ERAU MGMT 535 Reflection Blog (Pratt)

MGMT 535 (Module 5) Reflection Blog: D-I-K-A and Leadership D-I-K-A is a model or template that can prove to have many different applications.  From basic problem-solving to managerial decision-making.  The focus of this blog will be on the managerial application.  Collecting unbias data, distinguishing between relevant and irrelevant information and recognizing this collective knowledge and applying it to an actionable and desirable result is the challenge.  To be a good manager, you really need a good mixture of both tacit and explicit knowledge.  You also should be able to distinguish between relevant and irrelevant information and separate useable data to develop your action. When I worked in the Inspector General office we collected all kinds of data.  Among it was trending deficiencies across all organizations.  After a year's worth of inspections, determining the trending items was fairly easy.  We then took that data and developed a us...

MGMT 535 (Module 4) Reflection Blog: The Future of Lying I haven't really delved into the LinkedIn world other than to develop a profile and fill it with some info.  I am not currently looking for a job, so I just filled it with some basic information.  I do have some contacts though, and after looking at some of their profiles I feel like I can confidently say I have pretty honest friends.  At least from what I know about them.  It seems as though their profiles are a very good representation of their skills and those that have endorsements seem to validate their information even more.  I can honestly say that I feel as though my profile is a pretty good representation of my skills and knowledge as well. Social networking and virtual communication have drastically changed the way we communicate.  I can't really say if it has contributed to dissuaded unethical behavior, but if there is a study out there, then I would guess it has contribu...

MGMT 535 (Module 3) Reflection Blog: A Story of Organizational Culture During my last few years in the Air Force I was lucky enough to be selected to work in the Wing Inspector General office.  Prior to moving into that position, I really only had a very basic understanding of what the IG did in both the inspections section as well as the complaints section.  As one would expect, the IG is held to the higest standard when it comes to communication, appearance, and just setting an example for the Air Force core values in general.  I took that part of the job very seriously.  After sitting in the superintendent position for a few months, I began to see a few simple small changes we could make to support our "corporate culture".  The first was our inbriefs and outbriefs to commanders and senior enlisted when we performed our inspections.  We adjusted it so that we always had the IG, me as the Superintendent, our complaints specialist and the project officer ...