...Introduction Strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program. There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model), etc. For-Profit Versus Nonprofit Strategic Planning Major differences in how organizations carry out the various steps and associated activities in the strategic planning process are more of a matter of the size of the organization -- than its for-profit/nonprofit status. Small nonprofits and small for-profits tend to conduct somewhat similar planning activities that are different from those conducted in large organizations. On the other hand, large nonprofits and large for-profits tend to conduct somewhat similar planning activities that are different from those conducted in small organizations. (The focus of the planning activities is often...
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...Change Models Lewin’s three stage application Evidence from case study Unfreeze: The cultural change program began with the management team completing an organisational culture questionnaire, developed by an international consulting company, to determine the preferred culture for the organisation. Management and employees then completed a second organisational culture questionnaire to determine the actual operating culture. Change/Transition: Selected management initiatives were implemented to bridge gap between the preferred and actual operating culture. These included: • development of an agreed set of organisational values • active encouragement of problem solving and project development through cross-functional work teams • introduction of skip-level interviews which involved employees speaking with their manager's manager on a regular basis • monthly meetings of staff from all levels with the Managing Director -all staff can volunteer to participate, with five or six randomly selected each month • review of reward and recognition systems to ensure preferred cultural behaviours are encouraged • annual 'Blue Zone days' in which preferred cultural behaviours are explored and clarified through fun and engaging activities. Blue Zone" refers to the constructive styles on the Organisational Culture Inventory (Gones et al. 2006), which defined preferred cultural attributes. Refreeze: Cultural surveys are now conducted every two years and there has been...
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...Business Strategy John Smith [pic] Submission Date: 21 March 2012 PREFACE At the time of writing, this report was an accurate reflection of ****, a Grade 1 ‘Oustanding College”. However, in March the college underwent an Ofsted inspection for which the outcome is not yet known. Introduction NBBC is a large provider of further education, higher education and work-based learning with around 900 staff (644 full-time and substantive part-time) and an annual income of approximately £29 Million. In 2010/11, the College provided for a diverse age range of learners from 5 – 88 years, with approximately 3,140 full-time, over 10,000 part-time and in excess of 2,300 work-based learners. The College’s vision is to: • Continue to be graded ‘Outstanding’ by OFSTED with student success rates being in the top 5% for all general further education colleges; • Increase its market share in North Yorkshire and South Leicestershire and be recognised nationally for specialisms in Creative Arts, Logistics and Transport and the Built Environment; • Generate operating surpluses which enable investment to secure a continuing improvement in the experience of all students at the College and to increase the College’s impact within our local communities. The College currently operates on two main sites, Bradford and Leeds, as well as outreach centres at Filey, Bermuda...
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...ASSIGNEMENT OF SOCIAL SECURITY & LABOUR WELFARE Submitted to: - Submitted by:- Mrs. Gitika Gupta Group 1 CHANGE MANAGEMENT INTRODUCTION In a world that is increasingly fast paced and ever changing, the change management process is an integral part of any organization and manager. Whether planning a large fundamental change or a smaller incremental one, change must be planned and executed correctly and the following change management process will give direction in terms of content needed for successful transformation. It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment. Change management has typically been defined as a process involving unfreezing, moving, and refreezing values, practices, and procedures within organizations. Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people’s resistance to change. Moving refers to the various processes such as training, education, and restructuring that lead to the development of new behaviors, attitudes, and beliefs. Refreezing regards re-establishing a new state of equilibrium within the organization by stabilizing the new patterns through a variety of support mechanisms. OBJECTIVES • Review the basics of change management and how change...
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...very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:- You are a manager, leading a department in a medium sized company. You have responsibility for setting direction, motivating and inspiring the team and individuals, and for co-ordinating workload and outputs. For this assignment I will predominantly be using examples and methods from my organisation unless otherwise asked by the assignment brief. Task 1 The Function of a Management Role The function of a management role is to complete set tasks and goals so as to make the best use of all use all the resources available in the most efficient way. The general five functions of management are organising, planning, controlling, staffing and directing. These functions are all joined by the essential process called decision making The function of the management role can also be defined as a tool or process and is used to direct people and resources in an organisation to principles and values that have been established by their leaders. The Function of aLeadership Role...
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...Nine Generic Influence Tactics * 1. Rational persuasion. Trying to convince someone with reason, logic, or facts. * 2. Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values. * 3. Consultation. Getting others to participate in planning, making decisions, and changes. * 4. Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery. * 5. Personal appeals. Referring to friendship and loyalty when making a request. * 6. Exchange. Making express or implied promises and trading favors. * 7. Coalition tactics. Getting others to support your effort to persuade someone. * 8. Pressure. Demanding compliance or using intimidation or threats. * 9. Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from superiors.6 first five influence tactics—rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals—soft tactics Exchange, coalition, pressure, and legitimating tactics accordingly are called hard tactics because they involve more overt pressure. 3 Influence Outcomes * 1. Commitment. Your friend enthusiastically agrees and will demonstrate initiative and persistence while completing the assignment. * 2. Compliance. Your friend grudgingly complies and will need prodding to satisfy minimum requirements. * 3...
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...KNOWLEDGE MANAGEMENT THROUGH STRATEGIC MANAGEMENT PROCESS ABSTRACT Knowledge Management (KM) is the key factor for the organizational success and survival. In the competitive business environments, knowledge management involve strategic management processes. The processes consist of formulating stages, implementation stages, and controlling stages. With a systematic strategic management approach, organizations are able to generate competitive advantage and achieve organizational objectives. This paper provides an approach for organization to manage KM through strategic management process. KM currently is a discipline which is growing very fast. Therefore to support business viability and competitiveness, organization needs to integrate fragmented landscape of KM with strategic management process. Keywords: Knowledge Management, Strategic Management. 1.0 INTRODUCTION According to Webb (1998), KM is the process of identification, optimization and active management of intellectual assets to create value, increase productivity and gain and sustain competitive advantage. Meanwhile, Murray (1998) said KM is a strategy that turns an organization’s intellectual assets and the talents of its members to produce new productivity, value and increase competitiveness. Therefore, we can conclude that KM is a discipline, designed to provide strategy, process, and technology to increase organizational learning. A part from that, strategy is the major plan to be undertaken and allocating...
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...Staff surveys are usually very helpful in establishing whether staff in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation. ten tips for questionnaires on employee motivation 1. What is the 'primary aim' of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission. 2. What obstacles stop employees performing to best effect? Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation. 3. What really motivates your staff? It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates...
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...com The fulltext of this document has been downloaded 1354 times since 2006* Downloaded by Anglia Ruskin University At 16:13 16 October 2015 (PT) Users who downloaded this article also downloaded: Masood Abdulla Badri, Hassan Selim, Khaled Alshare, Elizabeth E. Grandon, Hassan Younis, Mohammed Abdulla, (2006),"The Baldrige Education Criteria for Performance Excellence Framework: Empirical test and validation", International Journal of Quality & Reliability Management, Vol. 23 Iss 9 pp. 1118-1157 http://dx.doi.org/10.1108/02656710610704249 Tito A. Conti, (2007),"A history and review of the European Quality Award Model", The TQM Magazine, Vol. 19 Iss 2 pp. 112-128 http:// dx.doi.org/10.1108/09544780710729962 S. Wongrassamee, J.E.L. Simmons, P.D. Gardiner, (2003),"Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model", Measuring Business Excellence, Vol. 7 Iss 1 pp. 14-29 http://dx.doi.org/10.1108/13683040310466690 Access to this document was granted through an Emerald subscription provided by emerald-srm:408572 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information...
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...Strategic Plan 2010–2015 Strategic Plan 2010–2015 Foreword This Strategic Plan covers a period when Hong Kong is likely to experience major changes arising largely from the rapid development in the Mainland, both in its economy and international status. Our emphasis in the Strategic Plan on globalisation is a considered response to these changes. We seek to provide our graduates with the best career opportunities by anticipating and training for the rapid changes that lie ahead. The Plan emphasises our commitment to excellence in research and professional education. We have strong professional schools and we take the leading professional schools in North America as models for our future development to nurture a new breed of professionals to excel and lead in our fast changing global environment. City University of Hong Kong is a vibrant university located at the centre of Hong Kong, one of the most dynamic and cosmopolitan cities in the world. The University prides itself on its close relations with the City. It has a strong sense of social awareness and of its responsibilities to the young people of Hong Kong in providing them with a strong foundation for their future endeavours. Complementing this close relationship with the City is the University’s global perspective and global connectivity reflected in both its educational and research activities. It has established itself as a leading international university and is well placed in all the international ranking...
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...60 Academy of Management Perspectives February A R T I C L E S Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed? by David A. Waldman, Pierre A. Balthazard, and Suzanne J. Peterson Executive Overview Recent advances in the field of neuroscience can significantly add to our understanding of leadership and its development. Specifically, we are interested in what neuroscience can tell us about inspirational leadership. Based on our findings, we discuss how future research in leadership can be combined with neuroscience, as well as potential neurofeedback interventions for the purpose of leadership development. We also consider ethical implications and applications to management-related areas beyond leadership. L eadership development is a multibillion-dollar industry, with in-house as well as external consulting groups offering leadership development techniques and programs for their clients. The efficacy of traditional leadership development methods, however, has recently been called into question (Haines, 2009), with many researchers recognizing the need to go beyond traditional leadership assessment methods, which typically involve evaluating leader behaviors and qualities through some sort of survey process through which followers or peers rate a leader’s effectiveness. In particular, recent advances in neuroscience are expanding our understanding of behavior and learning...
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...GRADUATE SCHOOL OF BUSINESS STANFORD UNIVERSITY CASE NUMBER: EC-9B FEBRUARY 2000 NIKE – CHANNEL CONFLICT As 1999 drew to a close, Mary Kate Buckley, general manager of nike.com, found herself and her division at a crossroads. Over the last twelve months, nike.com had rolled out an ambitious e-commerce initiative, signed an exclusive deal with Fogdog sports that allowed NIKE products to be sold by a pure internet company for the first time, and had grown from twelve to 150 employees. But nike.com faced countless critical decisions in the coming months. Specifically, nike.com needed to plan not only its own direct-to-consumer sales strategy, but also its policies and rules for on-line sales of NIKE products by other vendors. COMPANY HISTORY, STRATEGY AND STRUCTURE BRS, the company that would evolve into NIKE, was founded in 1964 by Phil Knight. The purpose of the company was to make high-performance athletic shoes for the U.S. market. Knight, a Stanford MBA and middle distance runner at the University of Oregon, recognized an unmet need for quality athletic footwear that could be filled inexpensively with well-made Japanese imports. Knight started selling these imported shoes directly to runners at track meets in his spare time and NIKE was born. Over the following 35 years, NIKE grew from a part-time job for Phil Knight into the world’s dominant athletic footwear and apparel company by following a consistent and logical strategy: to capitalize on the importance...
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...education within a large local school district. The objective in using this scan is to use the data found in a manner where educational administrators as well as those stakeholders in education can strategically plan for the future. Environmental scanning is the process where internal interaction concerning external factors regarding an organization can have an impact on an organization’s decision making (Ringland, 2002). There are many benefits in using an environmental scan. First, it allows organizational members to determine the strengths and challenges affecting the organization. This process is useful for several reasons. Environmental scanning helps identify strengths and weaknesses; is an essential element of effective strategic planning; and more importantly, raises awareness about potential issues (Ringland, 2002). Environmental scanning is a strategy that organizations should use in order to identify opportunities and changes that may affect future success. The information obtained from an environmental analysis enables organizations to forecast events, plan for the future and predict changes. There are three external environmental components within an organization and they are: remote environment, industry environment, and operating environment. An environmental analysis will be conducted on the Miami-Dade County Public School System (M-DCPS), using these three components. The remote environment is comprised of external dynamics where many of the fact have...
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...Managing Organizations and leading People Task 1 Corinne C Dolan Western Governors University October 2015 Managing Organizations and Leading People Task 1 A1. Description of the Organization The Medical University of South Carolina (MUSC) is the leading medical center in South Carolina providing medical care to surrounding communities and training to future health care professionals with affiliations to six different colleges and universities. The Medical University was founded in 1924 as a Medical College for the training of physicians. It was one of the first medical universities in the United States. In 1955 it was expanded into the Medical University of South Carolina, the medical center it is today, providing health care and training health professionals is areas of pharmacy, nursing, medicine, graduate studies, health professions, and dental medicine. MUSC is a not for profit organization serving millions of people in South Carolina and surrounding states with over 12000 employees and training approximately 2600 health care professionals every year according to the Medical University of South Carolina, MUSC Administration website. The Mission of MUSC is to improve health and maximize quality of life through education, research and patient care. They have the Vision to be nationally recognized as a Premier Academic Medical Center and to be a leading and transformative Academic Health Center being recognized as top 25 among academic medical...
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...Empirical Research Thinking style preference, emotional intelligence and leadership effectiveness Tessie H HERBST Centre for Continuing Professional Development Tshwane University of Technology South Africa kobus G MAREE Faculty of Education University of Pretoria South Africa Correspondence to: Tessie H Herbst e-mail: herbstt@tut.ac.za ABSTRACT In this study, the researchers investigate the relationship between thinking style preference, emotional intelligence and leadership effectiveness in an institution of higher education. The measuring instruments used were the Neethling Brain Preference Profile (NBPP) and the Mayer, Salovey and Caruso Emotional Intelligence Test (MSCEIT), as well as the Kouzes and Posner Leadership Practices Inventory (LPI). The sample comprised 138 managers within a higher education institution. The researchers found some evidence to support the relationship between thinking style, emotional intelligence (EI) and leadership effectiveness. The researchers concluded that facets of brain dominance and emotional intelligence may be potentially useful predictors of transformational leadership behaviours. Keywords: thinking style, emotional intelligence, transformational leadership, brain dominance, brain hemisphericity SA Journal of Industrial Psychology Leadership is a complex and diverse field of study. The difference between leaders and non-leaders remains a source of disagreement and controversy in the leadership...
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