I started to write this reflection on Saturday before we were put into teams in the hope of getting my readings done asap. I went on about how terrible I still am at mikes bikes and how I wish I was good enough to earn the big bucks, to be CEO. I was also contemplating the pros and cons of the qualities I know I possess, the qualities I wish I had, etc…. basically moaning about how sucky my life is. The most important question I asked myself was “how will I be useful to my group?”
Maybe I can be the one to organize my team, make sure everyone is happy working together, negotiate a team strategy, I can organize the meet up sessions. I can make sure the CEO treats everyone equally, the goals of the organization coincide with what individuals in the team value as well as the future decisions made. I want everyone to feel free to express their opinions and manage themselves as we are university students and can do so. When I met my group for the first time I received my role as HR manager and after reading up on the role requirements…it fits with what I know I am good at!!
But then again, don’t I want to be good at the logistics of business management and is the HR role even what I want? I feel as if I need to up skill in operations management or CFO because in real life I feel as if my ‘brilliant’ negotiation and organizational skills will not be enough to get me recruited. My role is very ambiguous and what values or factors can I even negotiate in the simulation?? As you can see I am very ambivalent about whether my role is worth anything!!
After our first strategic team meeting, I was hoping my group would be an effective working team because now that I know I am the HR manager my role is to make sure the team communicates, negotiates and works together. All I can hope is for is that there will be no team conflict on the first day please, otherwise my job will not be smooth sailing and I will be held accountable for the bad SHV result. Although I’m still useless at mikes bikes and will learn but always remain to be the worst at mikes bikes in my team, sitting down with my team helped me understand how the HR role is very useful. Mainly, I would be working with operations management so there would be important factors of the business to assess. I decided that not only do I want to be a leader who earns big bucks and teaches others interpersonal skills, but I also want to be a follower to learn from others. I am all the more ready to partake in team work!
With our first practice rollover on Thursday, the CEO began consulting with everyone regarding their roles and what they need to be looking at. Our team seems to be quite good at negotiating possible ways to improve the elements of our business and discussing with us how changing one factor can have a detrimental or advantageous effect on others. If we increase or decrease planned production we have to change SCU, advertising, employee training and the quality of products etc. The team meeting helped me to understand what I did wrong in my Solomike business, I had made minimal changes in marketing and operation management which had a detrimental effect on my SHV, I need to put more into advertising, PR and branding so that my product is well known. Regarding my role as HR director I should research supplier relations, investor relations, training time and employee number (mainly the responsiveness and quality tab). I need to maintain good external relationships and a strong internal workforce. I will research this week and post my recommended values up on Mgmt300 fb page tonight, and see how my team respond. I feel good with my team, I trust them and their knowledge and am glad I can learn from them to better myself.
Friday morning we had a $20 SHV for the Christchurch area!! Now that is pretty good, however we need to increase product awareness by increasing advertising, branding or PR. We also have $8 million cash to go crazy with for our 2nd practice rollover. God I love my team!
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136--146
Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142--148
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok. Harvard Business Review, 84(6), 72—82