...dream more, learn more, do more and become more, you are an effective leader”. Do such leaders need to step down just for the unknown result of new leadership? I would not agree with the claim that those people in power should step down after five years whatever the field-- business, politic, education or government. This is just because, revitalization through new leadership might bring success at times, for that reason, it cannot be declared the “surest path to success”. Changing leaders once in five years might be fruitful in some cases. That happens mainly when the present leaders are not so effective, when they are unable to manage the crisis, unable to bring development and on the whole they are lacking qualities for an effective leadership. Consider the President of America, John Buchanan; he was an inspired President until the outbreak of civil war. His inability to impose peace on the sharply divided partisans, led him to step down. So, in such cases there is a need for new leader to handle the case and take the nation back to the path of development. And that’s why Abraham Lincoln was elected right after him. He proved himself solving the disputes. Abraham Lincoln did not step down after five years. He was so efficient that he was just re-elected as the President in the next election. He continued as the President of America till his death. This clearly proves two main factors. First is, new leaders are required when the present ones are unable to handle any difficult...
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...Claim: In any field—business, politics, education, government—those in power should step down after five years. Reason: The surest path to success for any enterprise is revitalization through new leadership. Write a response in which you discuss the extent to which you agree or disagree with the claim and the reason on which that claim is based. With the emphasis on the importance of revitalization to an enterprise in any field, the statement claim that changing leadership every five years will help an enterprise to achieve success. Well, revitalization is indeed essential to a successful enterprise; but the success of an enterprise is determined not only by revitalization, perseverance and consistency are also important. Besides, to make revitalization, new leadership sometimes is not a good resort; willingness to accept new ideas is the key. From these perspectives, simply changing leadership every five years is not a good way to ensure success of an enterprise. To any field, revitalization is crucial to an enterprise’s continuous booming. Through revitalization, we break former restrains on our mind and try different approaches to reach our goals. Good ideas and significant discoveries are always reaped in these new attempts. Before Columbus’ time, the only sea route from Europe to Asia was the one that bypass Africa. But Columbus dared to try a totally different way. As a result, he inadvertently discovered a new continent full of promising opportunities. We see here...
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...an organization is rudder to a ship, without too much emphasizing on the importance of leadership, I agree that those in power need to step down for better leadership when necessary. If leaders are making big mistakes, they need to step down anytime necessary. But if current leaders are leading their organizations to make significant progress, they need to stay in power for the sake of their organizations’ continuous progress. New leaders can bring new ideas, innovation and other important resources to their organizations, which are important for the success of organizations. By the 1980s, Haier Group had debt of over CNY ¥1.4 million and suffered from dilapidated infrastructure, poor management, and lack of quality control. The company was on the verge of bankruptcy. Zhangruimin, the saver of Haier Group, introduced the sense of quality to its members by smashing 76 faulty refrigerators in front of everybody. The company started turning around in late 1980s with Zhangruimin’s disciplined management. As an avid reader of western and Japanese business, he brought Haier into international competition after cooperating with Germany Liebherr Group. This has been one of the most told stories where a new innovative leader saves an almost bankrupted company. Under some extreme circumstances, those in power might need to step down before the end of their due time. Chairman Mao held leadership from the establishment of China till his death in 1976. Later in his leadership...
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...TABLE OF CONTENTS S.No. | TOPIC | PAGE NO. | 1 | Introduction | 4 | 2 | Succession Planning | 5 | 3 | The Tata Tale | 8 | 4 | Leadership at Tata | 10 | 5 | Succession Planning Strategies within Tata Group | 13 | 6 | The Mistry Angle | 16 | 7 | Challenges before Mistry | 19 | 8 | … And Why he will survive | 20 | 9 | The Way Ahead | 21 | 10 | Conclusion | 25 | 11 | Appendix: Sample Succession Planning Forms | 26 | INTRODUCTION Look at any research worth its salt and one will find that ‘leadership’ is key to the success of any organization. And it is this which highlights the importance of succession planning. Experts believe succession planning is one of the most important functions of not just the human resources department of any firm but is the responsibility of the entire management. Indeed, the consequences of putting the wrong person in a position may be severe. As popular HR guru Arthur X. Deegan II puts it: “Succession planning is about putting the right people in the right place at the right time.” This perhaps best defines the need and importance of succession planning. The group has chosen to study Tata Group and its succession planning strategies for this project. While we realize that succession planning is a process that encompasses the entire organization, we have – because of the space constraint – limited our report for the most part to only succession planning at the chairman level. That said, we still have taken care to include...
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...The Need for Change: Kotter’s Eight-Step Approach MGT 435 Organizational Change Prof Doug Nelson February 24, 2014 The Need for Change: Kotter’s Eight-Step Approach Change doesn’t come easy in an organization whether it is large or small. The first step in change is identifying the needs so that steps are put in place to implement. As an organization progresses and develops it can be a difficult strategy to perform especially if there are no steps put in place to follow. Developing more efficient ways to introduce and execute change puts less pressure on the associates, and can help internal and external customers adjust to the way of doing business. In this paper I will be identifying the need for change in pipeline/processing management in an organization by using Kotter’s Eight-Step Approach. In the society will live in today change is normal for any business. Alternate initiatives and technology improvements are essential for any organization to stay ahead of their competitors. Many Planned organizational change is a process that moves companies from a present state to a desired future state with the goal of enhancing their effectiveness. Ultimately, the goal of planned organizational change is to improve an organization's capabilities, thus enhancing its value to stakeholders and stockholders (Beer, 1980). Change can fail for many reasons in an organization if not managed correctly. In fact it has been stated that change in an organization fails 70% of the time...
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...March 12, 2015 “The Big Five Personality Test” Openness to experience/Intellect * 53% Conventional, down to earth, narrow interest, Uncreative Conscientiousness * 89% Reliable, well organized, self-disciplined, careful Extraversion * 37% Introverted, reserved, inhibited, quiet. Agreeableness * 87% Good natured, sympathetic, forgiving, courteous Neuroticism * 5% calm, relaxed, secure, hardy I agree with my result on “The big five Personality text”. Reflecting on my accomplishments and activities in leadership in health care this past six years; How is this achieved? My description of what I consider the most important elements of being a good leader: have a vision, reliable, well-organized, self-disciplined, and careful. Involve everyone in my clinic and help them feel ownership of the goals. Reinforce my staff members’ good efforts often. Take on some of the clinic’s tasks and set a good example for the staff by completing one’s tasks well. Strive to be positive, courteous, and encouraging. As a result of my leadership, I have learned the following: I am capable of more than I thought I was. The result of this; I Would always remember my involvement with the staff and physicians and for the fact that director put a trust in me into run her department; Significant achievements are accomplished through a series of small steps. The ensuring that all the little things were taken care of results in the big thing...
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...study of Asda and Archie Norman is a prime example of how good leadership and change can affect a company’s growth. Asda, a formerly successful supermarket chain, was teetering on the edge of bankruptcy after numerous bad business decisions, was saved by Norman’s dynamic approach. Norman believed that everything about the organization needed to be changed in order for the company to survive. His approach was significantly inline with the ideas discussed in Heifetz’s and Laurie’s article “Learning to lead: Real leaders say, “I don’t have the answer.”” Heifetz and Laurie state that effective leadership requires us to make the distinction between leadership and authority and between technical and adaptive work. By clarifying these two distinctions we are able to understand a major error that people often make – treating adaptive challenges as technical problems. The case of Norman and Asda is a prime example of a company that treated their issues as adaptive challenges. Norman was a firm believer that in order to turn around Asda, he would need to start from scratch, eliminating almost all infrastructures that were previously accepted. Heifitz and Laurie describe five interdependent principles that leaders can use to mobilize people to do adaptive work. The first is that the leader must identify the adaptive challenges. Companies often fail because they do not adapt to new market challenges and needs. Part of Asda’s initial failure was top management’s decision to divert much of...
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...company goes further than just meeting the standards mandated by law. A socially responsible organization should be aware of the effects that follow their decision making. Social responsibility is an ethical theory that an entity, be it an organization or individual, has an obligation to act to benefit society at large. Social responsibility is a duty every individual or organization has to perform so as to maintain a balance between the economy and the ecosystem (Wikipedia, 2013). There are various ways Company X can become environmentally responsible. Company X could utilize their local energy vendor by having them construct an energy audit of their location. Many companies are utilizing such services to save money but this also helps the environment. By utilizing led lighting instead of normal lighting energy costs are reduced and waste is minimized. Most led lighting components are rated at a life of 10 years. The upfront costs will be high but the upgrades will save on utility bills and maintenance. The company could start an internal recycling program. This will consist of paper and toner packages. The average toner costs $75 but to refill the same bottle of toner only costs 15% of the original value. The biggest cost is the bottle that the toner comes in. An in-house method to refill toner could save up to 85%. To help the environment and prevent identify theft paper should be shredded and recycled. The company could replace outdated...
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...Iran’s leader finally spoke out on July’s nuclear agreement. After decades of less than amicable relations between Iran and the United States, this agreement could mean the potential for peace at last. An article in The New York Times from July laying out the basics of the agreement states after 20 months of negotiations, the United States and Iran along with five other nations, came to a long awaited nuclear agreement for the next 15 years. The agreement limits Tehran’s nuclear power in exchange for lifting the sanctions on international oil and finance. Iran agreed to limit its current stock pile of low-enriched uranium by 98%, most likely shipping much of it to Russia. Also, the nation agreed to turn the Fordo plant into a center for science research as well as limit the enrichment percentage from 5% to 3.7% in Natanz (another large uranium plant in Iran). It is important to understand these restrictions because it will allow the amount of time it takes to put a nuclear bomb together from two to three months to a year. In order to secure that Iran will follow through with these limitations, the nation has agreed to allow the International Atomic Energy Agency access to information on its nuclear program and investigations of nuclear sites. In turn, Iran has asked that the embargo on imports and exports of conventional arms and ballistic missiles put in place in 2006 be lifted (2). The six nations agreed to lift the restrictions on ballistic missiles in eight years, but lift...
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...and Communication/Writing Process Leadership and Communication/Writing Process A key aspect in leadership involves influencing people. To effectively influence others demands exceptional communication skills. With different generations of leaders, come different communication skills and views towards the use of technology in communication. Additionally, the technology and Information age requires that more communication be executed through the use writing. In this regard, being an adept writer has become a requirement as compared to a skill on a resume. First-rate leaders in today’s workforce should possess both exemplary oral and written communication skills regardless of the generation they originate from. Leadership and Communication Without question, the way a leader communicates differs based on generation. From the Traditionalist, whose time in the workforce is fading, to the Millennials (Gen Yers), who have just begun to enter the workforce, there brings a generation gap of over six decades. I think it is impossible to conclude that communication would remain constant over this timespan. The values, ethics and economic situations of the time period a person hails from all influence how a person communicates as a leader. According to (Houck, 2011), in regards to communication across generations, he states: * Baby Boomers – are considered politically correct, love meetings * Gen Xers – are informal, abrupt, prefer structured meetings that are brief and...
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...crisis that means he or she is also ready for change for progress. Sometimes the change is not all bad but can be positive change as well. Table of Content Abstract……………………………………………………………………………………..1 Motive……………………………………………………………………………………….3 Why Study Crisis Leadership………………………………………………………………..3 Get Ready For Crisis…………………………………………………………………………4 Tips That Help Us to Get Ready for Crisis…………………………………………………..5 Rule Number One: Learn to Accept Death ……………………………………………….5 Rule Number Two: Hard Work and the Right Leader Win More Often Than Talent……6 Rule Number Three: Leadership is Visible Motion………………………………………8 Rule Number Four: Trust is Profitable……………………………………………………9 Rule Number Five: Everyone Must Sacrifice, You Go First……………………………..9 Rule Number Six: If You Really Want to Gain, Lose Something First…………………11 Rule Number Seven: Kissing Up and Kicking Down Are Not Allowed………………..11 Rule Number Eight: People Want...
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...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...
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...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...
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...Midterm Examination Leadership 1. Facing the Giants Facing the Giants is a movie about Grant Taylor who is a high school football coach with a mediocre record. After several poor seasons, the football team “Shiloh Eagles” is considering replacing him as head coach. This is not the only problem the coach is facing, he has a lot of problem, his car is breaking down, the players’ fathers are trying to get him fired, and he discovers that he is the reason why he and his wife has no child. One day, in order to find a solution to these problems, he prays to God for help. At first he doubted God but after listening to the two farmers metaphor where the Father said that the good farmer is the one who prepare his field rather than not preparing and just waiting. Taylor then prepares his team. After he pray for God’s help he decided to make three big changes (challenge the process) to the team: - He changes the philosophy of the team and the team member’s life. He decided to praise God after each game, no matter what the result. He said to his team members to play for God’s glory instead of for their own sake. Coach Taylor asks his players, "What's the purpose of this team." Then one of the players responds, "To win ball games." The coach then says, "Winning football games is too small a thing to live for. We're not here just to get glory, make money, and die. So I'm here to present you with a new team philosophy. We need to give God our best in every area. And if we win we praise...
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...MBA 5000 Executive Management Final Leadership Paper Alyssa Bailey Indiana Tech Table of Contents 1. Introduction……………………………………………………………….............................3 2. Value and Vision…………………………………………………………………………….4 3.1. Management By Objectives………………………………………………………………….4 3.2. Fourteen Step Transformation Process………………………………………………………5 3.3. Theory Y……………………………………………………………………………………...6 3. Direction and Alignment…………………………………………………………………….7 4.4. Competitive Advantage………………………………………………………………………8 4.5. The Fifth Discipline…………………………………………………………………………..9 4.6. Collaborative Work System…………………………………………………………………10 4. Motivate and Empower……………………………………………………………………..11 5.7. Psychological Capital………………………………………………………………………..11 5.8. Three-Factor Theory of Human Motivation………………………………………………..12 5.9. Institutional-Building Pride………………………………………………………………….13 5. Learning and Change……………………………………………………………………….14 6.10. Authentic Leadership………………………………………………………………………..14 6.11. Building the Bridge………………………………………………………………………….15 6.12. Built-to-Change……………………………………………………………………………...15 6. Leading in Global and Multicultural Society……………………………………………….16 7.13. Toxic Emotions………………………………………………………………………………17 7.14. One Minute Management……………………………………………………………………17 7.15. Seven Habits of Highly Effective People…………………………………………………..19 7. Summary……………………………………………………………………………………...
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