...method to evaluate personal skills required to achieve strategic goals Apply technique to assess the professional skills required to support the strategic direction of the organization Carry out a skills audit to evaluate the strategic skills needed to meet current and future leadership requirements Task no. Evidence 1 1.2 1 2.1 2 2.2 Apply appropriate techniques to identify preferred learning style Construct a personal development plan that meets leadership development requirements identified in the skill audit Use suitable methods to assess the outcomes of the personal development plan against personal work objectives Evaluate the impact of own learning against the achievement of strategic goals 2 3.1 2 3.2 2 3.3 2 Learner declaration I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Learner signature: Date: Contents Title 1. Introduction 1.1 Vision 1.2 Mission 1.3 Objective Page 4 4 4 2. Personal Skills 5 3. Required Personal Skill 3.1 Time Management 3.2 Prioritizing 6 6 7 4. Apply techniques to assess the Professional skills required 4.1 Multi-Tasking 4.2 Leadership 7 7 7 5. Skill audit to...
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...Problem Analysis 3 1.2 Lack of Organisational Strategy 3 1.3 Poor Leadership 4 1.4 Lack of Learning 5 1.5 Lack of Systems 6 1.6 Poor Communication 6 2 Leadership at the Top and Functional Management Levels of the Organisation 7 3 Reichart’s Leadership and Managerial Abilities 10 3.1 There is no blame 11 3.2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation. The group identified the major problems within the Trophy case as the absence of effective leadership, the dearth in communication, the lack of organisational strategy...
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...Prince of Wales high school students who were shocked by the frightening statics and reports of the poor learning conditions of children in the underdeveloped world came together and founded the Accessible Education Association (AEA). Being part of that group of students, I took on the job of manager in the AEA society and vice-president of the Prince of Wales AEA Club to contribute my efforts in this global issue. Now the AEA society is a government-registered non-profit organization hosting regular fundraisers from Vancouver to Toronto. We have completed multiple projects including...
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...communication bandwidth commodities as well as its related risk management derivatives (Columbia Electronic Encyclopedia, 2009). Under new leadership Kenneth Lay and Jeffrey Skilling, Enron adopted an aggressive growth strategy. To ‘seal the deal’, they hired Andrew Fastow as CFO and it was he, that helped to create the complex financial structure for Enron (Reinstein & Weirich, 2002). One could say that Enron began to plummet as soon as the company shifted its focus from regulated natural gas domestically to international energy, water and broadband communications – as these were volatile and risky hedging transactions (Reinstein & Weirich, 2002). Engaging in these risky transactions, enabled Enron’s stock to rise but when these three new areas went sour, the stock plummeted as well. Enron’s management did not disclose these losses and liabilities on their financial records nor to the investors of the corporation (Reinstein & Weirich, 2002). Despite Enron being called the most innovative and having alleged annual revenue of one hundred billion dollars, Enron collapsed in 2001. One might ask how an organization such as this files Chapter 11 Bankruptcy in a matter of years; the answer is simple, a case of poor organizational behavior and poor decisions made by upper level management. This paper will identify the management and leadership failures which led to the untimely demise of Enron...
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...Open Systems Gene One is anchored by open systems organizational behavior. Gene One’s research focus depends primarily on regulation and leadership of Food and Drug Administration; furthermore, the company’s growth depends heavily on how well the public reacts to their products. For instance, their groundbreaking gene technology that eradicated disease in tomatoes and potatoes eliminates the need for pesticides when growing these produces, and as a result, Gene One grows from a $2 million start-up to a $400 million company in just eight years. “Organizations are open systems because they take their sustenance from the environment and, in turn, affect that environment through their output” (McShane-Von Glinow, 2004). “As open systems, successful organizations monitor their environments and take appropriate steps to maintain a compatible fit with the new external conditions” (McShane-Von Glinow, 2004). Wilson's Managerial Skills Gene One has clarifying goals and objectives. For instance, their executive summary clearly states their approach and team focus for the company to go public. The leadership team has technical and administrative expertise to answer organization-related questions, but the leadership team did not encourage participation and upward communication and suggestions. For example, during the leadership team meeting, Michelle and Teri got into a disagreement, instead of facilitating positive conflict resolution, the CEO only focuses on getting back the issue quickly...
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...International Journal for e-Learning Security (IJeLS), Volume 2, Issues 3/4, September/December 2012 Understanding the Importance, Impacts and Barriers of ICT on Teaching and Learning in East African Countries Berhane Aradom Tedla Northeast Normal University Abstract This paper based on synthesis of the research literature, observation and focused group discussion with East African Scholars on the use of Information and Computer Technology (ICT) in primary and secondary schools in East African Countries with a particular focus to understand the importance, impacts and barriers of ICT into classroom Instruction. The study explored internal and external factors that surround ICT issues, policies of ICT integration and factors that facilitate or impede the use of ICT, with the focus of improving the quality of teaching-learning process. The study reveals that the inhibiting factors are unrealistic policies of ICT, poor infrastructure, lack of teacher competence, confidence, incentive, perception and beliefs, imposed curriculum, lack of proper network, political instability, brain drain, sporadic electricity, poor transportation, lack of public awareness and participation, poor school leadership, technological illiteracy and lack of pedagogical skills. The study further revealed that ICT integration is far behind in East African Schools as a consequence of ICT deficiency, absence of pre-service and in-service teacher training and poor teachers’ welfare and morale. Eventually...
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...AMERICAN PUBLIC UNIVERSITY KEMISHA N WARE A CHANGE IN LEADERSHIP AT THE LOCAL EDUCATION AUTHORITY PADM520 JUNE 2014 Introduction An organization’s culture forms over years of interaction between the persons involved in that organization. Those in the leadership positions set the tone and standards that will be followed by others involved. But what happens when that leadership fails to lead? How does an organization tackle the issues of poor communication, no defined or set policies, an inadequate administrative system and lack of leadership? This is the problem that Local Education Authority (LEA) was faced with when its new leader, Ales Rakovich, took over the organization as the LEA head when the organization had a negative culture already in place. Rakovich failed to make changes within the organization, which resulted in multiple mistakes. Mistakes made included failing to communicate with one another and failure of the secretary to handle correspondence and effectively perform her job functions. Rakovich reported to the head of the Regional Education Authority (REA). More than once, the REA expressed their dissatisfaction with the job performance and working habits of the LEA staff. As the head of the LEA, Rakovich was responsible for organizing and monitoring the organizations work. But after failing to effectively lead the organization, not only was the LEA’s reputation damaged but so...
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...industrial facilities, using the traditional form of procurement with lead down procedures going on about 10-15 years which is resistant to organisational and cultural change. The purpose of this report is to provide the analysis of Salfordia’s current organizational culture ,team dynamic ,leadership ,status and make proposals that would help transform Salfordia current organizational culture, leader etc. to modern standard organization. The principal finding of this report as, adopted by Salfordia in there organizational structure Adhocracy which has the support staff as its key part, using informal communication (mutual adjustment) as it means of coordination. . Information and decision processes flow flexibly and informally and uses selective patterns of decentralization. . Using Adhocracy Salfordia have the tendency to hire and give power to professionals whose speciality is required to promote the company’s productivity thereby making profit unlike the professional Bureaucracy, the Adhocracy cannot rely on the standardized skills of experts in other to achieve coordination(Mintzberg 1983). Finally this report recommends that Salfordia should undergo Kolb’s organisation learning cycle which would help them even in acquiring more experience and boarding there knowledge on other procurement system. And they should consider procuring contracts using other forms of procurement system like partnering 2.0 TABLE OF CONTENT 1.0 Executive...
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...problems Experienced in the Trophy Project 4 2.1. Synopsis of the Trophy project case study problems 4 3. List of Problems 4 3.1. Operational 4 3.2. Behavioural 5 3.3. Structural 5 4. Leadership at Top Management and functional management levels of the Organisation 7 4.1. Initiation Structures 8 4.2. Dysfunctional roles of Functional Manager 8 4.3. Lack of Senior Management Support 8 4.4. Reactionary Management style 10 4.5. Implementation strategy 10 4.6. Lack of Customer Relationship Management (CRM) 11 4.7. Internal Processes perspectives 11 4.8. Lack of Innovation and Learning (Learning and Growth) Perspective 11 5. Reichart’s Leadership and Managerial Abilities 12 5.1. Planning 12 5.2. Organizing 12 5.3. Staffing 12 5.4. Leading 13 5.5. Controlling 13 5.6. Major Skills lacking in Reichart’s leadership 14 6. Recommendations 14 6.1. Implementing a Strategic Transformation and Change Management Programme 15 6.1.1. Strategic transformation planning 15 6.1.2. Creating a Climate for Change 17 6.1.3. Continuous Organisational Improvement 17 6.1.4. Risk Management 18 6.1.5. Control 18 6.1.6. Stage–Gate Model 18 6.1.7. Balanced Scorecard 19 7. Conclusion 19 8. References 20 9. Annexure 22 9.1. Planning, Control, organising, & leading 22 9.2. BS – PM Learning Organisation Value Chain Schematic 23 9.3. Kotter’s 8-Step Process for Leading Change 23 9.4. Strategic transformation process 24 9.5. Continuous Organisational Improvement 25 9.6. The Stage-Gate...
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...relationships, and learning capabilities can be measured as factors in future leadership development. The importance of business leadership is well articulated with the observation, a good leader can make a success of a weak business plan, but a poor leader can ruin even the best plan. That’s why developing effective leadership using a consistent talent management program at all levels across the organization can return significant business value. To identify, attract, fill, and retain corporate leadership talent, companies need leadership development programs focused on hiring strategies, employee development, and career and succession planning. Successful organizations need both leaders and managers, but there are fundamental differences between a manager and a leader. While leaders influence, inspire, and drive people to a common goal, the role of a manager is to keep the day to day operations of an organization running smoothly. Employee development must reflect these differences and provide development of both sets of skills. Major talent management functions all play a part in a comprehensive leadership development program, and can be well supported by a unified talent management technology platform, specifically: Recruitment to source leadership talent Assessments to evaluate leadership capabilities both internally and externally Performance Management to monitor and make course corrections in developing leaders Succession planning to avoid leadership gaps in the...
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...Peter Farnsworth is aware of the challenges that he must confront upon taking over the hotel as a manager and expectation from him in turning the performance of hotel to higher levels. The conceptual category of functional leadership creates and maintains a clear and visible system of values of quality of service. A support management system that guides all the activities of the institution toward excellence for the benefit of affiliates is used additionally with it. This launching platform also aims to constitute a defined institutional image integrating companywide responsibilities with values and practices of quality (Caruana, 2002). Peter Farnsworth plans to identify the problem of ineffective leadership and management along with the associated...
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...CASE: TROPHY PROJECT 1.1 Executive Summary Executive leaders are the guardians of an organisation’s preferred culture and behaviour, however this is not evident in this organisation, There is clearly no mutual respect for employees’ rights and support from top-level management as people are intimidated and threatened if they do not deliver results. The organizations behavioural strategy needs to transform from a bureaucratic to a learning organisation where employees operate in high performance teams and where good communication and free flow of information flourish (Pieter Steyn & Erik Schmikl, Pg 112 – Pg 113). The organisation does not address any sort of training, employee development, relationships with customers and other factors bearing on quality. Instead it focuses on mistakes and condemns them instead of viewing them as opportunities for growth and learning. Top leadership failed by not providing a culture of trust, support, cohesion and lacked motivational leadership. Arbitrary induction of methodologies believing it would solve the absence of management acumen. The project manager found himself in an activity trap; he spent more time preparing paperwork, reports and projection, which was needed for his weekly meeting with the corporate, instead of managing the project. (Harold Kerzner, Ph.D. Project Management A System Approach to Planning Scheduling and Controlling, Pg 265) In order to resolve some of these inherent problems, we propose the organisation consider...
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...morale, budget, performance issues, performer’s identification, alternatives to moving forward, and evaluation of leadership dynamics. Global Expansion Kelley Company has hired a consulting firm to organize a research paper to line up with the strategies for a global expansion. For the past ten years the business has seen a steady growth but believes that there need to be further layers of management to escalate performance. The upper level management team will concentrate on the intentional initiatives of the business going global while the lower level management team will concentrate on the day to day operations. There will be a few challenges along the way and the firm has to advise the executive team about their concerns. The morale of the employee are down because half of the current employees are content with holding their current job and the other half are keen to be promoted. There are many things a leader can do to boost morale. One way is to keep the employees sensing that their work is more than just a job or taking the time to artistically celebrate accomplishments. Another way is to grant the employees time off to pursue projects which they are avid about or mixing up the company’s typical way of doing things. Another way is to not forget to have fun or train the employees to cultivate positive attitudes. One last way is to agree to time away from the office to do something noble (Erb, 2013). Some employees want to be promoted but lack the performance in...
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...Professional Development Plan Jeff Simonic LDR/531 – Organizational Leadership July 14, 2014 Professional Development Plan My goal in this paper is to develop a plan that will address the characteristics of Learning Team A while designating myself as a team leader. If the plan is effective, it can be used to determine the needs of the learning team. It can also be used as a tool for the members to assess their skills, strengths, areas needing improvement, and the resources needed to help them reach their career goals. Recommendations for all team members are based on the results from the "The DISC Platinum Rule Behavioral Style Assessment" that each team member completed. Developing includes several managerial practices that are used to increase a subordinate’s skills and facilitate job adjustment and career advancement. Key component behaviors include mentoring, coaching, and providing developmental opportunities. (Yukl, G. 2013). Learning Team Disc Chart From Disc Assessment DIRECT | GUARDED | Dd | | Di | | Id | | Ii | OPEN | | | | | | | | | | | Dc | | Ds | | Ic / Jeff | | Is | | | | | | | | | | | | Cd | | Ci / Renee & | | Sd / Ty | | Si | | | | | John | | | | | | | Cc | | Cs | | Sc | | Ss | | INDIRECT | Evaluation of the Individual Team Members Renata Roman and John Coakley's self-assessment characterized them in "The Cautious Style" group. More specifically, Roman...
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... Nocawa Johnson________________________________ Nolusindiso Mitani_________________________________ Welhemina Mnguni_________________________________ Content 1. Executive Summary………………………………………………………….....2 2. Body (Problems and Causes)……………………………………………….....3 2.1 Poor Planning…........................................................................................3 2.2 Programme behind schedule….................................................................4 2.3 Fruitless expenditure……………………………………………………...….4 2.4 Lack of Leadership………………………………………………………..….5 2.5 Lack of Communication……………………………………………….….….6 2.6 Lack of teamwork (no cohesion)……………………………………….……6 2.7 No goals and no objectives…………………………………………………..7 2.8 Conflict and Resistance………………………………………………………8 2.9 No Programme Management Office…………………………..………….….8 2.10 No required skills..........................................................................9 2.11 Lack of Technology……………………………………………….…9 2.12 Lack of Authority……………………………………………………10 3. About leadership in the top and functional management levels of the Organisation…………………………………………………………………...11 4. Reichart’s leadership and managerial abilities………………………………..11 5. Recommendations……………………………………………………………….12 5.1 Transformation…………………………………………………………………12 5.2 Eight steps of transforming your organisation………………………………12 5.3 Adoption of Lewin’s Process…………………………………………………..13 5.4 Proper...
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