Additional information
by Jamey M. Long (Author), Joseph A. Pisani (Author)
Does this sound familiar? You go to work like any other day. This time when you arrive at work, you are told to go to a meeting. During the meeting, you are given new guidelines sent down from the organization. You are told that while you are doing your job like every other routine day, you are now asked to do some new task or business process/function. The request does not make sense to you. You decide to ask the all-important question "why?" The response you receive is the common one: "It has come down from the top that this is the new course of action and must get done." There is no more explanation. There is no justification. There is no discussion. There is no responsibility of reason.
Too often, decisions are made within all levels of an organization and are then blindly communicated out to the masses. While the organization allows people to have a voice and share what will be done, there is a lack of responsibility of reason for what is being asked that will directly impact the person and the entire organization. While having communication and shared voice is a critical component within organizational behavior, it is equally important to understand the importance of what is being said, how it is being said, and the impact the words you say will have on the individual and the company.
To be successful, there must be a value of voice and a responsibility of reason to create and sustain shared leadership and an effective organizational behavior model for all companies. Leaders rely on past philosophies based on their leadership styles to guide them to success. However, all leadership types will face the same universal issue of being responsible for their actions and decisions while ensuring that others are also responsible for their reasons in sharing their voice or performing a function in the organization. History has demonstrated that most businesses, specifically small businesses that make up most of the market, fail within the first five years. In most cases, this situation is due to a lack of resources, understanding, and a value of voice and no responsibility of reason. Through the course of this book, the reader will learn how to successfully structure their business to combine management skills that will affect their business and a shared voice to effectively answer the "why" and to develop a responsibility of reason.
Author Biography
Dr. Jamey M. Long is a professor at George Mason University and a business teacher at Prince William County Schools. He has been nominated for faculty member of the year. Dr. Long owns two small businesses and serves in his community.
Dr. Joe Pisani, author and educator focused on organizational leadership and the systems, used to be an impactful and dynamic leader.
