each job.
Question 2. Sweet Caroline’s bakery and restaurant seemed to emerge out of
nowhere. What role did Caroline play in this? Do you think Caroline could
improve her business with more strategic planning?
She is the founder of these bakery and restaurant.
For me, definitely yes. She can create more social accounts not only on Facebook
and Twitter such as on Instagram, Instagram is by far one of the most used social
media by Westen and Asians Facebook, so it can access these areas, she can open
more Sweet Calorine's company in the world. Another way, I think she should
enter a cooking contest to advertise her shop to more people about her brand, then
she not only sells cakes to loyal customers but also so that new customers have a
chance to get to know her. And lastly, I'm not suggesting to her that she could do a
TV commercial, I know if she did it would cost her a lot of money at first but I
believe in the end the results won't disappoint her because we already know a TV
show is one of the best ways to introduce products to customers, so if they think
Calorine's cake looks too good, the customers will try and if they like her cake,
they will buy her cake again and Calorine will have new opportunities to grow her company.
Question 3. Have you ever worked at a place that was very successful but felt
quite chaotic and disorganized? How did you handle it? lOMoARcPSD|46342985 No, I haven’t.
However, this is how I would handle as the situation might emerge:
Make a schedule for myself and urge my co-workers to do so as well. Keep tasks
that I do on a regular basis, and remember to leave some space for the unexpected.
Ascertain that job descriptions are comprehended. My employees should
understand not only what they're accountable for, but also how the whole workflow works.
Create an accountability structure to ensure that projects are finished on time and that objectives are fulfilled.
All activities’ procedures that are performed on a regular basis should be set in place.
Request that your staff identify any bottlenecks or inefficiencies that need to be
fixed. Then, as a group, devise a strategy for resolving them.
Question 4: If you were a consultant to Calorine, would you recommend she
open a second location? If so, what three specific skills would you have
Calorine develop in order to help manager her business better?
If I were a consultant, I would advise Caroline not to open a second location
because she doesn't have much business management experience yet. I think she
should focus on managing a store to gain more experience for herself and better serve customers.
I think she needs to develop the first skill that is problem solving: people who are
just starting out in business don't have much work experience and face many
challenges outside of their area of expertise. so she should develop problem-
solving skills so that she can deal with difficulties that arise at any time. The
second skill is time management, she should manage working time and schedule
employees before starting a new working week. The last skill is staff management,
Caroline has not much experience in managing staff, so it leads to a lack of staff
and customers complain when waiting too long because there are not enough service staff. lOMoARcPSD|46342985 UNIT 6
Nick Gibbons known as a” hard-core newshound with ink running in his blood”
when studying at Columbia University’s prestigious school of Journalism, became
city editor of a newspaper in a midsized Midwest town after 10 years.
Then, he was invited to the headquarters of a large media group for meeting and he
was excited. However, the company was going stop printing daily newspapers,
instead publishing digital editors. Consequently, 75% of the newspaper’s
workforce would lose their jobs and Nick was shocked and dismayed.
On the three-hour drive home, Nick realized that lose subscribers and revenue for a
decade of newspapers because of internet, cheaper price for producing and
delivering of digital version would change the newspaper. Nevertheless, he did not
like digital version and he strongly believed the importance of reporting news and
informing the community. Thus, he started from the group up, creating something
new to change the culture and belied system about newspaper.
His plain consists of a three-prong approach. First, the staff was a willingness to
“forge the future for local journalism and make a contribution to this movement”.
In the end, almost 80% of new positions were filled by whom Nick believed to be
the “best and brightest” people of the newspaper.
Second, He moved the offices to the first floor of a smaller downtown building. He
wanted the passerby would be easier to see the display and the newspaper’s
operations to be visible to make it not” disappeared”.
Third, they would create new and untried things with missteps along the way and
Nick stressed that he needed only dedication and determination. That approach was called
“High forgiveness factor”. Along with that, the staff would create dedicated
website for a local events calendar. lOMoARcPSD|46342985
At first, readers canceled subscriptions, and advertisers dropped sharply. However,
the newspaper is slowly gaining readers and visitors to its website after 4 years.
Now, the staff begin to be successful teaching how to create digital ads that can
reach audiences by using behavioral targeting and social media.
Q1. What is Gibbons's vision in this case study? How is it similar to or
different from the vision of the owners of the paper? Discuss the unique
challenges a leader faces when required to implement a vision of his or her superiors ?
Nick sees the old newspaper's obsolete and sees the development of digital, thereby
wanting to convert the newspaper to a digital format. First Nick don't like the idea
of changing the owner of the article but why time to think, Nick has the same
vision with the owner is to bring information to the community, no matter the format.
To succeed, he was going to have to change an entrenched culture and belief
system about newspapers, not only within his staff but among the public as well.
He had to start from the ground up, creating something entirely new.
Q2. Why do you think Nick wanted to open the workings of the paper up to
the public? How is this related to his vision?
Because 75% of the newspapers' workforce will lose their job when daily
newspapers will be replaced by digital editions and Nick's newspaper would only
be printed three days a week and the other days will be an electronic edition. This
related directly to his vision. The first time, he wants to develop his newspaper in a
midsized Midwest town, and when the old newspaper is going to replaced by
digital format, he sets a plan to take the newspaper to a digital format, and with the
right strategies he was successful in this field
Question 3 : Vision often requires changing people's values. What are the
desired changes in the values highlighted in this case study?
Change an entrenched culture and bellef system about newspapers, not only within
the staff but among the public as well. Start from the ground up, creating lOMoARcPSD|46342985
something staff entirely new. This would require bringing aboard people who were
energized about the future and not mourning the past. Hisplan employed a three- prong approach.
Question 4: How well did Nick Gibbons articulate his vision for the paper? If
you were in Nick’s shoes, how would you articulate your vision in this case?
Nick Gibbon’s articulated his vision for the paper through several avenues. First,
he initially told his staff about losing their jobs and to re-apply, which encouraged
only the most passionate to re-apply. He also told his staff that he didn’t expect
perfection, just dedication and determination. If I were in Nick’s shoes, I would
articulate my vision similarly, especially emphasizing my understanding that this is
new, there might be mistakes made, and that all I am asking for is determination and dedication.
Question 5: Do you think the newspaper will thrive under Nick’s leadership ? Why?
Yes, I think the newspaper will thrive on Nick’s leadership. Because I feel Nick can become a good leader.
First of all, he is a talented person, he used to be a reporter with 10 years of
experience. Second, he is a very visionary person because he can see the
importance of reporting the news in the future and he believed strongly in it. He
can paint a picture of the future newspaper that attracts and inspires his employees.
That's why he got almost 80% of the best and brightest employees. Third, Nick is
also a daredevil," he has changed an entrenched culture and belief system about the
newspaper". To help the newspaper succeed to a digital format, "he had to start
from the ground up, creating something entirely new". Besides, Nick is also a
planner and knows how to manage and communicate with employees. He
empathizes with his employees and doesn't demand perfection from them. The
results show that after 4 years of the newspaper under the leadership of Nick the
newspaper is gaining back readers and experiencing more visits to its website. lOMoARcPSD|46342985
UNIT 7 – A table of two classes
Ebony Ells has two communication classes back-to-back in the same room, but
they are very different. The first class on interpersonal communication is taught by
Steve Gardner and has many rules such as cell phones off, no texting and laptops
closed when no taking notes, on time starting, not leaving early. The second class
on organizational communication is taught by Marissa Morgan and has a few rules.
The teacher announced that all students are responsible for their own learning in
the class. In addition, texting, talking, walking late, leaving early are not controlled.
Ebony likes the Interpersonal communication of Professor Gardner. Personal
disclosures by students and the professor alike are frequent, and there is often
much humor and laughter. Although it is a larger class with 75 students, most
people know each other’s name and do things together outside of class. In this
course, students write a reflection paper every week and have midterm and final exams.
In contrast, the atmosphere in the organizational communication class of Professor
Morgan is spontaneous and uncontrolled. Students do not know each other's name
and seldom connect outside of class. The personal observation papers are
submitted but are marked as turned in or not. Students' final grades are dependent
on the presentation of students' topic.
Ebony gets more information about two different styles of the professors, so she
interviews both instructors. Professor Gardner describes that he wants students to
be on board with the direction and tries to build a community by getting the
students listen to one another. For the sake of it, they must be fully present as well
as paying full attention and texting and open laptops suggest him that students are lOMoARcPSD|46342985
disassociated and disconnected from the group. The student pays attention to self,
rather than the community. This is important and valuable. The author tries to build
a community by getting the students to listen to one another. However, students are
disassociated and disconnected from the group by text and laptop.
Professor Morgan says her goal Is to be sure to cover the required course content
and still enjoy the teaching experience. She gives the students just enough freedom
in a class, allows them to present the ideas, and then they are free to discuss them
as they wish. Students can text or use their laptops during class. As her role is to
present the material to be learned, while the students are responsible for how much of it they can absorb.
Ian said he is very pleased with Professor Gardner's class for some reasons. Firstly,
he knows what is expected of him and what the norms for class behavior are.
Secondly, Professor Gardner's grading structure is like that of most other classes
Ian has had. Thirdly, there are several graded assignments that allow him to know
how he is doing through the course of the semester. However, in Professor
Morgan's class, he finds it distracting when people are texting in class, and he is
also stressed about his grade being dependent on one big assignment.
According to BreeAnn, in Professor Morgan's class, the discussions are not
controlled by the professor, so the class does not stay on topic, and you learn very
little. While Professor Morgan writes thoughtful comments on each of their papers,
it is unclear how the papers are related to her lectures. Regarding the student's final
grade, BreeAnn finds the final presentation assignment is interesting but unrelated
to the class and her major. Ian says, “They are both good, just very, very different.”
1. In establishing a constructive climate where his or her class, what kind of
structure has each professor put in place?
Professor Gardner & Professor Morgan put Promoting standards of Excellence in place.
Class 1: Steve Gardner put the rule-oriented climate structure in his class which
means that the organizational culture that provides for featured benefits and puts its
burden on attention to details by all the members’ results in a rule-oriented climate.
He wanted his students to obey all the rules in class to achieve the best effective learning results. lOMoARcPSD|46342985
Evidence: The first day of class he verbally explained the rules for class conduct,
which were also distributed in a printed handout – cell phones off, no texting, and
unless the students need to use one for taking notes, laptop closed.
Class 2: Marissa Morgan put the innovation - the climate towards structure in her
class style which means that organizational culture introduces new ways and
processes to develop new and innovative things leading to an innovation-oriented
environment. She wanted to create a comfortable learning environment for the
students to have new ideas by themselves.
Evidence: This professor does not care if the students use their laptop during class.
Testing and talking are unrestrained. Professor announced on the first day that all
students are responsible for their own learning in the class, and she trusts them to know how they learn best.
2. How would you describe the group norm for each class?
In the Interpersonal communication class of Professor Gardner, the norms are cell
phones off, no texting, and unless a student needs to use one for taking notes,
laptops closed. Moreover, the class starts on time and ends on time, and students should try not to leave early.
In the organizational communication class of Professor Morgan, she has different
norms. There are not any. For example, texting and talking are unrestrained
walking class in late or leaving early are acceptable. Students are responsible for
their own learning in the class.
3. What actions has each professor taken to establish cohesiveness in his or her class?
In the Interpersonal communication class of Professor Gardner, the action
establishing constructive climate is that he listens to student, shares humor, knows
all students by name and allows students call him by his first name or his title
giving many rules such as: cell phones off, no texting and laptops closed, etc in
order not to interrupt or disconnected from the group.
In the organizational communication class of Professor Morgan, the action
establishing constructive climate is that she gives students freedom to discuss their lOMoARcPSD|46342985
ideas with friends and finds their own way to learn involved texting or using laptops.
4. What standards of excellence has each professor established for his or her course?
(3) How much members are expected to treat one another: In the Interpersonal
communication class of Professor Gardner, he tries to build a community by
getting his students to listen to each other. Moreover, the students need to pay full
attention which is on self after being fully present.
(2) How much initiative and effort they need to demonstrate: In the organizational
communication class of Professor Morgan, she presents the material to be learned,
while her students are responsible for absorbing it. Besides, the students are given
freedom that they are allowed to present their own ideas and freely discuss them. (Require Results)
5. Which class atmosphere would you do best and why?
From my perspective, a class with a positive atmosphere, and a high spirit of
learning is a good fit for me. Because when I study in a class like this, I have a
motivation to complete all of the tasks from the teacher as well as confidently
interacting with my classmates. Moreover, I have a chance to thrive my soft-skills
and widen my horizon thanks to the worthy comments and suggestions of the
classmates and the teacher as well. lOMoARcPSD|46342985
UNIT 10: LISTENING TO OUT-GROUP MEMBERS
Next Step is a student organization run by graduate students in the School of
Communication at a large West Coast university. Next Step provides students with
opportunities that will help them prepare for the workforce or for more schooling.
There are two annual bake sales to raise funds to pay for expenses such as renting
meeting space, compensating speakers, and providing refreshments at group
workshops. After a lukewarm fall semester bake sale, some Next Step members
suggest finding a new fund-raising method.
Next Step's president, James, decides to put new fund-raising initiatives on the
agenda for discussion at the group's next meeting. At that meeting, Brenna
proposes that the group sell T-shirts as the winter semester's fund-raiser. Group
member Mark offers to use his employee discount at the screen shop where he
works to have the shirts printed affordably. James assigns Brenna and Mallory to
survey students on their interest in buying the shirts and at what price.
Ursula, Next Step's secretary, agrees with Nichole, calling other Next Group
members "a bunch of Kool-Aid drinking nerds" and remarking that nobody is
going to buy those shirts. James leaves the meeting feeling positive about the
direction the new fund-raiser is going. Nichole calls the plan to sell T-shirts
"stupid." Ursula, Next Step's secretary, agrees with Nichole, calling other Next
Group members "a bunch of Kool-Aid drinking nerds" and remarking that nobody
is going to buy those shirts. James is shocked and concerned that two Next Step
officers would talk so negatively about the group and wonders if it is fueled by the
shift to selling T-shirts or something else. lOMoARcPSD|46342985
Brenna, Mallory, and Mark succeed in developing attractive mock ups for Next
Step members to consider. James feels confident that the T-shirt committee's
efforts will help Nichole and Ursula change their minds about the T-shirt sale.
Todd thinks that it's so dumb to selling T-shirts. His comments further alarm
James. James reminds Nichole and Todd about the Next Step meeting coming up
in two days. Nichole thinks that it's silly to get so involved in this T-shirt sale and
this group is really just something to put on résumé. Although taken aback by
Nichole's attitudes, James believes in Next Step's mission and will make sure any
and all concerns' regarding the fundraiser are raised at the next meeting.
James concludes that there seems to be a division, at least among the board's
officers, between those who are excited about the group's mission and efforts and
those who are not supportive. He wonders if other Next Step members share the
attitudes expressed by Nichole, Ursula, and Todd or if they are in a minority. If
they aren't, thinks James, and the division goes deeper, what does that mean for Next Step?
Q1. This chapter discusses several reasons that out-groups form. What is the
best explain for why Ursula, Nichole, and Todd appear to be out-group
members? What impact ere having on Next Step? Do they have legitimate concerns? Discuss.
Due to the differences in point of view of some members in the group lead to the
form of out-group members, Ursula, Nichole and Todd found that the new T-shirt
sales are not going to fly so that they are not willing to help the project. Their
concern began from they have less free time for both school and the organization,
and because they saw that working for the organization is not important as their school stuff.
Q2. How could the initial meeting about fund-raising strategies have been
conducted so that all members were included in the decision?
James decides to put new fund-raising initiatives in the meeting because some of
members suggested a new project with more benefits than the old one, and James
wants to hear all the suggestions whether approval or not of all members to make
the decision on doing that new project.