...three authors analyse this topic from the different perspectives. While the reflection by Useem is related to the military view, the reports by Ladkin & Weber and Cappelli et al. focus on the attributes of successful leaders in conditions of Hong Kong tourism industry and Indian business respectively. All authors concur that one of the most important factors for outstanding leadership is an connection with a team. This review will compare these articles in regard to three main aspects of successful leadership, focus on mission, team work and making decisions. All three articles provide an idea about establishing company’s mission as a top priority. Cappelli et al. and Ladkin & Weber point out that taking a long-term view is a crucial for the success of the organization (Cappelli et al. p.92, Ladkin&Weber p.278). At the same time, Useem argues that even though ‘focus on mission’ is one of the most important principles for leaders, they should always take into account the interests of team members and only after that leaders may pursue their own benefits (p.4). Another significant point of all three articles is a necessity to inspire employees to pursue the interests of the company. However, all three authors describe the different approaches to deal with this challenge. While Ladkin & Weber assert that it is...
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...values-based tool to provide a simple, logical and evidence-based approach to making policing decisions. 2. Ever since its creation the police service has been making good decisions. Police decision making, however, is often complex; decisions are required in difficult circumstances and they are open to challenge. We must improve our decision making, and where the outcome is not what we wanted, we have to learn. Adopting the NDM is part of a concerted drive to ensure a greater focus on delivering the mission of policing, acting in accordance with our values, enhancing the use of discretion, reducing risk aversion and supporting the appropriate allocation of limited policing resources as the demand for them increases. 3. Understanding and practising the NDM will help police officers and staff develop the professional judgement necessary to make effective policing decisions. It will also help them learn from decisions that have a successful outcomes, as well as the small proportion that do not. 4. Decision makers will receive the support of their organisation in all instances where they can demonstrate that their decisions were assessed and managed reasonably in the circumstances existing at the time. This applies even where harm results from their decisions and actions. Application 5. The NDM is suitable for all decisions. It can be applied to spontaneous incidents or planned operations, by an individual or teams of people, and to both operational and non-operational situations. Decision...
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...three authors analyse this topic from the different perspectives. While the reflection by Useem is related to the military view, the reports by Ladkin & Weber and Cappelli et al. focus on the attributes of successful leaders in conditions of Hong Kong tourism industry and Indian business respectively. All authors concur that one of the most important factors for outstanding leadership is an connection with a team. This review will compare these articles in regard to three main aspects of successful leadership, focus on mission, team work and making decisions. All three articles provide an idea about establishing company’s mission as a top priority. Cappelli et al. and Ladkin & Weber point out that taking a long-term view is a crucial for the success of the organization (Cappelli et al. p.92, Ladkin&Weber p.278). At the same time, Useem argues that even though ‘focus on mission’ is one of the most important principles for leaders, they should always take into account the interests of team members and only after that leaders may pursue their own benefits (p.4). Another significant point of all three articles is a necessity to inspire employees to pursue the interests of the company. However, all three authors describe the different approaches to deal with this challenge. While Ladkin & Weber assert that it is...
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...Ryan Einspahr HIST101 Individual Project 4/13/2015 The Space Race After World War II the two most powerful nations began a battle between each other known as the Cold War. According to History.com Staff (2010) “The two nations, The United States, and the Communist Soviet Union sought to prove superiority over one another through technology, its military firepower and - by extension - its political-economic system.” The Space Race lasted from the late 1950’s through the early ‘70’s with both countries making giant leaps into the realms of space we had yet to explore and discover. According to History.com Staff (2010) “On October 4, 1957, a Soviet R-7 intercontinental ballistic missile launched Sputnik (Russian for “traveler”), the world’s first artificial satellite and the first man-made object to be placed into the Earth’s orbit.” Sputnik scared most Americans, with most people thinking that Russia could see our every move and potentially use a nuclear weapon from space against us. Although these were reasonable ideas the Sputnik satellite was nothing more than a harmless silver ball with a blinking light on it. This was truly the beginning of the Space Race. The United States knew it was losing ground on the Soviets and had to even up the score fast, and Explorer-I was the answer for the United States. According to Ludwig, George H. (April 1959) “Explorer-I, officially known as Satellite 1958 Alpha, was the first United States earth satellite and was sent aloft as...
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...Topic 3 Chapter 5: Planning: The Foundation of Successful Management TOPIC 3 LEARNING OUTCOME TLO 1: To discuss the various types of uncertainties faced by an organization. TLO 2: To discuss the role of planning in handling uncertainties. TLO 3: To discuss the fundamentals of planning. TLO 4: To apply planning skills to set SMART goals and implement Management by Objectives. PLANNING Planning: previously defined as setting goals and deciding how to achieve them Another definition: Planning is coping with uncertainty by formulating future courses of action to achieve specified results. WHY NOT PLAN? Planning requires you to set aside time to do it You may have to make some decisions without a lot of time to plan THE BENEFITS OF PLANNING 1) Planning helps you check on your progress 2) Planning helps you coordinate activities 3) Planning helps you think ahead 4) Above all, planning helps you cope with uncertainty THREE TYPES OF UNCERTAINTY State Uncertainty: when the environment is considered unpredictable. Effect Uncertainty: when the effects of environmental changes are unpredictable. Response Uncertainty: when the consequences of a decision are uncertain. RESPONDING TO UNCERTAINTY Defenders: are experts at producing and selling narrowly defined products and services. Prospectors: focus on developing new markets or services and in seeking out...
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...Excellence in Financial Management Course 10: Strategic Planning Prepared by: Matt H. Evans, CPA, CMA, CFM This course provides a concise overview of how to do a strategic plan. The entire strategic planning process is outlined within this course. This course is recommended for 2 hours of Continuing Professional Education. In order to receive credit, you will need to pass a multiple choice exam which is administered over the internet at www.exinfm.com/training Chapter 1 Preliminary Considerations What is Strategic Planning? The essence of management includes the ability to plan. As you work your way up the organization, planning moves from operational to strategic. Strategic Planning is one of the principal responsibilities of upper-level management. Once management decides on the Strategic Plan, lower-level managers implement the Strategic Plan through an Operating Plan. Strategic Planning attempts to answer a very fundamental question: Where do we want to be one year from now, two years from now, three years from now, etc.? Strategic Planning requires that an organization develop a vision of itself - how do we see ourselves in the future? Strategic Planning looks at the big picture from a long-range perspective whereas the Operating Plan represents the specific tactics for carrying out the Strategic Plan year to year. Strategic Planning is a process whereby an organization makes choices about: ▪...
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...Joint Command and Staff Programme 38 Distance Learning Rank & Name: Major Lynne Chaloux Syndicate No: 1 Directing Staff: BGen (ret’d) Gagnon Course: JCSP 38 DL Assignment Code: D1/DS 542/ENV/RP-01 Assignment Name: Command Research Paper Unshakeable Faith: The Flawed Command of Bomber Harris ASSESSMENT Assessor: Richard Martin Mark: Comments: UNSHAKEABLE FAITH: THE FLAWED COMMAND OF BOMBER HARRIS INTRODUCTION This research paper will focus on Air Chief Marshal Sir Arthur Harris’ wartime command of the Royal Air Force’s (RAF) Bomber Command from 1942-1945. This analysis will utilize Dr. Ross Pigeau and Carol McCann’s model to evaluate the dimensions relating to Harris’ Competency, Authority and Responsibility (CAR) and to assess the overall balance and effectiveness of Harris’ command. The CAR model was deemed most suitable to dissect pertinent aspects of this complex and controversial commander, allowing for the necessary depth of analysis into his abilities, responsibilities, beliefs, actions and reactions over a specific timeframe. This paper will illustrate that Harris, although highly skilled in many areas and having demonstrated impressive successes at the helm of Bomber Command, had a singular and seemingly intractable approach to war – to obliterate Germany’s war production capacity by area bombing its cities. This inflexible approach inhibited his...
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...cause| |Team members, identify mission, goals, and |goals and purpose will enhance the |confusion within the team. | |strategies. Each person can have clear |organization. | | |understanding of steps needed to accomplish| | | |this. | | | | | | | |Team efficancy. |Team can accomplish the goals and missions |If team members lack certain skills then | |The ability to succeed. |identified by the team. |this could limit the team’s level of | | | |success of a mission. | |Mental Models. |Team members are able to discuss |If each team member uses different mental | |The team members share the same vision on |perspectives and expectations on how the |models this will enable the team from | |how to accomplish a mission. |mission should be accomplished. |completing a mission due to...
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...America has tossed its cap over the wall of space. -John F. Kennedy Introduction On February 1st, 2003 seven Americans lost their lives while returning to earth after finishing a mission for mankind. These Americans were aboard the space shuttle Challenger that broke apart during reentry into the earth’s atmosphere and was completely destroyed. After an extensive investigation the cause of the accident was determined to be the result of a hole that was punctured into the leading edge of the aircraft during takeoff (NASA). This hole resulted in an excess heating on the leading edge of the wing and then the failure of the wing. This was just the physical cause of the accident that destroyed the shuttle. There were other aspects of the entire NASA program that could have prevented this from occurring but there were failures in the system. Not one factor contributed Columbia accident, but a combination of factors are the root of the cause. The purpose of this case is to input the Columbia Accident Investigation Board (CAIB) in the Burke-Litwin model. This is not to reorganize the very through report by CAIB, but to see where the findings can fit in to show how both internal and external factors that affect change within NASA. One of the most important factors to understand with the Burke-Litwin model is that all 12 factors interact and affect each other. NASA just like any other organization can have negative traits that affect positive traits. This relationship is...
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...The Influence of the Mission Statement in Strategic Management and Companies As we all know, most of the companies have their mission statement. Mission statements are a primary management tool (Bart and Hupfer, 2004) in the pursuit of organizational excellence. A mission statement is to make the company’s fundamental purpose briefly. It also answers the reason why does the company exist. The mission statement gives a clear description of the company's purpose both for those people in the organization and the public. For example, the mission statement of Canadian Tire reads (in part) says Canadian Tire is a network of interconnected businesses and it is growing. Canadian Tire continuous efforts, in order to meet the needs of its customers, provide a unique position, price, service and various package worth as. Usually a commercial mission statement consists of 3 essential components; the first one is the key market, what are your target market/customers. The second is contribution, what kind of service or products you provide to customers. The third one is distinction, it tells customers the difference between you and your competitors then why would they choose you. Each enterprise should have a mission statement, as a kind of ensuring that everyone in this organization on the same direction, and as the effective business planning reference. Who cares if your company has a mission statement or not? Maybe your stakeholders do. Fact shows that at least three groups of people...
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...Chapter 1 - Knowledge of objectives is a prerequisite for the design of any MCS and, indeed, for any purposeful activities – objectives do not have to be quantified and do not have to be financial - Strategies define how organizations should use their resources to meet these objectives – a well-conceived strategy guides employees in successfully pursuing their organizations’ objectives; it conveys to employees what they are supposed to be doing - Strategic control involves managers addressing the question: Is our strategy valid/is our strategy still valid, and if not, how should it be changed? - Management control focuses on execution and it involves addressing the general question: Are our employees likely to behave appropriately? Do our Employees understand what we expect of them? Will they work consistently hard and try to do what is expected of them (will they pursue the organization’s objectives in line with the strategy)? Are they capable of doing a good job? - Managers addressing strategic control issues have a focus primarily external to the organization; they examine the industry and their organization’s place in it - Managers addressing management control issues have a primarily internal focus; they reflect how they can influence employees’ behaviors in desired ways Causes of Management Control Problems 1. Lack of Direction – some employees perform inadequately simply because they do not know what the organization wants from them; therefore, one function involves...
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...Implementation Gap B. Problem 2: Organizational Politics C. Problem 3: Resource Conflicts and Multitasking 3. A Portfolio Management System A. Classification of the Project B. Nonfinancial Criteria 4. Applying a Selection Model A. Sources and Solicitation of Project Proposals B. Ranking Proposals and Selection of Projects 5. Managing the Portfolio System A. Balancing the Portfolio for Risks and Types of Projects 6. Summary 7. Key Terms 8. Review Questions 9. Exercises 10. Case: Hector Gaming Company 11. Case: Film Prioritization 12. Appendix 2.1: Request for Proposal (RFP) 2.2 Contractor Evaluation Template Chapter Objectives • To identify the significant role projects contribute to the strategic direction of the organization • To stress the importance of establishing project priorities and top management support • To describe the linkages of strategies and projects • To write a set of hierarchical objectives for an organization • To describe a scheme for prioritizing projects that ensures top management involvement and minimizes conflicts • To apply an objective priority system to project selection. • To recognize that today’s world may require a shorter range strategic plan and scenario planning is necessary. Review Questions 1. Describe the major components of the strategic management process. The strategic management process involves assessing what we are, what we want to become, and how we are going to get...
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... 29 January 2014 Introduction A performance management plan is a system where the leaders in the firm has to set a standard of professionalism and making sure that the employee are trained, maintain fairness and equality and making sure the mission have been completed. According to the United States Army Performance Management Plan, the Army Performance Management Plan is a system that create an integrative pay, performance, and awards systems that improve the organizational and an individual effectiveness to accomplishment of Army goals and mission. The United States Army Management Performance Plan of and is made up of the Performance Program and the Awards programs and the within-grade increase plan. (U.S. Army TAPES Performance, 2013). Alignment of the performance management framework to the organizational business strategy. In the alignment of the employee performance management framework within the Organizational business strategy, employers need to use right tools to succeed in the strategy of the aligning performance management. The performance management solutions of today, provide a set of techniques. More than just reviews, appraisals, and performance. These set of techniques will be enable employees to look at how the measures can develop talents and skills in a culture of high-performance environment. If the senior management team takes their performance management strategy seriously, then this trend will...
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...Introduction Organizational mission is the basis of the organization on existence. It often reflects values and belief for top-managers working in the organization. Mission is wide definition of organizational mission. It is sometimes mentioned as a creed, the purposes, or the application for corporate philosophy and values. Good application inspires employees and provides with a reference point for an establishment of the bottom level of the purposes. It is necessary to be guided employees in decision-making and to establish, that the organization does. Mission of the application has crucial importance for the organization to prosper and develop. Not only large corporations receive benefit from creation of mission of the application, but also small enterprises, and so. Enterprise business moves with vision and high aspirations. Development of mission will help small business to realize the vision. Its basic purpose consists in managing businessman and to assist in perfection of process of planning. 1. COMMON ELEMENTS Though mission of the application vary from an organization to the organization and represent definiteness of each of them, all of them have similar components. The majority of operators descriptions of the target market of the organization include, geographical areas, their interest for a survival, growth and profitableness, philosophies of the company, and also the organizations of desirable image. For example: Our mission consists to become favorite...
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... A. Classification of the Project 4. Selection Criteria A. Financial Criteria B. Nonfinancial Criteria 5. Applying a Selection Model A. Sources and Solicitation of Project Proposals B. Ranking Proposals and Selection of Projects 5. Managing the Portfolio System A. Balancing the Portfolio for Risks and Types of Projects 7. Summary 8. Key Terms 9. Review Questions 10. Exercises 11. Case: Hector Gaming Company 12. Case: Film Prioritization 13. Case: Fund Raising Project Selection 14. Appendix 2.1: Request for Proposal (RFP) A. Contractor Evaluation Template Chapter Objectives • To identify the significant role projects contribute to the strategic direction of the organization • To stress the importance of establishing project priorities and top management support • To describe the linkages of strategies and projects • To describe a scheme for prioritizing projects that ensures top management involvement and minimizes conflicts • To apply an objective priority system to project selection • To recognize that today’s world may require a shorter range strategic plan. Review Questions 1. Describe the major components of the strategic management process. The strategic management process involves assessing what we are, what we want to become, and how we are going to get there. The major generic components of the process include the following: a. Defining the mission of the...
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