This document discusses organizational change management and leadership strategies. It addresses transforming organizational culture from tight management to empowering employees in decision making. The document covers leadership styles and their impact on change management. It also discusses performance management systems and how they need to adapt to modern realities and empower employees. Organizational transformation requires leadership to believe in change and guide the process while understanding today's diverse and skilled workforce.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
Ratan Tata effectively led the Tata Group through a period of major economic reforms in India from 1991 to 2012. He established control over the group by increasing Tata Sons' share in various companies from 1.5% to 26%. He also established the Tata brand identity by rebranding various companies with the 'Tata' name and monogram to unite them. Ratan Tata systematically communicated the Tata brand and values to the public through advertising campaigns. He motivated creativity and innovation in the group by establishing the Tata Innovation Forum and launching new products like the Tata Nano car. Ratan Tata also took steps to protect the established Tata brands from copying by other manufacturers.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
This document discusses how organizational culture and decision-making impact organizational performance. It defines organizational culture as shared actions, values and beliefs that guide employee behavior. A positive culture that supports goals, creates a good workplace and increases customer satisfaction can boost performance. Critical thinking also increases performance by enabling logical conclusions. The decision-making process is influenced by an organization's mission and values, and involves defining problems, analyzing alternatives, making choices, taking action and evaluating results.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
Ratan Tata effectively led the Tata Group through a period of major economic reforms in India from 1991 to 2012. He established control over the group by increasing Tata Sons' share in various companies from 1.5% to 26%. He also established the Tata brand identity by rebranding various companies with the 'Tata' name and monogram to unite them. Ratan Tata systematically communicated the Tata brand and values to the public through advertising campaigns. He motivated creativity and innovation in the group by establishing the Tata Innovation Forum and launching new products like the Tata Nano car. Ratan Tata also took steps to protect the established Tata brands from copying by other manufacturers.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
This document discusses how organizational culture and decision-making impact organizational performance. It defines organizational culture as shared actions, values and beliefs that guide employee behavior. A positive culture that supports goals, creates a good workplace and increases customer satisfaction can boost performance. Critical thinking also increases performance by enabling logical conclusions. The decision-making process is influenced by an organization's mission and values, and involves defining problems, analyzing alternatives, making choices, taking action and evaluating results.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
Healthy organizations have several key characteristics that allow them to achieve long-term success, including effectively sharing goals with employees at all levels, fostering a collaborative teamwork culture, and maintaining high employee morale. They also offer training opportunities to develop employee skills, have good leadership that employees trust, and confront poor performance rather than ignoring issues. Finally, healthy organizations understand risks, can adapt to changes, maintain a clearly defined structure, and enforce well-known company policies.
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
Disclaimer: All the information here are not mine but were collected for class requirement. Discussed in here is "Organizing" as one of the management functions in a Library organization.
Define the meaning of organisational culture.
Discuss how culture is often transmitted.
Recognize different types of organisational change.
Contrast and compare the five key change management strategies.
This chapter explores ideas around the value of teams and team leadership. It discusses that teams can be effective for coordinating interdependent tasks by ensuring information sharing and exchange. However, teams also present a dilemma as individuals must give up some independence. Key aspects of leading teams include providing clear objectives and roles, decision authority, and support. The chapter covers team processes like stages of development and competencies needed. It also addresses challenges of leading virtual teams and handling conflicts.
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
This document outlines objectives and topics around organizational effectiveness. The key points are:
- Organizational effectiveness is defined as the degree to which objectives and goals are achieved. Effectiveness means "doing the right thing". Efficiency takes resources used into account.
- The purpose is to review assessing organizational performance, compare quality assurance approaches, and describe strategies for effective healthcare organizations.
- Effectiveness is determined by factors like clear authority, discipline, and employee satisfaction. Effectiveness and efficiency influence each other.
- Managers can foster effectiveness through skills like problem-solving, change adaptation, and employee engagement. Various approaches can measure effectiveness including goals, systems, constituencies, and competing values.
This chapter discusses key concepts related to organizational design and effectiveness. It identifies four common characteristics of organizations: coordination of effort, common goals, division of labor, and hierarchy of authority. The chapter also explains contingency organization design and distinguishes between mechanistic and organic organizations. Finally, it describes different departmentalization formats, centralization vs decentralization, and characteristics of organizational culture.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
The Organizational Health Index (OHI) is a diagnostic tool developed by McKinsey & Company to measure and track the key organizational elements that drive financial performance. The OHI provides leaders with a simple framework to assess 12 elements in five categories: direction, accountability, coordination & control, external orientation, and capabilities. It helps identify areas for improvement and inspires leaders to take actions that enhance organizational health.
This chapter discusses how great leaders establish organizational direction through vision and strategy. Leaders are responsible for studying the organization's environment, considering potential future changes, and setting a direction that employees can believe in. An effective vision links the present to an inspiring future state and focuses employee efforts. Leaders must also develop strategies to translate the vision into concrete actions that position the organization for long-term success.
This document provides a top management report analyzing a dispute between Ms. Cooke, the COO of DSS Consulting, and Ms. Peterson, the team leader of the Southwest Region. The report examines the dispute from seven organizational behavior and human resource management perspectives: leadership, management style, communication, teamwork, organizational culture, change management, and training. The analysis finds deficiencies in Cooke's leadership, management style, communication skills, and change management. It also finds evidence of "groupthink" developing within Peterson's team. The report concludes with recommendations on how to address the problems, including improving two-way communication between Cooke and Peterson and introducing management skills training.
This document discusses different leadership styles in organizations. It explores autocratic, democratic, and transformational leadership styles. The autocratic style concentrates power and control with one individual for decision making. Democratic leadership encourages open communication and sharing of ideas across employees. Transformational leadership aims to develop employees and empower them to pursue a shared vision. Most organizations today exhibit a mixture of these styles. Leadership style is important as it shapes organizational culture, performance, and image.
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
This document discusses directing, guiding, and leading as key management functions. It defines directing as instructing and overseeing employees to achieve goals, and notes its importance in initiating actions, integrating efforts, and providing motivation. Guiding is defined as showing others how to do something and establishing guiding principles. Leading is using influence to motivate employees and achieve goals, and its importance lies in commencing actions and building morale. Successful school principals are said to seamlessly blend management and leadership by maximizing instruction time, using data, managing time well, and leveraging meetings for professional learning.
The document discusses developing a leadership strategy as a critical ingredient for organizational success. It defines what a leadership strategy is and provides steps for creating one, including analyzing the business strategy to identify key drivers, and then outlining implications for the quantity, qualities, skills and collective capabilities needed in leaders, as well as the desired leadership culture. Developing a clear leadership strategy linked to business needs helps ensure an organization has the leadership talent required to implement its business strategy.
This document discusses organizational behavior and management within Alliance Boots, a UK-based health and beauty company. It addresses leadership styles and their impact on motivation, theories of motivation including Maslow and Herzberg, the nature and formation of groups within organizations, and the impact of technology on teamwork. Regarding leadership, it analyzes autocratic, democratic, and transformational styles and their advantages. It also discusses transactional leadership theory and how rewards and punishments can motivate employees. Theories of motivation section compares Maslow's hierarchy of needs to Herzberg's hygiene-motivation factors. The document then examines formal and informal groups, Tuckman's five stages of group formation, and factors influencing group behavior like norms
This document discusses modern leadership theories and their impact on organizations. It analyzes transformational leadership theory, noting that transformational leaders guide organizations through change with vision and respect for followers. They seek input from followers and listen to their needs. This positively impacts followers by giving them a sense of purpose and direction, and impacts organizations by creating loyal followers and lowering turnover rates.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
This document proposes the ASAN Wazifa solution, an online job portal for the Ministry of Labor, Social Affairs, Martyrs and Disabled (MoLSAMD) in Afghanistan. The portal will provide a centralized system to gather and share workforce data currently scattered across different ministries. It will allow citizens, companies, and organizations to register profiles and be informed of relevant job opportunities. The portal aims to help MoLSAMD better monitor the job market and make data-driven decisions by providing real-time access to workforce analytics from across the country. It is designed to connect job seekers with opportunities and coordinate data sharing between ministries.
Dokumen tersebut membahas tentang fitur-fitur dasar dalam Microsoft Word seperti mengubah jenis huruf, ukuran huruf, menebalkan huruf, membuat huruf miring, membuat garis bawah, menggunakan superscript dan subscript, serta fungsi Microsoft Word untuk mengetik dan membuat berbagai jenis dokumen.
Healthy organizations have several key characteristics that allow them to achieve long-term success, including effectively sharing goals with employees at all levels, fostering a collaborative teamwork culture, and maintaining high employee morale. They also offer training opportunities to develop employee skills, have good leadership that employees trust, and confront poor performance rather than ignoring issues. Finally, healthy organizations understand risks, can adapt to changes, maintain a clearly defined structure, and enforce well-known company policies.
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
Disclaimer: All the information here are not mine but were collected for class requirement. Discussed in here is "Organizing" as one of the management functions in a Library organization.
Define the meaning of organisational culture.
Discuss how culture is often transmitted.
Recognize different types of organisational change.
Contrast and compare the five key change management strategies.
This chapter explores ideas around the value of teams and team leadership. It discusses that teams can be effective for coordinating interdependent tasks by ensuring information sharing and exchange. However, teams also present a dilemma as individuals must give up some independence. Key aspects of leading teams include providing clear objectives and roles, decision authority, and support. The chapter covers team processes like stages of development and competencies needed. It also addresses challenges of leading virtual teams and handling conflicts.
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
This document outlines objectives and topics around organizational effectiveness. The key points are:
- Organizational effectiveness is defined as the degree to which objectives and goals are achieved. Effectiveness means "doing the right thing". Efficiency takes resources used into account.
- The purpose is to review assessing organizational performance, compare quality assurance approaches, and describe strategies for effective healthcare organizations.
- Effectiveness is determined by factors like clear authority, discipline, and employee satisfaction. Effectiveness and efficiency influence each other.
- Managers can foster effectiveness through skills like problem-solving, change adaptation, and employee engagement. Various approaches can measure effectiveness including goals, systems, constituencies, and competing values.
This chapter discusses key concepts related to organizational design and effectiveness. It identifies four common characteristics of organizations: coordination of effort, common goals, division of labor, and hierarchy of authority. The chapter also explains contingency organization design and distinguishes between mechanistic and organic organizations. Finally, it describes different departmentalization formats, centralization vs decentralization, and characteristics of organizational culture.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
The Organizational Health Index (OHI) is a diagnostic tool developed by McKinsey & Company to measure and track the key organizational elements that drive financial performance. The OHI provides leaders with a simple framework to assess 12 elements in five categories: direction, accountability, coordination & control, external orientation, and capabilities. It helps identify areas for improvement and inspires leaders to take actions that enhance organizational health.
This chapter discusses how great leaders establish organizational direction through vision and strategy. Leaders are responsible for studying the organization's environment, considering potential future changes, and setting a direction that employees can believe in. An effective vision links the present to an inspiring future state and focuses employee efforts. Leaders must also develop strategies to translate the vision into concrete actions that position the organization for long-term success.
This document provides a top management report analyzing a dispute between Ms. Cooke, the COO of DSS Consulting, and Ms. Peterson, the team leader of the Southwest Region. The report examines the dispute from seven organizational behavior and human resource management perspectives: leadership, management style, communication, teamwork, organizational culture, change management, and training. The analysis finds deficiencies in Cooke's leadership, management style, communication skills, and change management. It also finds evidence of "groupthink" developing within Peterson's team. The report concludes with recommendations on how to address the problems, including improving two-way communication between Cooke and Peterson and introducing management skills training.
This document discusses different leadership styles in organizations. It explores autocratic, democratic, and transformational leadership styles. The autocratic style concentrates power and control with one individual for decision making. Democratic leadership encourages open communication and sharing of ideas across employees. Transformational leadership aims to develop employees and empower them to pursue a shared vision. Most organizations today exhibit a mixture of these styles. Leadership style is important as it shapes organizational culture, performance, and image.
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
This document discusses directing, guiding, and leading as key management functions. It defines directing as instructing and overseeing employees to achieve goals, and notes its importance in initiating actions, integrating efforts, and providing motivation. Guiding is defined as showing others how to do something and establishing guiding principles. Leading is using influence to motivate employees and achieve goals, and its importance lies in commencing actions and building morale. Successful school principals are said to seamlessly blend management and leadership by maximizing instruction time, using data, managing time well, and leveraging meetings for professional learning.
The document discusses developing a leadership strategy as a critical ingredient for organizational success. It defines what a leadership strategy is and provides steps for creating one, including analyzing the business strategy to identify key drivers, and then outlining implications for the quantity, qualities, skills and collective capabilities needed in leaders, as well as the desired leadership culture. Developing a clear leadership strategy linked to business needs helps ensure an organization has the leadership talent required to implement its business strategy.
This document discusses organizational behavior and management within Alliance Boots, a UK-based health and beauty company. It addresses leadership styles and their impact on motivation, theories of motivation including Maslow and Herzberg, the nature and formation of groups within organizations, and the impact of technology on teamwork. Regarding leadership, it analyzes autocratic, democratic, and transformational styles and their advantages. It also discusses transactional leadership theory and how rewards and punishments can motivate employees. Theories of motivation section compares Maslow's hierarchy of needs to Herzberg's hygiene-motivation factors. The document then examines formal and informal groups, Tuckman's five stages of group formation, and factors influencing group behavior like norms
This document discusses modern leadership theories and their impact on organizations. It analyzes transformational leadership theory, noting that transformational leaders guide organizations through change with vision and respect for followers. They seek input from followers and listen to their needs. This positively impacts followers by giving them a sense of purpose and direction, and impacts organizations by creating loyal followers and lowering turnover rates.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
This document proposes the ASAN Wazifa solution, an online job portal for the Ministry of Labor, Social Affairs, Martyrs and Disabled (MoLSAMD) in Afghanistan. The portal will provide a centralized system to gather and share workforce data currently scattered across different ministries. It will allow citizens, companies, and organizations to register profiles and be informed of relevant job opportunities. The portal aims to help MoLSAMD better monitor the job market and make data-driven decisions by providing real-time access to workforce analytics from across the country. It is designed to connect job seekers with opportunities and coordinate data sharing between ministries.
Dokumen tersebut membahas tentang fitur-fitur dasar dalam Microsoft Word seperti mengubah jenis huruf, ukuran huruf, menebalkan huruf, membuat huruf miring, membuat garis bawah, menggunakan superscript dan subscript, serta fungsi Microsoft Word untuk mengetik dan membuat berbagai jenis dokumen.
El maguey o agave es una planta originaria de México que se utiliza para producir diferentes bebidas como el pulque, el mezcal y el tequila. Existen más de cien variedades de maguey que pueden crecer desde 30 cm hasta 10 metros de diámetro, y florecen produciendo "quiotes" de hasta 12 metros de largo. Se reproducen a través de hijuelos que nacen de las flores o del rizoma de la planta, y requieren de 3 a 7 años para desarrollarse completamente.
Always examine the tool for damages before usestevencas21
This document contains safety guidelines for using power tools:
- Always inspect tools for damage before use and only use tools in good working condition.
- Wear appropriate protective equipment like safety glasses when using power tools.
- Keep cords, hoses, loose clothing, and jewellery away from moving parts, heat, and sharp edges of tools.
- Report any broken or malfunctioning tools to a supervisor immediately.
El documento habla sobre las cualidades necesarias para el aprendizaje autónomo en un curso propedéutico de desarrollo agroindustrial. Resalta la importancia de la disciplina, la responsabilidad a través del aprendizaje autónomo, y la iniciativa. También menciona la necesidad de planificar el aprendizaje de manera autónoma, fijar metas, ser proactivo, organizar el tiempo, y responsabilizarse por el propio aprendizaje.
La Estación Espacial Internacional (ISS) es una estación espacial internacional en órbita baja terrestre a unos 400 km de altura. Mide aproximadamente 109 metros de largo y está tripulada permanentemente por 6 astronautas. Participan en el proyecto Estados Unidos, Rusia, Europa, Canadá, Japón e Italia.
Seminario de realidad nacional en educación sussanStArtlet OZ
Este documento presenta información sobre el sistema educativo mexicano. Brevemente describe la Comisión Nacional de Libros de Texto Gratuito, la cual se encarga de proporcionar libros de texto gratuitos a estudiantes de educación básica. También presenta a José Vasconcelos, el primer Secretario de Educación Pública de México. Finalmente, compara el sistema educativo mexicano con el sistema de Finlandia.
This document provides information about an MBA project management assignment from Semester 2. It includes 6 questions to answer related to project management concepts like the project life cycle, feasibility analysis, risk management, cost estimating, quality planning, and performance evaluation. Students are to answer each question in 300-400 words. The assignment is worth 60 marks total and can be purchased for Rs. 125 per question by emailing subjects4u@gmail.com or calling 09882243490.
Es muy importante tomasr en cuenta que para realizar un proyecto hay que identificar, conocer y saber lo que deseamos realizar ya que así podemos definir los objetivos y metas que deseamos alcanzar.
The document outlines developing and implementing a digital marketing strategy for an organic e-commerce company in Bangalore, India. Key aspects of the project include creating monthly engagement themes, developing social media content, and keeping customers engaged online. An initial framework was created and tested, with continuous improvements made based on data analysis to better understand the audience and gain a tactical advantage. The findings showed a sustainable strategy was created to understand the online audience and promote the business through social media engagement.
Los utilitarios son pequeños programas que te permitirán trabajar mejor con tu PC y los demás programas que tengas instalados, por ejemplo: El Winzip y Winrar (programas que comprimen archivos), ACDSee (visualizadores de imagenes), hay otros como Antispam, antispyware, programas para limpiar el disco duro, para proteger archivos, para buscar informacion.
The document discusses using decision support systems to help Nintendo analyze pricing for a new product. It presents an introduction to Nintendo's situation, outlines the problem, and describes DSS techniques like the solver and decision trees that could be applied. A decision tree is created to determine customer satisfaction based on user type. The solver is then implemented with constraints and variables to maximize profit based on two data sets. It concludes the DSS tools could help Nintendo regain their leading market position if the new product is priced appropriately based on manufacturing costs.
Este documento describe la transformada de Fourier, una transformación matemática que convierte señales entre el dominio del tiempo y el dominio de la frecuencia. Explica que la transformada de Fourier descompone una función en sus componentes de frecuencia, de manera similar a como el oído humano percibe el sonido. También incluye las propiedades básicas y definiciones matemáticas de la transformada de Fourier y la transformada inversa. Finalmente, presenta algunos ejemplos de cálculo de la transformada de Fourier para funciones simples.
LTS is a simple, modern and fast tool for employee evaluation. Check what your employees can do through our Online Test (written and spoken part) and You will get a long term career plan for your employee.
! 1Running head LEADERSHIP THEORIESLeadership Theories.docxmayank272369
Under Armour released a new shoe called the Hovr in February 2018 that has exceeded sales expectations. Under Armour executives believe the Hovr is a strong new platform that will help the company compete against Nike and Adidas. However, to increase sales further, Under Armour will need to focus more on advertising, design changes, and global distribution to reach more customers.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
This document discusses leading and managing organizational change. It notes that there are many reasons why change may be necessary within an organization, such as adapting to the external environment, improving processes, or meeting new goals. It emphasizes that effective change requires understanding the organization, properly planning and communicating the change, and evaluating the results. It also discusses the importance of leadership support and buy-in from employees for successful change implementation. Overall, the document stresses that organizational change allows alignment with goals but must be approached carefully through preparation, execution, and assessment.
Organizational Change Models
Introduction
Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important
aspects
in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.
The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).
In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.
An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture.
1. Change management is a structured approach to shifting an organization from its current state to a desired future state through initiatives like vision, strategy, resources and feedback. It can involve proactive or reactive changes.
2. Driving and restraining forces influence whether a change is successful, like a positive culture driving change or distrust restraining it. Leadership must motivate employees and effectively communicate the vision.
3. Kotter's eight-step model for successful change management involves steps like creating urgency, forming a coalition, communicating the vision and creating short-term wins to build momentum and anchor the change in the culture.
Transformational leaders play a key role in implementing strategies and driving culture change within organizations. They inspire a modified vision and lead by example to transform the organization's culture and align it with the new strategy. For successful strategy execution, the leader must ensure the desired cultural changes take place through feedback mechanisms and an appropriate, supportive culture. Values must also be aligned with the strategy to guide employee behavior and impact performance. Managing resistance to change and linking rewards to performance can further support culture change and strategy implementation.
The events of 2016 give us an opportunity to question our approach to leadership, strategy and organisation. This may be the time to challenge many of the traditional norms in this space.
This document discusses organization development and renewal. It lists group members for a project and then discusses how organizations must adapt to changing environments. Top managers play a crucial role in directing responses to changes in industry conditions. Organization renewal is an ongoing process of building innovation and adaptation. Organization development practitioners help organizations solve problems related to industry changes.
Running head M4_ A2 APPLYING OB THEORIES1APPLYING OB THEORIES.docxcharisellington63520
Running head: M4_ A2: APPLYING OB THEORIES 1
APPLYING OB THEORIES 4
Sahar N. Aly
B7401 Organizational Behavior
Argosy University, Washington DC
Dr. James Glenn
April, 2015
The paper will discuss an organizational change in management in order to resolve the problem within the organization. The first part of the paper will address different strategies used to maintain successful change and the second part will address how to overcome the resistance of change to achieve the new goals for the benefits of the organization.
Problems exist when something unexpected happens and for any organization to function effectively these problems must be resolved. Leaders and supervisors must identify the current situations and try to find out where the problem exists. McNamara (2010) states “Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles”. It is the leaders’ role to facilitate changes since it is not an easy process, and be able to assist in the organization’s adoption of opportunities and threats.
Case study: International Cargo Carrier Co. (IACC).
The company is one of the cargo companies in Egypt. Their primary activity is concentrated in Suez and Alexandria ports. It provides shipping services to North America and southern Asia. The company lately was struggling and suffered the worst year in its history due to losses in income and layoffs. The company needed to gain back its image among the cargo business thus change in management, and a transformation was applied. The company today became successful and gained back its position as one of the well-known cargo carrier companies in Egypt.
The organizational change was successful because their mission was accomplished. Making sure that packages were delivered on time, improving the information system in order to speed up the orders process, establishing good customer relationships, monitoring shipping orders and loading and unloading of trucks. Different strategies were used to maintain this success and are addressed as follows:
• The company’s awareness for urgent change and the recognition of the threats allowed them to make others in the company aware of the need for change. The company was scanning the internal and external environment to identify competitive situations, profits and losses, updated technology, and market trends which was an asset for leaders to communicate with their subordinates.
• A new strategy was developed to formulate a vision for the change and applying different strategies to reach new goals and make the change happen. McNamara (2010) states “It is important to know the reason for change, plan for new goals, needs to reach these goals and how to estab.
The document discusses strategic change leadership and the TRANSFORM model for managing change. The TRANSFORM model is a novel approach that encompasses change management and leadership aspects. It involves 9 steps: 1) Triggering an emergency, 2) Researching the context, 3) Activating leadership, 4) Negotiating for alignment, 5) Strategizing a vision, 6) Forcing communication, 7) Optimizing empowerment, 8) Realizing innovation, and 9) Maintaining momentum. The goal is to help organizations implement deep, sustainable cultural changes through a strategic, structured process.
Organizational change management is a framework for preparing for, adopting, and implementing changes to an organization's culture, policies, processes, environment, and employee roles and responsibilities. Managing change effectively is a key challenge for organizations as they must continually adapt to dynamics in the external environment. There are both internal and external forces that drive organizational change, such as strategic needs, structural redesigns, process improvements, and changes to employee skills and behaviors. Resistance to change stems from individual, group, and organizational factors, so change managers must use strategies like communication, participation, support, and incentives to overcome resistance and gain commitment to changes.
Executive summary The traditional leadership styles a.docxgitagrimston
Executive summary
The traditional leadership styles are continuously changing with the adoption of globalization. This is because convergence is all over whereby the competitors are the customers, suppliers and the industry in general. This means that new development strategies are required to be able to cope in the dynamic world as well as in future. In this report, it will discuss some of the leadership concerns on the basis of the global trends which require some leadership attention.
The report will also discuss emerging theories that are applicable in the global changing world. This will then be followed by a discussion on the kind of responsibilities that the leaders have towards coping with competition in the workplace, complexity as well as diversity in the organization. The report will further provide a personal plan on development of proper leadership skills. Under this, it will outline some of the personal development goals. This will be followed by a summary of the relevant steps to be taken to accomplish the goals. An evaluation on how to check for progress in each step will be established. The report will end with a summary regarding how the plan will facilitate personal growth as a leader as well as the growth of others.
Introduction
Leadership has been in place and also undergoing changes based on the changes happening in outside world. With increased globalization, there is the need for leaders to acquire some global competencies. The current workplace is demanding for some emergent practices and there are expectations for digital competencies. In order to survive as a leader, it would be necessary to have a sense of learning and continuous improvement.
In order to create a professional knowledge sharing connection, it requires a kind of trust which will be developed over time and facilitated very effective leadership roles (Cameron & Green, 2008). Therefore, to succeed in the industry, it will be necessary for a leader to set reasonable and measurable goals through focusing on trust, knowledge and credibility together with being updated on changes in global trend affecting leadership roles.
Global leadership concerns for the future
To be a high performance organization, it is necessary to tackle challenges of leadership development with a combined broad thinking. There are quite a number of trends that are linked with leadership. Globalization is the first trend as it is the new business world. This thus requires personnel thinking globally. The trend towards having connected markets will be much stronger. This is because the leaders will be required to understand the cultural, legal, economic, cultural as well as political ramifications (Rothstein & Burke, 2010). Therefore, leaders will be required to see themselves as citizens of the world with expanded field of vision. Leaders will be required to have knowledge on how to effectively manage global producti ...
research project - organizational changeAdelia Kolbe
This document summarizes a research project on the impact and effect of change in an organization. The organization has undergone changes relating to global improvement initiatives that have led to issues like poor timekeeping, absenteeism, and staff leaving. The research aims to define change, explain factors that cause change, describe the change process and challenges in managing change through a study of the GSK Cape Town site. It will review literature on topics like creating a culture of change, factors that drive change, models of the change process, and challenges faced by management in change implementation.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
Long-term organizational transformations require addressing change at the individual employee level. Successful change starts with leadership committing to the change from day one and modeling the desired behaviors. Real change happens when responsibility is pushed down through the organization to line managers and individual contributors. Leaders must confront reality, demonstrate faith in the organization's future, and craft a compelling vision to guide behavior during the transformation.
This document discusses strategic change leadership and management. It provides an overview of the TRANSFORM model, an innovative change leadership model that takes a strategic approach. The TRANSFORM model encompasses change management, leadership development, and integrates several business sciences to guide organizations through cultural transformation and ensure long-term sustainability of changes. It outlines the key steps in the TRANSFORM model, including triggering change readiness, researching the organizational context, activating leadership, negotiating for alignment, and maintaining momentum for change.
Hello! Have a look at these great business capstone project examples. If you want to get more visit https://www.capstonewritingservice.com/business-capstone-project-ideas/
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
This document discusses organizational change and a five-step change model used by the consulting firm Change Management Solutions, Inc. The five steps are: 1) planning, 2) leading, 3) evaluating, 4) handling change resistance, and 5) avoiding burnout. The model emphasizes culture, leadership, and planning to prevent failure during change initiatives. It promotes transformational and transactional leadership to accomplish change sustainably.
Similar to Ahmad Reza Khawar final-Assignment SIBM__RKC (20)
1. INTERNATIONAL BUSINESS & STRATEGY
INDIVIDUAL ASSIGNMENT II - (FINAL)
AHMAD REZA KHAWAR (@00450058)
UNIVERSITY OF SALFORD
MARCH 1, 2016
2. Contents
1 Introduction ..........................................................................................................................................1
2 Leadership and Organizational Change ................................................................................................1
2.1 Leadership in Organizational structure.........................................................................................2
2.2 Organizational Change Management ...........................................................................................4
2.3 Empowering Employee in cultural change. ..................................................................................4
3 Performance Management Systems.....................................................................................................5
4 Organizational Transformation.............................................................................................................6
5 Conclusion.............................................................................................................................................7
Bibliography ..................................................................................................................................................9
3. 1
1 Introduction
In today’s competitive world change is an integral part of the business, many theorists have emphasized
the importance of change for organizational survival, and with rapid adaptability of creative and
technological innovation into businesses the management of change is ever more imminent.
Businesses and organizations are prone to changes in the external and internal environments which drives
the organization/business to change accordingly. To cope with this change, a proper change strategy is
required to drive the organization in consent with the vision of the organization. Defining change strategy
for the organization requires a detailed understanding of the values, vision, mission and objective of the
organization. Application of changes to the organization verily affects the organization value but the vision
and mission of the organization should remain same. Organizational change can sometimes take the
shape of organizational restructuring which affects the authority level and leadership of the
organization/business.
Organizations consist of different layers, each of which has its own influence to the organization and its
value but all follow same vision and mission of the organization. These layers include, but is not limited
to, managers, senior executives, executive directors, board, investment managers, trustees of funds and
beneficiaries. However different the roles and work of these layers are, the aim of all layers remain the
same that is to keep the organization market value in sustained position.
In consequence, organization’s value, however large it has to be, depends on each layer. Respectively,
when defining strategic change, it is advantageous, sometimes even important, to consider ideas from all
layers of the organization who has influence on the organizational value.
This paper is intended to discuss the theories and practices of change management in the context of multi-
national enterprises MNE. The report will be concentrating on transformation of organizational culture
from a tight management to a culture empowering the employee when making decisions.
2 Leadership and Organizational Change
From leadership perspective, the need for strategic change in an MNE can emerge from various factors.
A situation where the organization is losing its value in the market, for instance, necessitates the
formulation and implementation of a strategic change in the organization. This situation can be caused by
unsatisfactory product deliverables or miscommunication among the departmental units of the
organization or even the implementation of too much bureaucracy in the process. Today’s business world
is rapidly changing, and an organization can easily lose its value if it does not keep a good competitive
advantage over its competitors. This is another factor that compels the leaders to implement a strategic
change in the organization. However, strategic change does encompass some challenges and is not always
4. 2
welcomed by the people. Employees are mostly inclined to their own ways of work and shows resistance
to any change in their work process and procedures; this is referred to as inertia or resistance to change.
Sometimes, application of change in the organization requires the down-sizing of the organization, in
which some employees will lose their jobs. These challenges should be anticipated in order to cope with
before defining strategic change for the organization.
Identifying problems that are stopper for the organization prior to defining change strategic of the
organization is one of the foremost requirement for any strategic change. This will help the management
to plan and define the right strategic change for the organization. “Change management is a structured
approach to transitioning individuals, teams, and organizations from a current state to a desired
future state, to fulfill or implement a vision and strategy” (Levy, 2007).
This report discusses change management and strategic change in a multi-national enterprise (MNE)
having a culture of tight performance management where the objectives are strictly defined against which
performance is evaluated. Such organizations mostly tend to have a centralized management system
where the top management are the decision makers and the middle and lower management levels are
not involved in the decision making. It is most likely that these organizations lose their values in the
market. Defining strategic change to transform an organization from a tight culture to one in which
employees can have input in decision making and their creativity and initiation skills are promoted by
allowing them to perform their works creatively, is not an easy thing. It requires an in-depth
understanding of the organization and its internal and external environments in order to consider any
possible causes or reactions by these environments to the organization and its strategy. SWOT analysis,
of course, is very helpful to draw the right path for leadership in definition of strategic change.
When embarking on strategic change within organization it should be applied from top-down manner;
the top managers should accept and apply the change first because they have influence on the rest of the
organization then the middle-mangers and the rest of the team will follow and apply the new change.
Otherwise the change will be unrealistic to be supported by rest of the organization team. “Alvesson
(2009:255) says that to be able to accomplish a change we have to start with changing people’s
values and ideas hence making people behave in ways they are not used to” (Rosén, 2014).
2.1 Leadership in Organizational structure
Leadership in organization structure, are the key people which bring teams together and enable them to
work as one team to achieve the common goal of the organization. Sitting a common goal and motivating
individuals to cooperatively work on the specific goal within the organization, leadership ensure the
organization drive in its right path. Involving the rest of the organization team while making decision such
as applying strategic change, creates tendency within the team to move cooperatively with the
organization leadership to apply the change. The leadership is the final key people to make their decision
either they apply strategic change or cultural change within the organization or apply both. “A leader is
5. 3
an important actor in a change process. They are the ones responsible for making the process
as smooth as possible” (Rosén, 2014).
Figure 1 : Without alignment, the best strategic plan will never be fully achieved (Rick, 2013)
Traditional leadership in organizational context was structured and have rigid line of command and
control structure, usually leadership powers were dependent on the position of the leader, but in today’s
fluid business environment where smaller multinational teams and skilled labor is the norm, we need
different types of leadership where everyone feel they have a say in organizations development and
contributing to long term goals.
From the leadership style the tight management comes in Autocratic leadership style which all decisions
are made by the organization leadership and the teams must follow as order their leadership decision.
Moving from autocratic leadership style to Democratic leadership style which is the base requirement for
the organization as cultural change is time-consuming task. The democratic leadership style is the
optimum style to empower the organization employees while build their trust and enabled them though
making preforming their own decisions. “Leader seeks continual feedback and looks for
opportunities for development for both himself and for his or her team. This is a popular style
6. 4
because when it is done well, it creates a harmonious, productive, evolving work force” (MTD,
2010).
Today’s business leaders need to understand that their success as individuals as well as businessmen
heavily dependent on how they integrate better change management practices into daily business
operations.
2.2 Organizational Change Management
In today’s dynamic multi-national organizations change should be managed more on participator terms
rather than traditional command and control structure, everyone should show a commitment to
organizational changes for long term sustainability and viability of the organization.
These organizational changes could include flexible working hours for some, variety of remuneration
schemes, different levels of skill sets, relaxed working environment, adaptive organizational cultural
norms and greater acceptance of diversity.
These and many other changes are required for organization to cater for different types of customers,
today’s organizations are more universal than their counterparts as decade ago, therefore newer and
better approaches are required manage organizational changes successfully.
There are two type of strategic-nature changes in organizations incremental and big bang, depending on
the organization type and status. When an organization plans to improve the quality of services via skilled
employee they will start incremental strategic change which is usually very time consuming, but when a
crisis struck an organization, there is little time for incremental changes, we opt for big bang, basically
changing everything. Meanwhile, according to (Scholes, et al., 2008) in long terms organizations can
choose mainly from four types of strategic changes they are Adaption, evolution, reconstruction and
revolution.
In context of changing the organization from tight management into employee empowerment the
revolution change approach is ideal way of change for an organization. “This could be in circumstances
where the strategy has been so bounded by the existing culture that, even when environmental
or competitive pressures might require fundamental change, the organization has failed to
respond” (Scholes, et al., 2008).
2.3 Empowering Employee in cultural change.
Employee are considered to be the best asset of an organization. When the organization employee are
empowered the processes are efficient, the services quality is improved, teams are responsive and
dynamic and finally all employees work as one to accomplish the organization goal. In most cases tight
managements cultural increases bureaucracy in a process resulting in slower work, however in same
organizations tight management is a requirement, like some government organizations, tight
management are useful while in private business organizations context the tight management will act as
show-stopper or barrier for the employees while preforming their jobs.
7. 5
Moving from tight management culture to employee empowerment culture it is required that a good
strategic plan should be in place to align the organization with the successful change requirements,
meanwhile organization leadership should providing tools, training, encouragement and motivation to
their employees and lead from front in these unchartered waters. “For staff members to feel
empowered, they need to believe that management communicates a clear direction for the future,
that they are working in alignment with the CEO and board, that the foundation cares about them,
and that their performance reviews are fair and helpful.” (Ellie Buteau, 2012)
“Rather than top-down management, there is the need here for people throughout the organization to
accept the responsibility for contributing strategic ideas, for innovating, and for accepting change as
inevitable and desirable” (Scholes, et al., 2008). The inclusiveness of change management process and
listening to “everyone” encourages optimum performance at every level.
The organization leadership/management should establish a trust between their employees through
communication and enable their employee to believe on their skills while preforming any tasks within
their job descriptions. “When you show an employee you trust her, and give her timely information
and the authority to find solutions, she will be able to solve problems and provide solutions more
rapidly than someone without that empowerment” (Regina Anaejionu, n.d.). Realize when the
employees are empowered, subsequently it will bring about the following impacts to the organization:
creativity, satisfaction, loyalty, decision making, collaborative growth, increase in productivity and quality
of work produced and reduced organizational cost (Williams, n.d.).
3 Performance Management Systems
The majority of organizations still treat performance management as once or twice a year practice, where
you see a bunch of forms filled by supervisors and employees for an activity(ies) which have taken place
almost a year ago.
Today’s employees need instant feedback on their performance, and technology is a key consideration in
this equation, Organizations have to adopt and adapt technology in manners where it’s always
commending and empowering existing capabilities of the entity.
Performance management needs to consider modern organizations realities, today’s employee is more
knowledgeable, skilled and informed than his/her counterpart a decade ago, they need power to make
decisions, flexible hours, creativity and free hand in carrying out their duties.
Our modern workforce is younger, energetic and multi-national, though performance management
systems are good to have in organizations, but majority of them beat the purpose.
While designing or transforming the legacy performance management systems, today’s realities need to
be considered, we need to give clear values to creativity, decision making, communications and other
8. 6
soft-skills that are hard to come by in every day to day employee. “Job analysis techniques, such as
job observations, interviews, focus groups and surveys, are used to identify key competencies
and associated critical work behaviors” (Pulakos, 2004)
If organizations need to be competitive, they need to harness the culture of creativity, adaptability,
respect and cultural diversity, and the best way to encourage these values in employees we need to
systemize them through proper performance management systems.
Many technology firms pioneered technology enabled performance systems, which understands modern
employees working ethics, we hardly work in structured office environment, we access our official emails
day and night, respond to customer inquiries whenever required, carry our laptops home, so basically the
distinction between private and official life is almost over.
Considering these and other modern working life realities, performance management systems must focus
on empowering and motivating employees to deliver high value work, irrespective of where, when and
how it’s done.
4 Organizational Transformation
Organizational leadership plays a key role to transform organizations from traditional to modern adaptive
entity, Organizations are living entities need to continuously innovate and adapt to survive.
The leadership in organization set the path to transform in longer period of time, in today’s competitive
environment where a fresh entrant can compete with an established organization makes the
transformation much more imminent.
The organizations need to adapt and the leadership need to understand how to manage the changes
which are required for an organization to be nimble and agile, the PMI (Project Management Institute)
reports “Organizations that are highly agile, nimble and able to respond quickly to changing market
dynamics complete more of their strategic initiatives successfully than slower, less agile
organizations (69 percent versus 45 percent). But only 15 percent of organizations report high
organizational agility.”1
For successful implementation of changes in organizations, it’s critical that leadership strongly believes in
organizational transformation and cascade that believe into lower and mid-level management, change is
stressful time, and it requires a lot of patience and persistence with the understanding what our long term
goals are.
1 PMI’s Pulse of the Profession: The High Cost of Low Performance, February 2014
9. 7
Organizations need to understand that today’s workforce is differently skilled with varied backgrounds,
to cater and keep them motivated we need to transform our organizations into something which foremost
understand the different issues faced by the workforce and secondly addresses the customer’s needs
whenever required.
Figure 2 (speedoftrust.com, n.d.)
5 Conclusion
In our today’s globalized economy we compete globally, our customers are from different parts of the
world, our products are shipped into different geographical locations and our employees are of different
nationality and in some cases may even work in different locations.
In this kind of environment it’s ever important that the Organizational leadership understand that their
employees are motivated differently and will require certain degree of autonomy in decision making and
will need to address their job creatively.
The traditional approaches to motivations and performance management are lacking in many ways and
will need to go through considerable changes before it can address today’s workforce expectations.
In this paper we have discussed that, it’s imperative for organizations to adapt and transform itself into
an entity, which caters for it’s multi-national employees and encourage them for creativity and provide
them certain degree of autonomy in their decision-making.
We also emphasize the key role of leadership in managing these changes and applying policies on a global
level, where culturally, religiously and economically people are motivated and treated differently.
The speed of change is ever increasing in today’s business; irrespective of the organization type or size for
survival and customer acceptance, organizations need to adapt and be responsive, basically meaning
changing continuously in light of the customer expectations.
10. 8
Today’s organizations are expected to respect different values within and outside their environment,
today’s employees come from variety of backgrounds, they are multi nationals, with different religious
and cultural believes, a single global policy on an organizational level in many instances cannot do the
justice, therefore it’s required that certain level of creativity and decision making is allowed for everyone
to perform their duties.
Today’s executive need to understand that operating today’s successful organizations needs a lot more
than simple technical skills, our business leaders must understand that modern employees are better
educated, informed and connected, and need certain level of autonomy in performing their jobs; the
leaders must also understand that today’s performance management systems must adapt to these
changing environments and should consider creativity and decision making as critical skill set.
11. 9
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