...and their organization’s attention. This is reviewed in December 2013, Harvard business review volume no. 91. Article theme: This article is written about the leadership. In this article the author focus that a good leader must be “self aware” and “self directed”. He argues that in a good leader Emotional intelligence begins with self-awareness. Leaders who heed their inner voices can draw on more resources to do so; leaders must learn to focus their own attention. A look at how people focus inward can make this abstract concept more concrete. Hearing your inner voice is a matter of paying careful attention to internal physiological signals. How well people can sense their heartbeats has, in fact, become a standard way to measure their self-awareness. A good leader has fully command and control on his emotions. He has ability to judge situation promptly. Leaders are self controlled especially in the anxiety and crises situations. They have ability to hide their emotions, in nutshell they are good actor. A good leader always keeps an eye on future. He is social person and very focused in his strategies. In organization leadership is all about the management staff that typically provides inspiration, objectives, operational oversight, and other administrative services to a business. Effective organizational leadership can help prioritize objectives for subordinates and can provide guidance toward achieving the overall corporate vision. A good leader always finds the situation...
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...the global financial crisis. The speed of response to the changing market and subsequent internal innovation required to re-imagine a different way of banking and being in the community and sector required nothing less than a metamorphosis of the way of being. The question then became ‘How do you re-invent a large, mature bank and equip it for the current, significant change, and also prepare it for future change that you can’t see or imagine?’ How do you transform your business and people to thrive in the new world of change, and how do you do it when not only the public but the staff are cynical of quick fixes? By looking at the journey the bank has taken, you can understand the evolutionary journey the bank has taken, and is still taking to bring a different type of leadership to life. Methodology of inquiry Initially, my focus was on how to build leadership capacity within the bank, focussing on how to equip staff with the skills to deliver rapid innovation and change. However, through the course of my interviews, it became apparent that the very core values offering of the Bank was in a state of flux, that the courses offered in the internal academy were new and many of the skills required were in development. In...
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...have flown by so quickly, but I have been able to learn so much about leadership and the Five Practices of Exemplary Leadership. Looking back to week one and reflecting on the leadership definition that I created, “Leadership is when anyone, anywhere, is willing to step up and go into the unknown. A leader takes on change, builds relationships, motivates, inspires, and will be a role model, such as how to behave”, I still agree, but my definition has been modified based on all the concepts and strategies I have mastered throughout this course. I still believe that it is super hard to simply define what leadership is, especially since it can mean a lot of different things to different people, but here is my modified version....
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...was promoted to Operations Supervisor. I took over the Florida Department of Education and Illinois Student Assistance Commission contracts, and even the Education Credit Management Corporation contract, as well. I have to say, it has been eventful taking over my own team. Trying to lead a new team of people who knew me as a peer before my promotion has been an uphill battle thus far. Luckily, however, this promotion has coincided nicely with some leadership readings I have had in my Organizational Behavior class in my MBA Program. I know you were always big on “self-help” periodicals, so I thought you would be interested in hearing about some of the things I have learned, which has helped me classify not only myself and my “work-ons,” but also my team members as I move forward growing my team. The best article I have read is called “Level 5 Leadership.” It has really helped me understand what kinds of characteristics I should have in my new role and how to apply them. The concept is pretty simple: there are five levels of leadership, all building upon the stage below it. According to the article, it is very rare for a leader to be a level 5 leader. Only 11 of the 1435 Fortune 500 companies that the author studied had a CEO whom he classified as a level 5 leader. Most companies had executives who fell somewhere else on the hierarchy, but only the level 5 leaders were able to bring their company from mediocrity to excellence. Reading this article has really helped me understand...
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...Presenter Notes Slide 1 – Introduction Slide 2 – Explain the competing values framework: Used in the completion of a cultural assessment of an organization. The horizontal dimension maps the degree to which the organization focuses inwards or outwards (Cameron, 1999). To the left, attention is primarily inwards. To the right, it is outwards. The vertical axis determines the decision-maker. At the lower end, control is with management. The upper end indicates control with employees who have been empowered to decide for themselves (Cameron, 1999). 4 hierarchies explained: Hierarchy – 1. Traditional approach to structure and control that flows from a strict chain of command. 2. For many years, considered the only effective way of organizing and is still a basic element of the vast majority of organizations. 3. Leaders are typically coordinators and organizers who keep a close eye on what is happening. Market – 1. Seeks control by looking outward with particular notice of the transactions cost. 2. Not focused solely on marketing but views transactions as exchanges of value. 3. Leaders are often hard-driving competitors to who seek to always deliver the goods. Clan - 1. Less of a focus on structure and control and a greater concern for flexibility. 2. People are driven through a shared goal and outcome. 3. Leaders act in a facilitative and supportive way. Adhocracy – 1. Greater independence and flexibility than the Clan which is necessary...
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...Compare, Contrast and Discuss Mechanistic vs. Organic Structures Vance Conyers Organizational Theory 360A 28 September 2012 Organization structure is “The formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve goals”. (Jones 8) The structure that an organization forms can determine its ultimate success of failure. It sets the foundation for how the organization will function, make decisions, and respond to change. The two types of structures an organization can use are mechanic and organic. Mechanistic and organic structures both have advantages and disadvantages, and neither one is a perfect solution. Depending on the product, tasks to create the product, and people to create the product, make the decision very challenging. In most cases, elements of both types are implemented to ensure a successful business. The executive management is responsible for formulating the right mix in order to achieve success. They use organizational design to process information to select the best options. Every aspect of this decision will play out from how much power middle managers have, to the scope of responsibility direct supervisors encompass. The type of organization directly affects the culture and moral of employees. Implementation of the wrong type or mix of structure can cause mismanagement of resources (both human and physical), a toxic culture, and ultimately a failed institution. The mechanistic structure...
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...Marketing Myopia Marketing Myopia can be defined as a short-sighted and inward looking approach to marketing that focuses on the needs of the company instead of defining the company and its products in terms of the customers' needs and wants. It results in the failure to see and adjust to the rapid changes in their markets. For example, transportation is a generic need filled by buses, cars, trains, airlines and shipping lines all of them being in the transport business. Finding the generic need (by asking "What business are we in?") corrects the 'marketing myopia' and gives a broad view of the possibilities. Marketing Myopia can also be referred to as the name given to theory that some organizations the fact that to be successful, the wants of the customer needs to be there central consideration. The blind thoughts of the top executives generally play a major role in marketing myopia. They believe that they are the leaders of the market and they are the ones who controls the market. They stick to the comments like “They have nothing on us”, “That could never happen to us”, “We are our own competitors”, “Customers love our product or service regardless of what happens” these thoughts gradually leads to decline in the market share of a company. Kodak film company is a great example in which marketing myopia was present. Kodak did not view Sony, an electronics company as a potential competitor. Industry begins with the needs of the customer for its products. Given...
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...The CEO Institute Bill Knaust BUSI 630 FHSU “An effective training program needs a high-quality program design to maximize trainee learning and transfer of training. Program design refers to the organization and coordination of the training program.” (Noe, p. 193) Doug Conant became CEO of Campbell’s Soup in 2001 in the midst of a tumultuous time for the company. Campbell’s Soup stock was hitting rock bottom and “in Conant’s words, the company had "a very toxic culture." Employees were disheartened, management systems were dysfunctional, trust was low, and a lot of people felt and behaved like victims” (Duncan, 2014). To change the culture, Conant implemented the CEO Institute to “create a meaningful leadership experience for its participants” (Noe, p. 228). The design elements of the CEO Institute follow the three phases of the program design process. Using the design process allows Campbell’s to teach and train employees through learning which refers to a permanent change in human behaviors, and competencies that are not the result of growth processes. Transfer of training refers to trainees effectively and continually applying what they have learned in training to their jobs. (Noe, 152) This entire process is based on the adult learning theory, how adults learn. Phase 1, pre-training, involves preparing, motivating, and energizing trainees to attend the learning event. Phase 1 also involves ensuring that the work environment supports learning...
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...Internal Environment Analysis of NITL The National Industrial Transportation League (NITL) is a non-profit trade organization that serves shippers of all manner of goods. The NITL is looking for ways to grow their membership and thus their revenue base in order to further fund their ultimate goals of helping to shape public shipping policy and to be “the voice of the shipper”. In order to accomplish this we have already examined their external environment and will now look inwards towards their internal environment. This involves looking at their resources, their capabilities, and then their core competencies. Resources An organization’s resources can be divided into two types, tangible and intangible. Tangible resources are those that can be seen, and touched, and measured. These include financial resources, physical resources, and technological resources. Intangible resources are those that are not touchable and not easily quantified. They are comprised of human resources, knowledge capital, organizational structure and brand or reputational resources. NITL’s tangible resources begin with their financial resources. While this resource was previously a strength of the organization, it has become a weakness and the main reason why they are reaching out for help. During the recession of 2008-09 the league lost a good deal of its membership and many have not renewed now that the economy has made a turn for the better. As far as physical resources, the league is run out of an...
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...Turn the Ship Around The theme of this book is the change in leadership approach introduced by a Retired US Submarine Captain to get away from the blind obedience that results from a highly-directive leadership style, typical of the armed forces. His experience turned a poor-performing unit into a leading performer measured by several relevant indicators. The key message of the book is that “Leadership should mean giving control rather than taking control, and creating leaders rather than forging followers”. This is the author’s essential tenet, and it is something he terms ‘the leader-leader model’. After highlighting the poor scores in various metrics of employee engagement in the US economy (mirrored by similar levels of disengagement...
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...“Leadership is the art of getting others to do something you want done because they want to do it.” (Dwight D. Eisenhower). Whilst evaluating this statement, I’ll also question how it differs from management and why? Introducing this essay, it will be an evaluative text looking at key conceptual ideas into the quote stated above by the former United States President Dwight D. Eisenhower and how it differentiates from management. Addressing this matter, it can be seen that there are pros and cons into the statement “Leadership is the art of getting others to do something you want done because they want to do it.” Firstly, it can be suggested that people will follow leaders in a trustworthy sense meaning that they are willing to follow instructions as they feel credulous and have faith in the ambition and skills of their leader/manager. On the other hand, it appears that employees may feel pressured to act upon orders given from their leader/manager as they could see it as part of their job responsibilities essentially and are just following procedures given even if they may have an opposing opinion on the matter (I’ll be exploring this matter to a further extent in the first paragraph). From a personal point of view, interpreting the contrast between leadership and management can be difficult. For example, leadership is seen as more of a characteristic and/or a component of management and an effective way for managers to influence their employees in ways in which they feel are...
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...Transition in Leadership: the issue and office dynamics of bringing lateral at senior positions. HRM in Banking : Term Paper Mrinal Mardia Content: 1. Introduction - Is Leadership that critical! 2. Need of Hiring Laterals a. Globalization b. Lack of Inner talent recognition c. Volatility – 2008 Crisis. 3. Issues – a. Financial, b. Performance, c. Culture – Leadership Behavior and Employee Engagement. 4. Way Ahead 5. Bibliography Transition in Leadership: The issues and office dynamics of bringing laterals at senior level. The dictionary defines leadership as the act of leading, guidance, and direction. Wikipedia defines Leadership as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task". The key difference is between the first and the second is words like social and enlist. It means leadership cannot be forced it has to be commanded and not demanded. And therefore still in the 21st century each not much has changed in the leadership arena. The companies and large and organization are still looking for people within the organization than bringing in people from outside because of the simple...
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...What I Learned About Leadership Introduction Before taking this course, I was under the assumption that people were either born leaders or they weren’t. Through learning from authors like Robert Quinn, James Hunter, and many others, I have realized that developing into a leader is a process that anyone can submit themselves to, regardless of background. Looking at the examples of Jesus and other famous leaders has helped me realize what this process of becoming a leader looks like. As I said before, people are not born as “leaders” or “not leaders”, but rather I have learned that most all of us exist in the normal state of leadership for most of our lives. As we grow and mature our goal as Christians is to transcend into the fundamental state of leadership in hopes of imitating Jesus. In this reflection I will seek to define these terms, explain how Christ led and leads, provide applications for the why it is important for us to do the same, and lastly I will address how this course has impacted the scope of my future years at Hope and beyond. Transcending the Normal State In order to transcend into the fundamental state of leadership we must first come to grips with where we spend most of our time: the normal state. In the normal state, we are comfort-centered, externally directed, self-focused, and externally closed. In essence, being in the normal state means resisting change for selfish reasons. From a Christ-centered point of view, we can see that as a result of the...
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...growth of the Organization through | |Address for Correspondence: |Continuous Learning. | |No:3/2, Vengadajalapathy st, | | |Oragadam,Ambattur, |Synopsis | |Chennai. |B.A (Corporate Secreatary Ship) with 10 yrs of experience Manufacturers in Logistics and Warehouse activities with good leadership | |Thiruvallur (Dist) |quality and capable of delivering result under pressure.Expertise in Logistics order put delivery note & Planning and controlling of | |Pin Code-600 053. |manpower, material Equipments.Capable of managing a team and extracting the best from the team players and have flair of taking | | |challenging assignments and completing it within the deadline expertise knowledge in logistics & warehouse operation | |Permanent Address: |Strengths: | |...
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...reassessment to stay competitive or become competitive in the market. Implementation unlike strategy, which is market-oriented, has its roots in operations. This requires continuous managerial devotion at all levels. The steps described in the text is a guide to lay the groundwork for organizational strategic success in the market they are competing in. Chapters (Chapter 1-4) strategy formulation. Strategy formulation begins with the existence of organizational goal and setting a vision. Strategy analysis begins by formulating a SWOT analysis), this analysis allows companies to make strategic choices by looking at your organization internal (Strength/Weaknesses) and external (Opportunities/Threats) and. Internal analysis focuses on organizations strength and weakness, this consists of (core competencies and processes, financial condition, management and culture). Inward looking analysis should be compared to rivals in the market to be effective but not without knowing if you can support your strategy financially. Strategies can also cause tension within the frameworks of an organization based on the culture that is already set previously and it takes time to understand, without...
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