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- Creators: Department of Finance
- Creators: Lande, Micah
Description
Over the course of 2020, individuals and organizations were thrown various unprecedented obstacles that necessitated flexibility, empathy, and understanding. Many organizations were forced to reevaluate their financial status, their purpose, and how they could provide for their employees. The COVID-19 pandemic meant that most companies had to introduce a ‘work from home’ policy, drastically decreasing the face-to-face contact that employees had with each other and leadership. The virus, coupled with the social and political unrest in the U.S. in the wake of the Black Lives Matter movement and the 2020 presidential election, inspired many companies to reframe their organization and redefine their goals.<br/> The B2B (business-to-business) Marketing Agency, The Mx Group, is preparing for a change in leadership, with the current Chief Executive Officer and Founder stepping down, being replaced by the President of the company. The company plans to execute the transition in the spring of 2022, allowing them the rest of 2021 to plan for the change, catering to employees’ individual and the company’s collective needs. It was also prompted by factors such as the COVID-19 pandemic to reevaluate the values that it upholds as an organization, coinciding with the change in leadership. Leaders of the company are actively encouraging employees to engage with these values by recognizing when a colleague performs in alignment with a value.<br/> In reframing their organization, The Mx Group has a significant opportunity to uniquely position itself in the industry. Lee G. Bolman and Terrence E. Deal (2017) introduced four frames: human resources, symbolic, structural, and political, as a way to guide a transformative application of leadership and management in business. Analyzed from these perspectives, The Mx Group can utilize contemporary ideas to efficiently and effectively seize its opportunity of embedding new values and a change in leadership.
ContributorsLanghorn, Chloe Nicole (Author) / deLusé, Stephanie (Thesis director) / Fishburne, Kate (Committee member) / School of Politics and Global Studies (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
Description
Over a twelve-month period I completed industry research on women working in the financial industry. I then compiled a set of 17 qualitative questions with a focus on career development, leadership, compensation, and best practices for women working in the financial industry in order to complete my own study. I focused my time and energy on ten women working in the finance in Arizona. I completed one hour interviews with each woman in order to gain an understanding of the challenges women face in the workforce today. I have learned that gender bias is still very prevalent in the financial industry. Seven out of the ten women I spoke to labeled it as an obstacle during their career. The wage gap in finance continues to exist and I believe this is due to a culture of secrecy in the workforce and the discouragement of negotiation. The women I interviewed focused on communal leadership skills such as encouragement, empathy, and team success. This is a benefit today as the workplace culture changes these leadership strategies are extremely affective. Although gender discrimination is still prevalent, there are many promising signs for women entering the financial industry. Women as a whole are very satisfied with their careers and recommend the field to other young women starting off. Ten out of ten of the women I interviewed believe that being female in a male dominated workforce can be a benefit. If you work hard and demonstrate successful leadership abilities it can be easier to stand out. It is definitely possible to have a fulfilling career in the financial industry, but you have to define success in your own terms and make time for the activities and people you enjoy. I hope that my research will impact other young women to continue to pave the way of success for women in the financial industry.
ContributorsRuttledge, Florence Rose (Author) / Kalika, Dale (Thesis director) / Ostrom, Amy (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor)
Created2015-05
Description
Makers are those who enjoy creating things and learning new skills, as well as interacting within a connected community (Doughtery, 2012). Through the analysis of Makers as part of a larger study (Jordan & Lande, 2013) a researcher had noticed the emergence of leadership traits within the Maker community (Oplinger, Jordan, and Lande, 2015). The National Academy of Engineering has determined that leadership is a key quality for the engineer of the future (Clough, 2004). The Engineering Accreditation Commission has determined several necessary outcomes for engineering students that coincide with leadership roles (Engineering Accreditation Commission, 2012). Proactiveness, confidence, motivation, communication, coaching will be important skills for engineers so that they can effectively lead teams, adjust to change, and synthesize (Ahn, Cox, London, Cekic, and Zhu, 2014). In National Academy of Engineering's The Engineer of 2020 (Clough, 2004) future engineers are expected to be in position to influence "in the making of public policy and in the administration of government and industry." The Maker community offers a broad spectrum of individuals engaged in informal engineering and tinkering activities across multiple pathways (Foster, Wigner, Lande, and Jordan, 2015). This study explores leadership using a theoretical framework of competing values (Quinn, 1988) (Zafft, Adams, and Matkin, 2009) including relating to people, managing processes, leading change, and producing results. The study relies upon artifact elicitation (based on photo elicitation (Harper, 2002)) with 40 of these Makers at four Maker Faires in the United States. The artifact elicitation interviews were conducted at the Maker Faires in front of participants' inventions, where the Makers were asked to describe the invention and the process behind it. Using a theoretical framework of competing values (Quinn, 1988) (Quinn, Faerman, Thompson, and McGrath, 1990) and through parallel inductive-deductive analysis, the emergent themes among our sample of Makers include that they express leadership qualities of (1) innovators \u2014 they utilize different skillsets to develop unique products and solutions; (2) monitors \u2014 they evaluate projects and respond to results; (3) directors \u2014 they set goals and expectations of their projects and processes; and (4) producers \u2014 they are determined and possess a personal drive. From the findings a call to action is made on implementing leadership lessons in the engineering classroom.
ContributorsOplinger, James Logan (Author) / Lande, Micah (Thesis director) / Jordan, Shawn (Committee member) / Barrett, The Honors College (Contributor)
Created2015-05
Description
A concept found that students struggle with in statics and dynamics is free body diagrams. To capture the difficulties students have with this concept, faculty interviews were conducted to determine common errors seen in a classroom setting. The feedback was used to pull questions from a statics concept inventory focused on free body diagrams. Students who have passed statics and dynamics courses in their engineering degree were asked to participate in talk alouds to confirm the faculty input. The talk alouds provided first hand observations of the student thought process when they perform common errors in creating free body diagrams. The results highlighted that students commonly add forces that are not there or fail to only depict the external forces acting on the system in question. A professor describes the occurrence when students insist on adding forces that are not there as phantom forces. To remedy the idea of phantom forces, an intervention was proposed to be implemented into the classroom.
ContributorsTwet, Samantha Ann (Author) / Brunhaver, Samantha (Thesis director) / Lande, Micah (Committee member) / Barrett, The Honors College (Contributor)
Created2015-05
Description
Adaptive expertise is a model of learning that posits two dimensions of development: efficiency and innovation. The mindset of an adaptive expert will serve any engineer by drawing upon diverse experiences to develop novel solutions to problems. Their mindset is based in lifelong learning, characterized by applying past experience to current design challenges. Solution design requires a process, and a breadth of experience is among the adaptive expert's greatest tools in identifying the approach to take in an unfamiliar situation. The fluidity and agility of their mind allows them to work effectively throughout their career in technical design, as the situation of an engineer's design work can vary drastically over the course of time. This paper describes a study on an innovative junior-level electrical and robotic systems project course taught at a large southwestern university that encourages students to develop adaptive expertise in the context of real-world design projects. By fabricating prototypes, students learn strategies for troubleshooting and technical design, and iterations of the part demand reflection on previous design thinking. This study seeks to answer the following research questions: (1) How does user-centered design stimulate abstractive design thinking? (2) How does fabrication of prototypes stimulate active design thinking? And (3) How is the classroom culture enabling engineering design in the optimal adaptability corridor? Critical incident interviews were conducted with stakeholders in the course, and a thematic analysis of the transcripts conducted. Results show that this project-based curriculum fosters adaptive expertise by stimulating both abstractive and active design thinking. This provides a framework for practicing adaptive design thinking in classrooms. Disseminating these findings to curriculum designers will encourage more engaging, effective classes that graduate adaptive experts.
ContributorsLarson, James Robert (Author) / Jordan, Shawn (Thesis director) / Lande, Micah (Committee member) / Engineering Programs (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
The purpose of this research is to define significant explanatory factors behind differences in work preferences across country of origin, gender, and generation. We conducted a survey through Qualtrics, which consisted of 45 questions. The survey was administered to men and women who were U.S. citizens and non-US citizens and who were from two pre-defined generational groups: Generation X and Generation Z. Furthermore, the questions were intended to determine different work preferences in Hofstede's Cultural Dimensions (Power Distance, Masculinity/Femininity, Individualism/Collectivism, Uncertainty Avoidance), McClelland's Motivational Theory, Alpha/Beta Work Values, and Leadership Traits from the GLOBE study. We also had the opportunity to travel to Tokyo, Japan in December 2016 to gather qualitative research data regarding individuals' opinions and experiences in cultural and gender differences in the workplace. We were able to support hypotheses regarding Hofstede's Cultural Dimensions, Alpha and Beta Values, and Leadership Traits specifically across our gender and generational cohorts. Findings from the study indicate significant variations between all three cohorts. Our literature and hypotheses review, methodology, limitations, practical implications in addition to future research to expand our study will be discussed within this text. We hope to provide context and insight into how businesses of the twenty-first century can be inclusive, fair, and profitable amidst a changing workforce and a host of global factors that are constantly refining the multinational company.
ContributorsJirak, Matthew (Co-author) / Vogliotti-Simental, Hector (Co-author) / LePine, Marcie (Thesis director) / Lee, Peggy (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / W. P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
The goal of this research is to answer the questions 1) What is innovation? 2) Why is innovation important? 3) How does leadership impact the effectiveness in driving innovation? 4) How can insight be taught to other individuals who would like to drive innovation in their own practice? By defining leadership characteristics, actions, and attributes, a tangible framework was created which can be utilized by any leader as a guiding point to drive innovation. Data for this project was collected through two channels: a survey which was administered to individuals who identified primarily as undergraduates and professionals, then interviews were conducted with individuals who are recognized as innovative leaders. Interview participants were selected based on recommendations from peers, awards, and accolades received. The questions in the survey focused on collecting data on the general perception and understanding of what an innovative leader is compared to traditional change management elements. Interview questions honed in on specific information regarding leadership approaches, group dynamic techniques, and personal characteristics in relation to leadership style. The findings from the study can be used for positive impact on universities and organizations.
ContributorsBriones, Nicole Marie (Author) / LePine, Marcie (Thesis director) / Wilkinson, Christine Kajikawa (Committee member) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
In this essay, I will use my existing knowledge of a global mindset alongside additional research to explore how college students like myself can develop a global mindset, and I will provide my best recommendations for how a student at Arizona State University can take advantage of the resources available to develop their own global mindset.
ContributorsPerez, Rodrigo (Author) / Wisneski, John (Thesis director) / Drummond, Rivadavia (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of Management and Entrepreneurship (Contributor)
Created2023-05
Description
Anyone can be a leader, and this thesis project will be your guide to becoming a better leader in any aspect of your life! This project listens to the words of wisdom from leaders and compares those against the advice from scholars. From this discussion, a collection of traits emerge which can be built upon to become a better leader.
ContributorsPeterson, Emma (Author) / Voorhees, Matthew (Thesis director) / Martin, Thomas (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor)
Created2022-05
Description
In this study, the current literature regarding student engagement and student voice were reviewed to explore the connection between these two classroom elements. Currently, frequently incorporating student voice in order to increase student engagement most commonly takes place at the high school and university levels. Thus, utilizing Finn’s (1989) participation-identification theory, this study set out to implement a practical design intervention in an elementary classroom to increase student engagement through the incorporation of student voice. Using Design-Based Research, I implemented a collaborative reflection process which allowed students, teacher/researcher, and co-educators to provide feedback on classroom task and participant structures. The feedback was then considered for further iterations of the task and participant structures. This was a pilot study of the collaborative reflection process and was implemented in a fourth-grade math classroom with 26 participants. Along with participating in the collaborative reflection process, the student participants also took a 26 question Learner Empowerment Measure to survey their feelings of identity with the classroom before and after the design intervention. After analyzing audio data gathered during the classroom tasks, as well as student feedback, it was found that student participation did increase due to the design intervention. However, there was no measurable difference in students’ feelings of identity with the classroom due to the collaborative reflection process. Future studies should consider implementing the collaborative reflection process in multiple classrooms across diverse activities during the school year.
ContributorsSanders, Elizabeth (Author) / Zuiker, Steven (Thesis advisor) / Jordan, Michelle (Committee member) / Henderson, J. Bryan (Committee member) / Arizona State University (Publisher)
Created2019