10 Jul Please Follow directions or I will dispute!Please answer original

Please Follow directions or I will dispute!Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words eachPage 1 Original Forum with References page 2 Justin response with references page 3 Giovanni response with references Original Forum Examine your organization and leadership through the following questions:1. How does your organization foster trust and open communication?2. How is teamwork, power, and authority defined?  Look deep at self interest vs. a common goal and empowerment.3. What are the goals that people share in common?  Motivations?4. How would you describe the culture and leadership from the top down?5. What recommendations do you have for your organization to enable others to act?Your initial post should demonstrate and integration of readings and lessons to support your views.  Support your work with references and intext citations.Student response Justin            I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive. I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower’s trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not discuss things they notice to the individuals that are either creating bad habits or making a mistake that they may not know they are making until it is too late. We had one member leave early who was an unbelievable worker but did not realize that a lot of things he was approving in the finance system  was creating debts for people. Some noticed, but did not speak up until it was too late and he left because he felt that it was never communicated to him until he was in trouble with the actions. I feel if the mistakes were brought up sooner and accountability occurred sooner the situation could have been avoided. ResourceScherwin, V. M. (2009). The overlooked dimension of leadership: Follower self -interest (Order No. 3374973). Available from ProQuest Central; ProQuest Dissertations & Theses Global. (304851943). Retrieved from https://search-proquest-com.ezproxy1.apus.edu/docview/304851943?accountid=8289GiovannaGood evening everyone,This week we were asked to answer the following questions:1. How does your organization foster trust and open communication?My organization fosters trust and open communication by keeping an open-door policy. Keeping an open-door policy ensures that employees feel comfortable enough to ask supervisors for help or speak up about process improvements or concerns. Another way my organization fosters trust and communication is by holding “huddle” meetings once a week to discuss any possible ideas or opportunities for improvement. The supervisors also use this time to communicate any information coming down from the pipeline. This gives employees an opportunity to ask questions face-to-face rather than read it in a memo. 2. How is teamwork, power, and authority defined?  Look deep at self-interest vs. a common goal and empowerment.Teamwork is defined as everyone working together to accomplish to vision. Power can be derived in various categories. Power can be legitimate (given by virtue of title or position), reward power (ability to reward followers for obeying), coercive power (there will be consequences for not obeying), expert power (knowledge or skills possessed), and referent power (which comes from the natural attraction that leaders present to their followers) (Reiley & Jacobs, 2016). 3. What are the goals that people share in common?  Motivations?Some of the goals that people share are the common goal of making sure that veterans’ payments and third-party insurance payments are also applied accurately and efficiently. The main motivator is that if veterans’ payments are applied correctly and expeditiously, then they can clear their debts. If third-party payments are applied correctly and efficiently, then it will continue to generate more revenue for the VA and so therefore can provide more services and care for veterans. 4. How would you describe the culture and leadership from the top down?My organization’s culture can be described as a hierarchy culture combined with a clan culture. It can be described as a hierarchy because there is a clear rank structure in place. There are also rules and procedures to try to ensure everything is ran smoothly. It blends in with a clan culture because we rely on teamwork and see ourselves as a family (Ergün & Tasgit 2013). 5. What recommendations do you have for your organization to enable others to act?Some of the recommendations for my organization to enable others to act is to keep doing what they are doing now. Leaders at my organization encourage people to post their ideas for process improvement and listen to all ideas for making processes easier. They encourage email, and face-to-face conversations by keeping their open-door policy. If an idea is viable and feasible to execute, then it can give the employee ownership. Thanks!GioReferenceErgün, E., & Tasgit, Y. E. (2013). Cultures of adhocracy, clan, hierarchy and market and innovation performance: A case of hotels in turkey. Journal of Travel and Tourism Research (Online), 13(1), 132-142. Retrieved from https://search-proquest-com.ezproxy1.apus.edu/docview/1508765561?accountid=8289Reiley, P., & Jacobs, R. (2016). Ethics Matter: Moderating Leaders’ Power Use and Followers’ Citizenship Behaviors. Journal of Business Ethics, 134(1), 69–81. https://doi.org/10.1007/s10551-014-2416-0