In order to complete the project assignment, a movie called Moneyball is under review, a dramatic sports biography released in 2011. The movie begins by introducing organizational problems attributed to assembling a successful baseball team, fixated on overcoming serious budget deficiencies when compared to other teams. Former professional baseball player and Oakland A’s General Manager (GM) Billy Beane, takes assembling and developing a World Series winning worthy team personally upon himself to complete. By competing with teams like the New York Yankees, where resources are much more plentiful, GM Billy Beane decides to think pragmatically outside the box, adopting unfamiliar industry wide perspectives and bringing with him a new paradigm.
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Beane was speaking with the Cleveland Indian’s GM about potentially swapping baseball players, Peter Brand quickly differentiated between good deals and bad by utilizing the principles of knowledge management and sabermetrics. In order to analyze baseball records, sabermetrics helps predict future performance variables by utilizing mathematics and statistical analysis to convert previously acquired data and information into knowledge and wisdom (Albert, 1997). Mr. Beane demonstrated many valuable leadership qualities including dedication and commitment, an unwavering determination to assemble a winning team. It became increasingly essential throughout the movie that in order for the wholehearted approach to succeed, many changes needed to occur so the team could have even a small chance to win the World Series. New outlooks and perspectives on organizational strategy and the game of baseball would need to transpire in order to overcome the vast array of challenges necessary to succeed. Mr. Beane immediately hired Peter Brand as the assistant GM and almost instantly, many profound relationships began to develop between not only Mr. Beane and Mr. Brand, but also all of the stakeholders within the organization had their own separate ideas on how to make the team successful. Ultimately, Mr. Beane was the person in charge of the team’s decision-making concerning team recruitment and apparently, he put himself in the position to take full responsibility concerning …show more content…
Beane and Peter Brand envisioned the assembly of a successful team by utilizing the principles of knowledge management, capturing and codifying data, information, and knowledge and converting the results into a viable strategy. Challenging Beane and Brand’s leadership skills and capabilities is a central element to the movie, requiring the GM and assistant GM to focus on galvanizing essential elements of the leadership process, helping to facilitate “direction, alignment, and commitment” (Velsor, McCauley, & Ruderman, 2010, p.21). Many individuals with a stake in the team began to create challenges and barriers while resisting organizational changes. More specifically, the team’s coach resisted change and would not help to facilitate Mr. Beane’s plan. Utilizing performance metrics like sabermetrics and knowledge management previously characterized as unfamiliar territory, not considered an industry-wide, acceptable standard form of measure. Because of the uncooperative coach, Mr. Beane utilized various forms of coercive leadership to achieve the desired results. When the coach would not adhere to Mr. Beane’s plan of putting key players in their respective roles, Mr. Beane simply traded the players off so the coach would more or less have to abide by the plan. Additionally, Beane fired or traded anybody within the organization who exhibited a reluctance to win, failure to meet performance standards, or negatively contributed to the team’s development
Beane was speaking with the Cleveland Indian’s GM about potentially swapping baseball players, Peter Brand quickly differentiated between good deals and bad by utilizing the principles of knowledge management and sabermetrics. In order to analyze baseball records, sabermetrics helps predict future performance variables by utilizing mathematics and statistical analysis to convert previously acquired data and information into knowledge and wisdom (Albert, 1997). Mr. Beane demonstrated many valuable leadership qualities including dedication and commitment, an unwavering determination to assemble a winning team. It became increasingly essential throughout the movie that in order for the wholehearted approach to succeed, many changes needed to occur so the team could have even a small chance to win the World Series. New outlooks and perspectives on organizational strategy and the game of baseball would need to transpire in order to overcome the vast array of challenges necessary to succeed. Mr. Beane immediately hired Peter Brand as the assistant GM and almost instantly, many profound relationships began to develop between not only Mr. Beane and Mr. Brand, but also all of the stakeholders within the organization had their own separate ideas on how to make the team successful. Ultimately, Mr. Beane was the person in charge of the team’s decision-making concerning team recruitment and apparently, he put himself in the position to take full responsibility concerning …show more content…
Beane and Peter Brand envisioned the assembly of a successful team by utilizing the principles of knowledge management, capturing and codifying data, information, and knowledge and converting the results into a viable strategy. Challenging Beane and Brand’s leadership skills and capabilities is a central element to the movie, requiring the GM and assistant GM to focus on galvanizing essential elements of the leadership process, helping to facilitate “direction, alignment, and commitment” (Velsor, McCauley, & Ruderman, 2010, p.21). Many individuals with a stake in the team began to create challenges and barriers while resisting organizational changes. More specifically, the team’s coach resisted change and would not help to facilitate Mr. Beane’s plan. Utilizing performance metrics like sabermetrics and knowledge management previously characterized as unfamiliar territory, not considered an industry-wide, acceptable standard form of measure. Because of the uncooperative coach, Mr. Beane utilized various forms of coercive leadership to achieve the desired results. When the coach would not adhere to Mr. Beane’s plan of putting key players in their respective roles, Mr. Beane simply traded the players off so the coach would more or less have to abide by the plan. Additionally, Beane fired or traded anybody within the organization who exhibited a reluctance to win, failure to meet performance standards, or negatively contributed to the team’s development