NBP2 TASK 1 CRITICAL ANALYSIS.docx NBP2 Unit 1: Current and Emerging Technology Module 1: Organizational Leadership Trends Selected Reading: The Front-Line Leader: Building a High-Performanc
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NBP2 TASK 1 CRITICAL ANALYSIS.docx NBP2 Unit 1: Current and Emerging Technology Module 1: Organizational Leadership Trends Selected Reading: The Front-Line Leader: Building a High-Performance Organization from the Ground Up by Chris Van Gorder. Summarize each trend and its impact on society as supported by each publication. In the selected reading “The Front-Line Leader: Building a High-Performance Organization from the Ground Upâ€, Chris Van Gorder talks about his experience of starting from a police office and becoming a CEO. In his time of being a police officer he was injured and had to retire early. This led him to a security director position that would change his life forever. He mentions a time when a CEO would not even make eye contact with him which instilled in him a sense of unappreciation. Using this he developed a philosophy of people first which would ultimately help him claim his throne as the CEO of Scripps. Summarize risks described in each publication that are associated with each trends implementation, including the likelihood, severity, and mitigation strategies for each of the risks identified. Some of the risks that come with the people first mentality are a decrease in performance and complacency. It is believed by some that if employees have no fear of losing their jobs then they will become complacent and less efficient. It is important to understand that is not the case. Yes, people can become complacent in their jobs but as a leade. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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