please write the two pages about the DQ queation for prepare the CLA2. please follow the format of template !thank you
Behavior Of Organization: Assignment :DQ (C) - Discussion Question 1 – (CDQ directed at upcoming CLA) Undergraduate Level Prior to reading this DQ, please read the CLA2 assignment and understand what the assignment is asking you to complete. Once you have an understanding of the CLA2 assignment, please continue to the paragraph below to complete DQ1. Using the Library Information Resource Network (LIRN), JSTOR, or any other electronic journal database, research four (4) peer-reviewed articles that can be used to answer your upcoming CLA2 assignment. Your discussion should summarize the articles in such a way that it can justify any arguments you may present in your CLA2 assignment and should be different from the abstract. In addition to your researched peer-reviewed article, you must include an example of the article researched as it is applied by industry (company, business entity, and so forth). Please note: This article summary should not be the only articles researched for your CLA2 assignment. You may (and should) have several other articles researched to fully answer your CLA2 assignment. The concept of this DQ is to allow students to be proactive in the research necessary to complete this assignment. You may use your article summary, partially or in its entirety in your CLA2 assignment. Important: Please ensure that your reference for the article is in correct APA format, as your reference in your discussion post. Depending on which electronic database you use, you should see a Cite selection for your article. In addition, there should be a variety of articles summarized and as such, students should have different articles summarized. Your summary MUST include ALL of the following in your DQ post (include every item in the bullet list below, or you will not receive full credit): Do these in order: · In correct APA format, write the Reference Listing for the article. · Clearly state what the article is about and its purpose (a summary in your own words). · Describe how you will use it in your upcoming assignment. · Include the article Abstract in your posting (your summary should be original). · Repeat for a total of four (4) peer-reviewed sources. Additional information :what’s is CLA2 CLA 2-Comprehensive Learning Assessment 2 – CLOs 2, 3, 4, 5, 6 Read Case Zappos on pages 411 & 433, and case General Motors on pages 450 & 469-470, then address the following questions 1. Can an organization run effectively without leaders having some form of organizational power? 2. What types of influence would become more important under holocracy at Zappos? 3. Do you think leadership skills would be more or less important at Zappos under holocracy? How so? 4. Do you think GM can outduel the technology companies for safe autonomous driving vehicles? 5. Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model? 6. Given GM’s history, why does Barra put a premium on her executives’ leadership behaviors? P411 Zappos When you go to work, you likely have the expectation that somebody will be there to tell you what to do. You will, in essence, have a manager or a leader that will, at a minimum, set some broad roles and goals for you and be there to influence your behavior. Zappos, the online shoe and accessory retailer based in Las Vegas, is attempting to turn that notion on its head. For the past three years, CEO Tony Hsieh, 43, has been constantly pushing his organization toward 100% self-management through the use of “holocracy.” What exactly does that mean? One thing it means for sure: Who is leading and where the power resides in the organization doesn’t look like many other companies. The general idea behind holocracy is a work environment in which there are no bosses, politics, or power; employees are supposed to figure out largely on their own what to work on and how to get their work done. It has not been an easy transition. Zappos was purchased by Amazon.com for $1.2 billion in 2009 and has largely been left to operate on its own ever since. One of the reasons Amazon CEO Jeff Bezos has kept a hands-off approach is Zappos’s unique approach to leadership and managing people. Holocracy is pushing the boundaries of “unique” for a company the size of Zappos. For eight straight years, Zappos was a fixture on Fortune’s Best Companies to Work For survey. In 2016, they fell off the list scoring exceptionally low on questions like, “Do employees think management has a clear view of where the organization is going and how to get there?” Zappos employees are self-organized into “circles” instead of traditional work teams. Each circle has a “lead link” employee who somewhat manages the process, but the lead link has no formal authority and can’t tell anyone what to do. The employees in each circle decide their own roles and responsibilities through a number of different gatherings known as “governance meetings,” and so far Zappos has over 300 circles dealing with everything from customer service to social media. One interesting result of Zappos instituting a “leaderless” organization is not the fact that there are no formal leaders, but that many employees have noticed a real lack of leadership. In essence, when operating a self-managing environment everyone has to learn good leadership and influence skills in order for the organization to be successful. ZAPPOS P450 P469-470 When she gets out of bed, what does Mary Barra (CEO of GM) think about? “I spend a lot of early mornings thinking about executing our plan quickly. The big thing I worry about is speed,” says Barra. CFO Chuck Stevens agrees, highlighting a statement from the faulty ignition switch internal investigation about the culture at GM, “No sense of urgency. No accountability or responsibility. A siloed mentality.” Barra has reacted quickly and with force to make culture change a reality by implementing a number of initiatives including “GM 2020,” which is a program designed to create cross-functional labs throughout the company. Barra has also pushed hard to create a new culture of speed by creating a year-long transformational leadership course for upper-level executives that Barra personally leads. It’s not focused on company strategy, but rather the interpersonal skills she believes are necessary to create change. HR chief John Quattrone says, “Mary believes that if we change the behaviors [of top managers], people who work for us will see that and emulate it.” Barra’s major vision for GM is to lead in safe autonomous driving. This puts them directly up against the fast-moving cultures of Google, Uber, and Tesla. Barra believes GM’s recent acquisition of Cruise Automation ($581 million) puts them square in the driver’s seat. After a successful, high-profile test of an autonomous Chevy Bolt (with Barra riding in the back seat), Barra told a large group of Cruise employees, “If somebody [at GM] says you can’t have something, or you can’t do something, or it’s going to take this much time, and it doesn’t make sense to you, challenge them. I want you to take the energy and speed and how you look at doing things and drive it into the core of GM.” GM believes that they have the advantage. GM product chief Mark Reuss says, “The piece that is not well understood outside of the automotive industry is how hard it is to take technology and integrate it into a car. It seems like you should be able to layer it in and have it work and that would be great. Right. The effort to integrate that into the car is equal to or more than the technology itself. A car has to work right every time, all the time.” So far, the technology companies have spent billions of dollars in development and have little to show for it. Still, Barra is not willing to bask in success for long. Onstage at GM’s headquarters she told her group, “Don’t confuse progress with winning. Are you doing what you can? Or are you doing what it takes to win?” . Assignment DQ template ● In correct APA format, write the Reference of the article. DeTienne, K. & Agle, B. & Sands, C & Aleo, A. & Aleo A. (2019, June 20). Fostering an ethical culture on your sales team. Retrieved from https://hbr.org/2019/06/fostering-an-ethical-culture-on-your-sales-team ● Clearly state what the article is about and its purpose. The article points out that sales scandals can be serious issues and cause a large amount of loss for companies. The author gives different examples to suggest companies how to avoid and prevent sales scandals and what part companies should work on. The author also indicates that companies with higher ethical standards could bring more customers, improve satisfaction, and increase brand loyalty, directly increasing profits to companies. The article gives five pieces of advice to companies on how they can both prevent ethical issues and improve productivity. First, companies should always measure ethical behavior. Even though many companies have some systems or places to receive ethics complaints, not all businesses have powerful ways to manage those complaints. The author suggests that leadership teams should build an efficient reporting system to respond to those complaints and report them to groups honestly. Second, strengthen weak spots is also a job for management teams because it helps employees understand the importance of ethics. Third, leadership teams should always provide specific direction to employees for some situations due to downturn, regulations changes, or any difficulties. They should give guidance to ensure every department understands companies' ethical principles. Moreover, companies should also create a culture of ethical values so employees can know what they have to face if they break organizations' ethical values. Managers should support employees to follow the culture of ethical values by involving conversations with them and help them reconcile differences. The author also states that reward the right behavior can also improve the benefits of the employees and organizations in the long term. Last, promote the right people gives a direction to employees on what behaviors get rewarded, and employees can quickly learn from each other. However, if the person who cheats the number gets rewarded, others will also know that cheating is acceptable, which will cause companies' vicious cycle. ● In correct APA format, write the Reference of the article. Kulshrestha, N. & Nangia, R. (2019, Feburay). Integration of ethics in performance appraisal and legal aspects: Importance and issues emerge in the