ARTICLE #2
Applied Insight
Tools, techniques, and framewoeks for managers
Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.
Few companies can avoid big, periodic changes in the guts of their business. Whatever the cause- market maturation, a tough macro-economic environment, creeping costs, competitive struggles, or just a desire to improve -- the potential responses are familiar: restructure supply chains; rethink relationships among sales, marketing, and other functions; boost the efficiency of manufacturing or service operations (or sometimes close them). Such changes start at the top and demand a relentless focus on nitty-gritty business details from leaders up and down the line.
Too often, however, senior executives overlook the "softer" skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include the ability to keep managers and workers inspired when they feel overwhelmed, to promote collaboration across organizational boundaries, or to help managers embrace change programs through dialogue, not dictation.
One global industrial company tackled these challenges by placing leadership development at the center of a major operational-improvement program that involved deploying a new production system across 200 plants around the world. While the need for operational change was clear -- the performance of the company's factories was inconsistent and in many cases far below that of competitors in terms of efficiency, productivity, and cost -- so too were the organizational obstacles. Drives for improvement, for example, carried a stigma of incompetence; current performance was considered "good enough"; conflict tended to be passive-aggressive or was avoided entirely; and shop floor employees felt that they were treated as cogs and that their supervisors were enforcers. The effect of all this on employees was disengagement, a lack of trust in senior management, and a pervasive fear of making mistakes -- a worry reinforced by the company's strong culture of safety and of risk aversion.
These challenges were impossible to ignore, and that was probably a blessing in disguise: the senior team had to look beyond technical improvements and focus on helping the company's leaders to master the personal behavioral changes needed to support the operational ones. To that end, the company mounted an intense, immersive, and individualized leadership program.1
The results are still unfolding, but after three years the company estimates that the improvement program has already boosted annual pretax operating income by about $1.5 billion a year. Furthermore, executives see the new leadership behavior as crucial to that ongoing success. Indeed, the senior executive who launched the program believes that without the inclusion of leadership development, it would have made only half the impact it actually did. She a ...
The document discusses how a global industrial company improved business results through a leadership development program at the heart of a major operational improvement effort.
The program focused on helping leaders develop softer skills needed to disseminate changes, such as inspiring overwhelmed managers and promoting collaboration. Three leaders showcase how the program helped them improve sourcing efficiency, boost factory yields, and honestly engage employees during a plant closure.
Lessons from the program emphasize tying training to business goals, building on strengths, ensuring senior sponsorship, and creating networks of trained change leaders to sustain transformation.
This document summarizes the challenges organizations face in implementing process improvement programs. It presents a causal loop diagram that shows how:
1) Efforts to improve process capability (working smarter) are undermined as organizations rely on increasing worker effort (working harder) to close performance gaps.
2) Increasing pressure to meet performance targets leads workers to spend less time on improvement activities and more time on direct work.
3) This sets up a reinforcing feedback loop where working harder becomes the norm rather than an occasional response, preventing organizations from fully benefiting from process improvement efforts.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
HP faced major challenges in 2002 after reorganizing into 4 business units from 80 and merging with Compaq. Leadership approaches needed to change to support the new integrated solutions strategy. An employee survey found issues like slow decision making and weak cross-unit cooperation. HP partnered with Conversant to develop the Dynamic Leadership training program to provide managers common tools to accelerate collaboration. Over 9,000 managers were trained, with a 15:1 ROI. Participants reported using the new skills to make faster decisions and gain alignment.
The document summarizes a case study of how a plant that built light aircraft reconciled top-down and bottom-up Lean implementation approaches. They first used a top-down approach to certify teams in Lean tools. Then, a bottom-up project provided employee involvement by creating product teams accountable for on-time delivery, quality, and costs of specific parts. The pilot product team designed a matrix model, achieved their goals within 3 months, and the approach was then expanded across the business unit, improving on-time delivery and reducing management time spent chasing parts.
Chapter, Malden Mills..in High-Performance Work Teams, ASTD publisherMindy L. Gewirtz, Ph.D
This document summarizes the creation of a team-based management system at Malden Mills Industries, a textile manufacturer. Key points:
- Malden Mills partnered with a consulting firm to implement the TEAM project, with initial support from senior leadership.
- An early pilot program in the Flock operation was disrupted by a factory fire but restarted months later in another division.
- The goals of TEAM were to improve information sharing, create an agile organization through cross-department cooperation, motivate continuous improvement, empower employees, and boost morale.
- Critical success factors included linking teams to business goals, selecting a core process like manufacturing to start, and building individual skills before implementing teams.
The business needed to better organize itself around client needs and provide integrated solutions across products and regions. A new global customer operating model was approved but implementation stalled due to unclear messaging. The communication strategist created a "Generic Story" template by interviewing executives and testing messages. This formed the foundation for communicating the new model. A key tool was a monthly leadership bulletin where executives collaboratively contributed updates and promoted alignment. Feedback loops ensured clarity and buy-in. The process improved executive confidence that seniors would implement the new strategy of integrated client solutions.
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
The document discusses how a global industrial company improved business results through a leadership development program at the heart of a major operational improvement effort.
The program focused on helping leaders develop softer skills needed to disseminate changes, such as inspiring overwhelmed managers and promoting collaboration. Three leaders showcase how the program helped them improve sourcing efficiency, boost factory yields, and honestly engage employees during a plant closure.
Lessons from the program emphasize tying training to business goals, building on strengths, ensuring senior sponsorship, and creating networks of trained change leaders to sustain transformation.
This document summarizes the challenges organizations face in implementing process improvement programs. It presents a causal loop diagram that shows how:
1) Efforts to improve process capability (working smarter) are undermined as organizations rely on increasing worker effort (working harder) to close performance gaps.
2) Increasing pressure to meet performance targets leads workers to spend less time on improvement activities and more time on direct work.
3) This sets up a reinforcing feedback loop where working harder becomes the norm rather than an occasional response, preventing organizations from fully benefiting from process improvement efforts.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
HP faced major challenges in 2002 after reorganizing into 4 business units from 80 and merging with Compaq. Leadership approaches needed to change to support the new integrated solutions strategy. An employee survey found issues like slow decision making and weak cross-unit cooperation. HP partnered with Conversant to develop the Dynamic Leadership training program to provide managers common tools to accelerate collaboration. Over 9,000 managers were trained, with a 15:1 ROI. Participants reported using the new skills to make faster decisions and gain alignment.
The document summarizes a case study of how a plant that built light aircraft reconciled top-down and bottom-up Lean implementation approaches. They first used a top-down approach to certify teams in Lean tools. Then, a bottom-up project provided employee involvement by creating product teams accountable for on-time delivery, quality, and costs of specific parts. The pilot product team designed a matrix model, achieved their goals within 3 months, and the approach was then expanded across the business unit, improving on-time delivery and reducing management time spent chasing parts.
Chapter, Malden Mills..in High-Performance Work Teams, ASTD publisherMindy L. Gewirtz, Ph.D
This document summarizes the creation of a team-based management system at Malden Mills Industries, a textile manufacturer. Key points:
- Malden Mills partnered with a consulting firm to implement the TEAM project, with initial support from senior leadership.
- An early pilot program in the Flock operation was disrupted by a factory fire but restarted months later in another division.
- The goals of TEAM were to improve information sharing, create an agile organization through cross-department cooperation, motivate continuous improvement, empower employees, and boost morale.
- Critical success factors included linking teams to business goals, selecting a core process like manufacturing to start, and building individual skills before implementing teams.
The business needed to better organize itself around client needs and provide integrated solutions across products and regions. A new global customer operating model was approved but implementation stalled due to unclear messaging. The communication strategist created a "Generic Story" template by interviewing executives and testing messages. This formed the foundation for communicating the new model. A key tool was a monthly leadership bulletin where executives collaboratively contributed updates and promoted alignment. Feedback loops ensured clarity and buy-in. The process improved executive confidence that seniors would implement the new strategy of integrated client solutions.
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
Nike has successfully implemented lean management principles throughout its global supply chain operations. It requires lean practices from its 785 contract manufacturers and uses a sustainability index to assess factories on lean implementation. Nike provides training to factories on lean tools and human resources practices to empower workers. This has resulted in improved productivity, quality, and worker satisfaction while reducing waste. Nike's lean approach and sustainability initiatives such as Flyknit technology have increased profits while decreasing environmental impact.
Six ways to link training to bussiness performanceRonVonk
When training goals are linked to employee performance, the leap to business-performance improvement seems clear. Yet, too often, progress stalls and new skills are underused or ignored when employees get back to work. This article describes what to do to make a difference...
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
The document discusses strategic initiatives at two large companies, Prudential and Corning, to better align business and HR objectives. It describes how the companies link business imperatives like increasing productivity to talent strategies involving staffing adjustments and skills upgrading. The document also outlines initiatives to establish leadership benches and provide more value from HR through cost management strategies like reducing healthcare costs and outsourcing some HR functions.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
1) The document describes a case study of BPR (Business Process Reengineering) efforts at Honeywell's industrial automation and control plant in Phoenix, Arizona.
2) Honeywell implemented a WCM (World Class Manufacturing) program and factory-focused teams to radically improve processes, reducing defects by 70% and cycle times by 72% over three years.
3) Key lessons from Honeywell's success include having management make change management a top priority, communicating a clear change vision, and empowering teams with decision-making authority.
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
A small mining contractor experienced rapid growth from two employees to over 70 in two years. To manage the expansion, the company director engaged a consulting firm to develop a business and human resources plan. The consultant conducted a survey of employees to assess the current culture and identify areas for improvement. They also assessed leadership and revised the organizational structure. As a result of implementing the recommendations, including improved communication and employee engagement, productivity increased and the company achieved 800 days without an incident. The client was pleased with the results and awarded the company additional work.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
Henkel Mexicana AC Division launched "Proyecto Impacto" to implement a structured methodology for sustainable high performance and profitability. This involved adopting integrated business planning processes, tools, and key performance indicators to improve operations. As a result, customer on-time shipment performance exceeded 98%, inventory record accuracy exceeded 95%, and production efficiency increased by at least 2 percentage points, equating to millions in savings. Through establishing sales and operations planning, demand management processes, master scheduling, and other changes, Henkel Mexicana achieved over 2,300,000 Euros in quantitative savings per year and qualitative benefits like improved teamwork, communication, and business control. They received Oliver Wight certifications for achieving Class A levels
Speed is an important factor for business success and competitive advantage. It allows companies to quickly respond to customer needs, innovate new products, and adapt strategies. Speed can be achieved through streamlining operations, upgrading technology, and forming partnerships. Innovation is also key, allowing companies to commercialize new inventions through breakthrough products or outsourcing research and development. Successful companies like 3M, Apple, and Procter & Gamble prioritize speed and innovation.
This document compares and contrasts the change management approaches of Wilson Tool International and Cub Foods. Wilson Tool effectively implemented the 5S system for organization and continuous improvement. They communicated changes through meetings and training but failed to explain the reasons for changes or address personal impacts. Cub Foods acquired Rainbow grocery stores but struggled with empty shelves and long lines due to spreading management too thin. They also failed to communicate a data breach, damaging employee trust. Both companies showed successes and failures in change management techniques like communication and addressing employee impacts that could be improved going forward.
Business Performance Improvement in the Future of WorkDalia Katan
The document discusses nine practices that can help frontline workgroups accelerate performance improvement in three key ways:
1) The practices are meant to provoke workgroups to think differently, propel them to take action, and pull them together for shared outcomes.
2) The practices focus on cultivating learning embodied in action through experimentation and reflection, rather than just sharing existing knowledge.
3) When implemented as a "bundle", the practices are meant to reinforce each other to help workgroups learn faster and have more impact on key performance metrics.
Michael hammer and james champy on Business process re-engineering video anal...Surbhi Jindal
Michael Hammer and James Champy wrote the influential book "Reengineering the Corporation" which brought attention to the concept of business process reengineering (BPR). The book sold over 2.5 million copies and remained on the New York Times bestseller list for over a year. BPR is defined as the radical redesign of core business processes to achieve significant improvements in critical performance measures like cost, quality, and speed. Hammer proposed looking at processes holistically rather than as separate elements and using technology to redesign processes rather than just automate existing ones. He gave the example of Ford redesigning its accounts payable process from paper-based to electronic to dramatically reduce costs and processing time.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
Haier's performance management system used several tools to motivate employees and evaluate performance, including colored footprints to indicate performance levels, an "80/20" rule holding some accountable for most work, and a "race track" model with rotating management roles. However, issues included potential feelings of insecurity, loss of expertise from rotations, and loss of employee retention from individual profit/loss tracking. While Haier's system drove initial success, its approaches may not sustain growth or translate well across cultures during expansion.
This is a case study analysis of Ameritech in the Philippines which covers issues on managing cross-cultural differences and productivity problems within an organization.
John Greig has experience transforming underperforming businesses in the fintech sector. He discusses common mistakes of startup founders, such as lacking a clear vision and commercial plan. Greig also outlines the typical steps to transform an ailing business, including creating a case for change, communicating a new vision/strategy, and building changes into standard operations. When launching a new startup, Greig recommends focusing on culture, customer service, and validating the business model through customer purchase orders.
Senior capital & social organization (may 2013)Alycante
This document discusses two case studies of companies implementing social organization systems to facilitate knowledge transfer from senior staff to junior staff. For a manufacturing firm, a 16-month process is mapping skills, choosing experts, creating training plans, testing junior staff, and developing a social interface. An insurance firm mapped competencies and identified experts to transfer skills via an internal social network to enable quick staff rotation. Both aim to motivate senior staff and reward their training efforts using social technology for continuous, flexible learning.
In less than one year, this Global 500 Multi-National
Corporation improved communications, process
efficiencies, embraced productive change management,
with more than $100M bottom line savings.
A report writingAt least 5 pagesTitle pageExecutive Su.docxfredharris32
A report writing
At least 5 pages
Title page
Executive Summary
Table of Contents (automated)
Clear Purpose and Problem
Clear Recommendations
Clear plan for implementing those recommendations
References page
easy-to-ready format
pdf so formatting doesn't shift
.
A reflection of how your life has changedevolved as a result of the.docxfredharris32
A reflection of how your life has changed/evolved as a result of the pandemic. The following are general questions to get you going (and to give you an idea of what I’m looking for).
· What has challenged you as a result of COVID-19?
· In what way has it changed your thinking of some of the topics we covered in class – food, gender, race, class, etc.?
· How has this pandemic affected your perspective of food, social media, news, and/or critical thinking (such as evaluating sources/information)?
· In what way has the shift into online learning affected your perspective of education, access to technology, and/or social inequity?
How you answer the above questions (all, a few, or just one) is up to you. In other words, what you say and how you say it, as well as what medium you want to convey the reflection is entirely your choice. The story, nonfiction essay, poem, play, art – these are all viable options in creating your reflection. But more than anything else, reflect on the impact of COVID-19 in a personal way.
2-3 pages
Double-spaced
.
More Related Content
Similar to ARTICLE #2Applied InsightTools, techniques, and framewoeks for.docx
Nike has successfully implemented lean management principles throughout its global supply chain operations. It requires lean practices from its 785 contract manufacturers and uses a sustainability index to assess factories on lean implementation. Nike provides training to factories on lean tools and human resources practices to empower workers. This has resulted in improved productivity, quality, and worker satisfaction while reducing waste. Nike's lean approach and sustainability initiatives such as Flyknit technology have increased profits while decreasing environmental impact.
Six ways to link training to bussiness performanceRonVonk
When training goals are linked to employee performance, the leap to business-performance improvement seems clear. Yet, too often, progress stalls and new skills are underused or ignored when employees get back to work. This article describes what to do to make a difference...
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
The document discusses strategic initiatives at two large companies, Prudential and Corning, to better align business and HR objectives. It describes how the companies link business imperatives like increasing productivity to talent strategies involving staffing adjustments and skills upgrading. The document also outlines initiatives to establish leadership benches and provide more value from HR through cost management strategies like reducing healthcare costs and outsourcing some HR functions.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
1) The document describes a case study of BPR (Business Process Reengineering) efforts at Honeywell's industrial automation and control plant in Phoenix, Arizona.
2) Honeywell implemented a WCM (World Class Manufacturing) program and factory-focused teams to radically improve processes, reducing defects by 70% and cycle times by 72% over three years.
3) Key lessons from Honeywell's success include having management make change management a top priority, communicating a clear change vision, and empowering teams with decision-making authority.
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
A small mining contractor experienced rapid growth from two employees to over 70 in two years. To manage the expansion, the company director engaged a consulting firm to develop a business and human resources plan. The consultant conducted a survey of employees to assess the current culture and identify areas for improvement. They also assessed leadership and revised the organizational structure. As a result of implementing the recommendations, including improved communication and employee engagement, productivity increased and the company achieved 800 days without an incident. The client was pleased with the results and awarded the company additional work.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
Henkel Mexicana AC Division launched "Proyecto Impacto" to implement a structured methodology for sustainable high performance and profitability. This involved adopting integrated business planning processes, tools, and key performance indicators to improve operations. As a result, customer on-time shipment performance exceeded 98%, inventory record accuracy exceeded 95%, and production efficiency increased by at least 2 percentage points, equating to millions in savings. Through establishing sales and operations planning, demand management processes, master scheduling, and other changes, Henkel Mexicana achieved over 2,300,000 Euros in quantitative savings per year and qualitative benefits like improved teamwork, communication, and business control. They received Oliver Wight certifications for achieving Class A levels
Speed is an important factor for business success and competitive advantage. It allows companies to quickly respond to customer needs, innovate new products, and adapt strategies. Speed can be achieved through streamlining operations, upgrading technology, and forming partnerships. Innovation is also key, allowing companies to commercialize new inventions through breakthrough products or outsourcing research and development. Successful companies like 3M, Apple, and Procter & Gamble prioritize speed and innovation.
This document compares and contrasts the change management approaches of Wilson Tool International and Cub Foods. Wilson Tool effectively implemented the 5S system for organization and continuous improvement. They communicated changes through meetings and training but failed to explain the reasons for changes or address personal impacts. Cub Foods acquired Rainbow grocery stores but struggled with empty shelves and long lines due to spreading management too thin. They also failed to communicate a data breach, damaging employee trust. Both companies showed successes and failures in change management techniques like communication and addressing employee impacts that could be improved going forward.
Business Performance Improvement in the Future of WorkDalia Katan
The document discusses nine practices that can help frontline workgroups accelerate performance improvement in three key ways:
1) The practices are meant to provoke workgroups to think differently, propel them to take action, and pull them together for shared outcomes.
2) The practices focus on cultivating learning embodied in action through experimentation and reflection, rather than just sharing existing knowledge.
3) When implemented as a "bundle", the practices are meant to reinforce each other to help workgroups learn faster and have more impact on key performance metrics.
Michael hammer and james champy on Business process re-engineering video anal...Surbhi Jindal
Michael Hammer and James Champy wrote the influential book "Reengineering the Corporation" which brought attention to the concept of business process reengineering (BPR). The book sold over 2.5 million copies and remained on the New York Times bestseller list for over a year. BPR is defined as the radical redesign of core business processes to achieve significant improvements in critical performance measures like cost, quality, and speed. Hammer proposed looking at processes holistically rather than as separate elements and using technology to redesign processes rather than just automate existing ones. He gave the example of Ford redesigning its accounts payable process from paper-based to electronic to dramatically reduce costs and processing time.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
Haier's performance management system used several tools to motivate employees and evaluate performance, including colored footprints to indicate performance levels, an "80/20" rule holding some accountable for most work, and a "race track" model with rotating management roles. However, issues included potential feelings of insecurity, loss of expertise from rotations, and loss of employee retention from individual profit/loss tracking. While Haier's system drove initial success, its approaches may not sustain growth or translate well across cultures during expansion.
This is a case study analysis of Ameritech in the Philippines which covers issues on managing cross-cultural differences and productivity problems within an organization.
John Greig has experience transforming underperforming businesses in the fintech sector. He discusses common mistakes of startup founders, such as lacking a clear vision and commercial plan. Greig also outlines the typical steps to transform an ailing business, including creating a case for change, communicating a new vision/strategy, and building changes into standard operations. When launching a new startup, Greig recommends focusing on culture, customer service, and validating the business model through customer purchase orders.
Senior capital & social organization (may 2013)Alycante
This document discusses two case studies of companies implementing social organization systems to facilitate knowledge transfer from senior staff to junior staff. For a manufacturing firm, a 16-month process is mapping skills, choosing experts, creating training plans, testing junior staff, and developing a social interface. An insurance firm mapped competencies and identified experts to transfer skills via an internal social network to enable quick staff rotation. Both aim to motivate senior staff and reward their training efforts using social technology for continuous, flexible learning.
In less than one year, this Global 500 Multi-National
Corporation improved communications, process
efficiencies, embraced productive change management,
with more than $100M bottom line savings.
Similar to ARTICLE #2Applied InsightTools, techniques, and framewoeks for.docx (20)
A report writingAt least 5 pagesTitle pageExecutive Su.docxfredharris32
A report writing
At least 5 pages
Title page
Executive Summary
Table of Contents (automated)
Clear Purpose and Problem
Clear Recommendations
Clear plan for implementing those recommendations
References page
easy-to-ready format
pdf so formatting doesn't shift
.
A reflection of how your life has changedevolved as a result of the.docxfredharris32
A reflection of how your life has changed/evolved as a result of the pandemic. The following are general questions to get you going (and to give you an idea of what I’m looking for).
· What has challenged you as a result of COVID-19?
· In what way has it changed your thinking of some of the topics we covered in class – food, gender, race, class, etc.?
· How has this pandemic affected your perspective of food, social media, news, and/or critical thinking (such as evaluating sources/information)?
· In what way has the shift into online learning affected your perspective of education, access to technology, and/or social inequity?
How you answer the above questions (all, a few, or just one) is up to you. In other words, what you say and how you say it, as well as what medium you want to convey the reflection is entirely your choice. The story, nonfiction essay, poem, play, art – these are all viable options in creating your reflection. But more than anything else, reflect on the impact of COVID-19 in a personal way.
2-3 pages
Double-spaced
.
A Princeton University study argues that the preferences of average.docxfredharris32
A Princeton University study argues that "the preferences of average American appear to have only a minuscule, near zero, statistically non-significant impact upon public policy." If that is indeed the case, can we still say that we have strong political institutions in the United States? Does this case pose a threat to our future economic growth?
must be atleast 400 words
.
A rapidly growing small firm does not have access to sufficient exte.docxfredharris32
A rapidly growing small firm does not have access to sufficient external financing to accommodate its planned growth. Discuss what alternatives the company can consider in order to implement its growth strategy.
How can the firm determine the cost of those alternative sources of capital?
Provide your explanations and definitions in detail and be precise. Comment on your findings. Provide references for content when necessary. Provide your work in detail and explain in your own words. Support your statements with peer-reviewed in-text citation(s) and reference(s).
.
A psychiatrist bills for 10 hours of psychotherapy and medication ch.docxfredharris32
A psychiatrist bills for 10 hours of psychotherapy and medication checks for a deceased woman. Has he committed fraud or abuse? Why? Can the deceased woman’s estate press charges if the bills were sent to Medicare, and not to the family?
S
upported by at least two references.
Must be 250 words
.
A project to put on a major international sporting competition has t.docxfredharris32
A project to put on a major international sporting competition has the following major deliverables: Sports Venues, Athlete Accommodation, Volunteer Organization, Security, Events, and Publicity (which has already been broken down into pre-event publicity and post-event publicity.) Prepare a WBS for any single major deliverable on the list. Remember the 100 percent rule, and number your objectives.
.
A professional services company wants to globalize by offering s.docxfredharris32
A professional services company wants to globalize by offering services to businesses and governments in other countries. What are the risks in globalization of services and how should the company address those risks in order to move forward with their plan?
Follow the ERM holistic Approach .Below are the holistic approach key points
1. Identify risk/challenges
2. Assess risks
3. Select risk response
4. Monitor risk
5. Communicate and report risks
6. Align ERM process to goals and objectives.
Below are challenges that need follow the ERM holistic approach:
1. Physical distance and Employees requirement in new locations.
2. Local taxes and export fees.
.
A presentation( PowerPoint) on the novel, Disgrace by J . M. Coetzee.docxfredharris32
A presentation( PowerPoint) on the novel, Disgrace by J . M. Coetzee. t
This is the prompt:
" Black and white relationships in Disgrace cross lines from the personal to the political. Examine and evaluate the way South African politics impacts the personal relationships for Professor Lurie and his daughter."
8 slides
.
a presentatiion on how the over dependence of IOT AI and robotics di.docxfredharris32
a presentatiion on how the over dependence of IOT AI and robotics distances the need for a medical practicioner for a patient .
do you agree with the technology or do you prefer the traditional medical system with doctor pateint diagnosis?
give examples or instances on situtions
.
A nursing care plan (NCP) is a formal process that includes .docxfredharris32
A
nursing care plan (NCP)
is a formal process that includes correctly identifying existing needs, as well as recognizing potential needs or risks. Care plans also provide a means of communication among nurses, their patients, and other healthcare providers to achieve health care outcomes. Without the nursing care planning process, quality and consistency in patient care would be lost.
Medical Diagnosis: Alzheimer's disease
.
A nurse educator is preparing an orientation on culture and the wo.docxfredharris32
A nurse educator is preparing an orientation on culture and the workplace. There is a need to address the many cultures that seek healthcare services and how to better understand the culture. This presentation will examine the role of the nurse as a culturally diverse practitioner.
Choose a culture that you feel less knowledgeable about: HISPANIC OR MEXICAN
Compare this culture with your own culture: ISLAND PACIFIC
Analyze the historical, socioeconomic, political, educational, and topographical aspects of this culture
What are the appropriate interdisciplinary interventions for hereditary, genetic, and endemic diseases and high-risk health behaviors within this culture?
What are the influences of their value systems on childbearing and bereavement practices
What are their sources of strength, spirituality, and magicoreligious beliefs associated with health and health care?
What are the health-care practices: acute versus preventive care; barriers to health care; the meaning of pain and the sick role; and traditional folk medicine practices?
What are cultural issues related to learning styles, autonomy, and educational preparation of content for this culture?
This PowerPoint® (Microsoft Office) or Impress® (Open Office) presentation should be a minimum of 20 slides, including a title, introduction, conclusion and reference slide, with detailed speaker notes and recorded audio comments for all content slides. Use at least four scholarly sources and make certain to review the module’s Signature Assignment Rubric before starting your presentation. This presentation is worth 400 points for quality content and presentation.
Total Point Value of Signature Assignment:
400 points
.
A NOVEL TEACHER EVALUATION MODEL 1 Branching Paths A Nove.docxfredharris32
A NOVEL TEACHER EVALUATION MODEL 1
Branching Paths: A Novel Teacher Evaluation Model for Faculty Development
Kim A. Park,1 James P. Bavis,1 and Ahn G. Nu2
1Department of English, Purdue University
2Center for Faculty Education, Department of Educational Psychology, Quad City University
Author Note
Kim A. Park https://orcid.org/0000-0002-1825-0097
James P. Bavis is now at the MacLeod Institute for Music Education, Green Bay, WI.
We have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Ahn G. Nu, Dept. of
Educational Psychology, 253 N. Proctor St., Quad City, WA, 09291. Email: [email protected]
jforte
Text Box
Page numbers begin on the first page and follow on every subsequent page without interruption. No other information (e.g., authors' last names) are required.
jforte
Text Box
Note: Green text boxes contain explanations of APA 7's paper formatting guidelines...
jforte
Text Box
...while blue text boxes contain directions for writing and citing in APA 7.
jforte
Text Box
The paper's title should be centered, bold, and written in title case. It should be three or four lines below the top margin of the page. In this sample paper, we've put three blank lines above the title.
jforte
Text Box
The running head is a shortened version of the paper's title that appears on every page. It is written in all capitals, and it should be flush left in the document's header. No "Running head:" label is included in APA 7. If the paper's title is fewer than 50 characters (including spaces and punctuation), the actual title may be used rather than a shortened form.
jforte
Text Box
Author notes contain the following parts in this order:
1. Bold, centered "Author Note" label.
2. ORCID iDs
3. Changes of author affiliation.
4. Disclosures/ acknowledgments
5. Contact information.
Each part is optional (i.e., you should omit any parts that do not apply to your manuscript, or omit the note entirely if none apply).
Format each item as its own indented paragraph.
jforte
Text Box
Authors' names appear two lines below the title. They should be written as follows:
First name, middle initial(s), last name.
Omit all professional titles and/or degrees (e.g., Dr., Rev., PhD, MA).
jforte
Text Box
Authors' affiliations follow immediately after their names. If the authors represent multiple institutions, as is the case in this sample, use superscripted numbers to indicate which author is affiliated with which institution. If all authors represent the same institution, do not use any numbers.
jforte
Text Box
ORCID is an organization that allows researchers and scholars to register professional profiles so that they can easily connect with one another. To include an ORCID iD in your author note, simply provide the author's name, followed by the green iD icon (hyperlinked to the URL that follows) and a hyperlink to the appropriate ORCID page.
jforte
Line
jforte
Line
jforte
Line
jforte
.
A Look at the Marburg Fever OutbreaksThis week we will exami.docxfredharris32
A Look at the Marburg Fever Outbreaks
This week we will examine: Marburg Fever in Africa.
MARBURG VIRUS
The largest and deadliest outbreak of Marburg hemorrhagic fever on record occurred in 2005. The Ministry of Health (MOH) in Angola reported a total of 374 cases, including 329 deaths reported countrywide. The Angolan Government, WHO and other partners,
established a surveillance system for identification of suspected cases and follow up of their contacts. Mobile teams were sent to the field to investigate rumors, obtain clinical specimens for laboratory tests, hospitalize suspected patients and monitor their contacts
B. For the Marburg fever case, you will discuss the major obstacles and difficulties that public health officials and health care workers had in controlling the outbreak of Marburg fever and the solutions they found to these difficulties. Your response must also include the following:
1. What is Marburg hemorrhagic fever?
2. How is Marburg hemorrhagic fever prevented?
3. What needs to be done to address the threat of Marburg hemorrhagic fever?
Must be at least 250 words and supported by at least two references
.
A network consisting of M cities and M-1 roads connecting them is gi.docxfredharris32
A network consisting of M cities and M-1 roads connecting them is given. Cities are labeled with distinct integers within the range [o. (M-1)] Roads connect cities in such a way that each pair of distinct cities is connected either by a direct road or along a path consisting of direct roads. There is exactly one way to reach any city from any other city. In other words, cities and direct roads form a tree. The number of direct roads that must be traversed is called the distance between these two cities. For example, consider the following network consisting of ten cities and nine roads: 2 0 Cities 2 and 4 are connected directly, so the distance between them is 1. Cities 4 and 7 are connected by a path consisting of the direct roads 4-0,0-9 and 9-7; hence the distance between them is 3. One of the cities is the capital, and the goal is to count the number of cities positioned away from it at each of the distances 1,2,3,.., M -1. If city number 1 is the capital, then the cities positioned at the various distances from the If city number 1 is the capital, then the cities positioned at the various distances from the capital would be as follows: . 9 is at a distance of 1 · 0, 3, 7 are at a distance of 2; 8,4 are at a distance of 3; 2, 5, 6 are at a distance of 4. Write a function: class
Solution
t public int[] solution(int[] T)h that, given a non-empty array T consisting of M integers describing a network of M cities and M 1 roads, returns an array consisting of M-1 integers, specifying the number of cities positioned at each distance 1, 2,..., M - 1. Array T describes a network of cities as follows: · if T[P] Q and P = Q, then P is the capital; if T[P Q and P Q, then there is a direct road between cities P and Q. For example, given the following array T consisting of ten elements: T[2] 4 T[6]8 T[9] = 1 = 9 T[7] the function should return [1, 3, 2,3,0,0,0,0,01, as explained above. Write an efficient algorithm for the following assumptions: M is an integer within the range [1..100,000]; each element of array T is an integer within the range [0.M-1] there is exactly one (possibly indirect) connection between any two distinct cities.
.
A minimum 20-page (not including cover page, abstract, table of cont.docxfredharris32
A minimum 20-page (not including cover page, abstract, table of contents, and references), double-spaced, APA formatted academic research paper.
Topic - Cash flow estimation practices
The structure of the paper is as follows:
Abstract
Introduction
Statement of the problem
The purpose of the study
Method of the study (qualitative, quantitative or mixed study)
Literature review (10-15 peer-reviewed articles)
Results & Analysis
Conclusion & recommendations
References
.
A major component of being a teacher is the collaboration with t.docxfredharris32
A major component of being a teacher is the collaboration with the other teachers in your grade level to share ideas, resources, and learning activities in order to enhance instruction and meet the diverse needs of students.
For this assignment, create a 7-10 slide digital presentation professional development, for your peers, highlighting two forms of technology that can be used to enhance math instruction.
Include a title slide, reference slide, and presenter’s notes.
For each form of technology, include the following components:
A detailed description and how the technology works to engage students and enhance math instruction
A rationale for the benefits of using the technological tools to facilitate the creation or transfer of knowledge and skills
The safety precautions including the safe, legal, and ethical use of technology both at home and at school.
Description of how each form of technology can be used to support collaboration with families, students, and school personnel.
Description of how each form of technology engages students in collaboration with others in face-to-face or virtual environments
Support your findings with a minimum of three scholarly resources.
.
a mad professor slips a secret tablet in your food that makes you gr.docxfredharris32
a mad professor slips a secret tablet in your food that makes you grow up as normal,but then remain at that age until you are 200 years old.this means you cant die until at least 2201 AD. in 2150,you send your diary back through time to you,today , in 2012.by reading the the diary,describe life in london in 2150AD descrie technology,and people you meat
.
A New Mindset for Leading Change [WLO 1][CLO 6]Through.docxfredharris32
A New Mindset for Leading Change [WLO: 1][CLO: 6]
Throughout the MAECEL program so far, you have encountered many opportunities to consider how you can make a difference as a professional and as a leader in the field of early childhood education. As Fullan (1993) states, as educators our purpose is “to make a difference in the lives of students regardless of background, to help produce citizens who can live and work productively in increasingly dynamically complex societies” (p. 4). Meaning, you, as an early childhood education professional and leader, have incredible capacity and potential to be a change agent who makes a positive difference in the lives of young children. With this new mindset in mind, please respond to each of the following prompts to share your insights on influencing educational change through action research.
· If you were to implement this study, what would be your next steps? How might implementation support better outcomes for young children and their families?
· Given the conditions discussed in Chapter 7 of the Mills (2014) textbook, discuss how you could support these conditions in an organization from the perspective of your current or future role in early childhood education.
· Share what it means to you to be a change agent in early childhood education and how you can leverage inquiry and research skills to promote quality education for young children.
.
A N A M E R I C A N H I S T O R YG I V E M EL I B.docxfredharris32
A N A M E R I C A N H I S T O R Y
G I V E M E
L I B E R T Y !
W . W . N O R T O N & C O M P A N Y
N E W Y O R K . L O N D O N
★ E R I C F O N E R ★
Bn
SE AGU L L F I F T H E DI T ION
V o l u m e 2 : F r o m 1 8 6 5
Victoria
Vancouver
Spokane
Tacoma
Seattle
Olympia
Eugene
Salem
Portland
Salinas
Reno
Fresno
Oakland
Sacramento
San Francisco
San Jose
Carson City
Tijuana
Bakersfield
Escondido
Lancaster
Oceanside
Oxnard
Pasadena
Long Beach
Los Angeles
San Diego
Las Vegas
Tucson
Phoenix
Salt Lake City
Boise
Helena
Calgary
Regina
Saskatoon
Winnipeg
Bismarck
Sioux Falls
Pierre
Lincoln
Omaha
Pueblo
Colorado Springs
Denver
Cheyenne
Albuquerque
El Paso
Ciudad Juárez
Santa Fe
MatamorosMonterrey
Nuevo Laredo
Brownsville
Laredo
Corpus
Christi
Austin
San Antonio
Houston
Abilene
Beaumont
Lubbock
Waco
Fort Worth
Dallas
Amarillo
Baton Rouge
Lafayette
Shreveport
Jackson
New Orleans
Little Rock
Wichita
Oklahoma City
Tulsa
Kansas City
Topeka
Independence
Jefferson City
Springfield
St. Louis
Peoria
Springfield
Cedar Rapids
Des Moines
Madison Milwaukee
Chicago
Gary
Minneapolis St. Paul
Green
Bay
Lansing
Fort Wayne
Toledo
Detroit
Toronto
Akron
Erie
Buffalo
Cleveland
Cincinnati
Indianapolis
Columbus
Lexington
Louisville Frankfort
Mobile
Montgomery
Birmingham
Columbus
Macon
Atlanta
Miami
Fort Lauderdale
Tampa
Orlando
Tallahassee Jacksonville
Savannah
Columbia
Charlotte
Raleigh
Chattanooga
Knoxville
Memphis
Nashville
Norfolk
Richmond
Charleston
Washington, D.C.
Baltimore
Annapolis
Dover
Pittsburgh
Philadelphia
Harrisburg
Trenton
Ottawa
Montréal
Albany
Concord
Montpelier
Hartford
New Haven
Providence
Newark
Boston
New York
Québec
Fredericton
Augusta
Nassau
Santa Barbara
Monterey
Walla Walla
Coeur
d'Alene
Pocatello
Idaho Falls
Jackson
St. George
Moab
Flagstaff
Missoula
Billings
Casper
Laramie
Steamboat
Springs
Glenwood
Springs
Odessa
Galveston
Huron
Williston
Fargo
International Falls
Duluth
Oshkosh
Sault Ste. Marie
Traverse
City
Port Huron
Sioux City
Hannibal
Jonesboro
Texarkana
Natchitoches
Biloxi
Tupelo
Pensacola
Key West
Charleston
Wilmington
Asheville
Roanoke
Atlantic City
Watertown
Burlington
Portland
Bangor
Mulege
Hermosillo
Anchorage
Fairbanks
Juneau
Hilo
Honolulu
San Juan
WA S H I N GTO N
O R E G O N
N E VA DA
C A L I F O R N I A
A R I ZO N A
U TA H
CO LO R A D O
I DA H O
M O N TA N A
W YO M I N G
N O RT H DA KOTA
M I N N E S OTA
S O U T H DA KOTA
I OWA
N E B R A S K A
K A N S A S
W I S CO N S I N
M I C H I G A N
I N D I A N A
I L L I N O I S
M I S S O U R I
K E N T U C K Y
O H I O
N E W YO R K
CO N N E C T I C U TP E N N S Y LVA N I A
M A RY L A N DW E S T
V I RG I N I A V I RG I N I A
N E W
J E R S EY
D E L AWA R E
V T
M A I N E
N H
M A S S .
R H O D E
I S L A N D
N E W M E X I CO
O K L A H O M A
T E X A S
LO U I .
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ARTICLE #2Applied InsightTools, techniques, and framewoeks for.docx
1. ARTICLE #2
Applied Insight
Tools, techniques, and framewoeks for managers
Putting leadership development at the heart of a major
operations-improvement effort paid big dividends for a global
industrial company.
Few companies can avoid big, periodic changes in the guts of
their business. Whatever the cause- market maturation, a tough
macro-economic environment, creeping costs, competitive
struggles, or just a desire to improve -- the potential responses
are familiar: restructure supply chains; rethink relationships
among sales, marketing, and other functions; boost the
efficiency of manufacturing or service operations (or sometimes
close them). Such changes start at the top and demand a
relentless focus on nitty-gritty business details from leaders up
and down the line.
Too often, however, senior executives overlook the "softer"
skills their leaders will need to disseminate changes throughout
the organization and make them stick. These skills include the
ability to keep managers and workers inspired when they feel
overwhelmed, to promote collaboration
across organizational boundaries, or to help managers
embrace change programs through dialogue, not dictation.
One global industrial company tackled these challenges by
placing leadership development at the center of a major
operational-improvement program that involved deploying a
new production system across 200 plants around the world.
While the need for operational change was clear -- the
performance of the company's factories was inconsistent and in
many cases far below that of competitors in terms of efficiency,
productivity, and cost -- so too were
the organizational obstacles. Drives for improvement, for
example, carried a stigma of incompetence; current performance
was considered "good enough"; conflict tended to be passive-
2. aggressive or was avoided entirely; and shop floor employees
felt that they were treated as cogs and that their supervisors
were enforcers. The effect of all this on employees was
disengagement, a lack of trust in senior management, and a
pervasive fear of making mistakes -- a worry reinforced by the
company's strong culture of safety and of risk aversion.
These challenges were impossible to ignore, and that was
probably a blessing in disguise: the senior team had to look
beyond technical improvements and focus on helping the
company's leaders to master the personal
behavioral changes needed to support the operational ones. To
that end, the company mounted an intense, immersive, and
individualized leadership program.1
The results are still unfolding, but after three years the company
estimates that the improvement program has already boosted
annual pretax operating income by about $1.5 billion a year.
Furthermore, executives see the new leadership behavior as
crucial to that ongoing success. Indeed, the senior executive
who launched the program believes that without the inclusion of
leadership development, it would have made only half the
impact it actually did. She adds that the company has seen a
tenfold return on its investment in each of the dozens of leaders
trained thus far.
Scenes from the front lines of change
In this article, we'll share the stories of three such leaders and
examine how the changes they made in their leadership styles
contributed to improved business results. Then we'll step back
and offer a few general leadership-development principles that
we hope will be useful to other organizations contemplating
large- scale, transformational changes.
Making sourcing more efficient
An executive we'll call Annie is the company's director of
sourcing and logistics. Her charge: to help the sourcing
operation improve its performance, from the mid- to the first
quartile, without additional resources. Annie and her supervisor
(the group's vice president) concluded that the way to achieve
3. this goal was to create a single global sourcing system instead
of relying on the existing patchwork of regional and divisional
ones. This approach would improve efficiency, take advantage
of cheaper sources, and cut interaction costs.
But that meant engaging a global group of stakeholders, many
of whom preferred acting independently. Some even mistrusted
one another. The vice president knew that this problem would
be very difficult for Annie; as he put it, "she used to move too
fast, and people would miss her train." Somehow, Annie had to
build the skills -- and quickly -- to engage her colleagues on a
journey where turning back was not an option.
Annie realized she needed to engage them not just intellectually
but also emotionally, so they would become committed to the
new approach and understand why it was better, even though
many saw it as threatening to their autonomy and their ability to
tailor services to local needs. Annie also recognized that she
had a strong tendency to do all the work herself to ensure that it
was done quickly and correctly. Learning to overcome that
inclination would help her to articulate a more inspiring vision
and bring more people on board. Along with a colleague who
was going through leadership training at the same time, Annie
worked on a number of skills, such as how to keep discussions
focused on solutions and how to build on existing strengths to
overcome resistance. She also developed 20 coaching vignettes,
which helped her bring to life the mind-sets and behavior that
had to change. These moves helped Annie establish the new
vocabulary she needed to encourage colleagues to identify and
eliminate issues that were getting in the way of the new
sourcing approach.
As more than 1,000 employees across four regions adopted the
new system, operational efficiencies quickly started to appear.
What's more, the effort encouraged interpersonal interactions
that helped some employees overcome longstanding barriers to
collaboration. The vice president highlighted the way the effort
had encouraged North American employees to begin openly
addressing issues they had with colleagues at a logistics service
4. center in India, for example, and to move beyond mistrusting
the workers there and resenting them for holding "exported
jobs." Such engagement skills spread across the network and
began to take hold.
As collaboration improved, the cost savings grew: within 18
months, the sourcing group had eliminated the need for 50
positions (and helped the workers who held them to get new
jobs elsewhere in the company). In the same time period,
benchmarking suggested that the group as a whole had achieved
first-quartile performance levels. What's more, the experience
strengthened Annie as a manager. "My answer might have been
right before," she says, "but it got richer.… I feel more
confident. It is not about needing to prove myself anymore. I
have much greater range and depth of influence."
Boosting yields at a factory
Conor, as we'll call one European plant manager, needed to
boost yields using the company's new production system. In the
past, the industrial giant would have assigned engineers steeped
in lean production or Six Sigma to observe the shop floor,
gather data, and present a series of improvements. Conor would
then have told plant employees to implement the changes, while
he gauged the results -- a method consistent with his own
instinctive command-and-control approach to leadership. But
Conor and his superiors quickly realized that the old way
wouldn't succeed: only employees who actually did the work
could identify the full range of efficiency improvements
necessary to meet the operational targets, and no attempt to get
them to do so would be taken seriously unless Conor and his
line leaders were more collaborative.
Workers were skeptical. A survey taken at about this time (in
2009) showed that plant workers saw Conor and his team as
distant and untrustworthy. Moreover, the company couldn't use
salary increases or overtime to boost morale, because of the
ongoing global economic crisis.
Conor's leadership training gave him an opportunity to reflect
on the situation and provided simple steps he could take to
5. improve it. He began by getting out of his office, visiting the
shop floor, and really listening to the workers talk about their
day-to-day experiences, their workflows, how their machines
functioned, and where things went wrong. They'd kept all this
information from him before. He made a point of starting
meetings by inviting those present to speak, in part to encourage
the group to find collective solutions to its problems.
Conor explained: "As I shared what I thought and felt more
openly, I started to notice things I had not been aware of, as
other people became more open. We'd had the lean tools and
good technology for a long time. Transparency and openness
were the real breakthrough." As the new atmosphere took hold,
workers began pointing out minor problems and additional areas
for improvement specific to their corners of the plant; within
just a few months its yields increased to 91 percent, from 87
percent. Today, yields run at 93 percent.
Closing a plant
Pierre, as we'll call him, was managing a plant in France during
the darkest days of the global financial crisis. His plant was
soon to close as demand from several of its core customers went
into a massive and seemingly irreversible tailspin. The company
was in a tricky spot: it needed the know-how of its French
workers to help transfer operations to a new production location
in another country, and despite its customers' problems it still
had €20 million worth of orders to fulfill before the plant
closed. Meanwhile, tensions were running high in France: other
companies' plant closures had sparked protests that in some
cases led to violent reactions from employees. Given the
charged situation, most companies were not telling workers
about plant closures until the last minute.
Pierre was understandably nervous as he went through
leadership training, where he focused intently on topics such as
finding the courage to use honesty when having difficult
conversations, as well as the value of empathic engagement.
After a lengthy debate among company executives, Pierre
decided to approach the situation with those values in mind. He
6. announced the plant closing nine months before it would take
place and was open with employees about his own fears. Pierre's
authenticity struck a chord by giving voice to everyone's
thoughts and feelings. Moreover, throughout the process of
closing the plant, Pierre recounts, he spent some 60 percent of
his time on personal issues, most notably working with his
subordinates to assist the displaced workers in finding new jobs
and providing them with individual support and mentoring
(something other companies weren't doing). He spent only about
40 percent on business issues related to the closure.
This honest engagement worked. Over the next nine months, the
plant stayed open and fulfilled its orders, even as its workers
ensured that their replacements in the new plant had the
information they needed to carry on. It was the only plant in the
industry to avoid violence and lockouts.
Lessons observed
While every change program is unique, the experiences of the
industrial company's managers offer insights into many of the
factors that, we find, make it possible to sustain a profound
transformation. Far too often, leaders ask everyone else
to change, but in reality this usually isn't possible until they
firstchange themselves.
Tie training to business goals.
Leadership training can seem vaporous when not applied to
actual problems in the workplace. The industrial company's
focus on teaching Pierre to have courageous conversations just
as the ability to do so would be useful, for instance, was crucial
as Pierre made arrangements to close his plant. In the words of
another senior executive we spoke with, "If this were just a
social experiment, it would be a waste of time. People need a
'big, hairy goal' and a context to apply these ideas."
Build on strengths. The company chose to train managers who
were influential in areas crucial to the overall transformation
and already had some of the desired behavior -- in essence,
"positive deviants." The training itself focused on personal
mastery, such as learning to recognize and shift limiting mind-
7. sets, turning difficult conversations into learning opportunities,
and building on existing interpersonal strengths and managerial
optimism to help broadly engage the organization.
Ensure sponsorship. Giving training participants access to
formal senior-executive sponsors who can tell them hard truths
is vital in helping participants to change how they lead.
Moreover, the relationship often benefits the sponsor too. The
operations vice president who encouraged Annie, for example,
later asked her to teach him and his executive team some of the
skills she had learned during her training.
Create networks of change leaders. Change programs falter
when early successes remain isolated inorganizational silos. To
combat this problem, the industrial company deployed its
leadership-development program globally to create a critical
mass of leaders who shared the same vocabulary and could
collaborate across geographic and organizational boundaries
more effectively.
When Annie ran into trouble implementing the changes in some
of the company's locations in Asia, the personal network she'd
created came to her rescue. A plant manager from Brazil, who
had gone through the training with Annie, didn't hesitate to get
on a plane and spend a week helping the Asian supply chain
leaders work through their problems. The company allowed him
to do so even though this visit had nothing to do with his formal
job responsibilities, thus sending an important signal that
these changeswere important.
Another tactic the company employed was the creation of
formal "mini-advisory boards": groups of six executives, with
diverse cultural and business perspectives, who went through
leadership training together. The mutual trust these teammates
developed made them good coaches for one another. Pierre, for
example, reported getting useful advice from his board as he
finalized his plans to talk with his plant employees. The boards
also provide much-needed emotional support: "The hardest part
of being at the forefront of change is just putting your shoes on
every day," noted one manager we talked to. "Getting together
8. helps me do that."
ARTICLE #2
Scholars and practitioners have identified
transformational leadership and organizational culture as
important factors that influence the development of learning
organization. Yet, few studies have empirically examined the
impact of transformational leadership and organizational
culture on learning organization. This study proposes
hypotheses to understand the impact of
transformational leadership and organizational culture on the
development of learning organization. Data was collected from
the pharmaceutical sector and a comparison was drawn between
India and Nepal. Results indicate
transformational leadership and organizational culture have a
positive influence in the development of learning organization.
The implication of the findings and possible directions for
future research are discussed.
Keywords: Learning Organization,
Transformational Leadership, Generative and
Adaptive Organizational Culture, Pharmaceutical Sector, India
and Nepal.
INTRODUCTION
The concept of Learning Organization has received heightened
attention from scholars and others in recent years. As per Jones
and Hendry (1994) the term "Learning Organization" seems to
have been coined around 1988 by Hayes et. al. in the USA and
Pedlar et. al. in the UK but the origin of the word in the
literature can be traced back to the 1920s. But the concept
attracted much attention in the 1990's when Peter Senge (1994)
popularized this concept in his landmark book "The Fifth
9. Discipline."
In this era of competitive pressure, learning organization has
gained popularity as the capacity for change and improvement is
linked with learning and to obtain and sustain competitive
advantage, organizations must enhance their learning capability
and must be able to learn better and faster from their successes
and failures, from within and from outside (Marquardt, 1996).
The extant literature has identified a number of factors that
influence the development of learning organization. Fiol &
Lyles (1985) suggest that the organization culture, the strategy,
organization structure and the environment in which the
organization operates influence the development of learning
organization. Caudron (1993), Schien (1993), Garvin (1993),
Marquardt (1996) have identified the important
role culture plays in creating a learning organization.
Senge (1994) has identified a different role for leaders of
learning organization. Similarly, many authors have emphasized
the important role leadership plays in the development of the
learning organization (Johnson, 1998; Prewitt, 2003; Sadler,
2003). The concept of culture is also one of the major variable
and essential ingrethents in the development of a learning
organization. Barrett (1995), Hershey et. al. (2000) suggest that
a learning culturecharacterized by continuous learning from
experience, experimentation, questioning and dialogue, is the
only way to sustain a competitive advantage over the long term
in an increasingly complex and turbulent environment.
Against this background, this article aims to understand
the leadership style and the cultural transformation required to
facilitate the transition to a learning organization. The type
of leadership considered in this study is
"transformational leadership". Transformational leadership has
been the subject of extensive research in the past decade but
little research effort has been exerted to study the influence of
transformational leadership in the development of learning
organization. Much has been researched about organizational
culture and change. However, much less effort has been
10. expended in studying the cultural transformation required in
organizations making the transition to a learning organization.
In view of the current state of literature, this article seeks to
study the relationship between transformationalleadership style
and learning organization as well as the relationship
between organizational culture and learning organization. It
aims to identify the key variables that will predict the
dimensions of learning organization based on
transformational leadership and organizational
culture dimensions. It also seeks to investigate the difference in
the development of learning organization between India and
Nepal. To address these issues the article first highlights the
role of leadership and organizational culture and provides an
overview of the relevant literature as the basis for specifying
the hypotheses. Then the method of the study is discussed,
followed by presentation and discussion of the findings. The
final section provides a summary and discusses implications for
future research.
ROLE OF LEADERSHIP IN LEARNING ORGANIZATION
The competitive pressures of the present environment
necessitates the need to focus on risk-taking and creativity,
therefore traditional management styles which insist on
compliance and enforcement of rules are now considered
inappropriate. In such a scenario, developing new competencies
and capabilities has gained importance and this places learning
at the center of organizations. This has led to the development
of new organizational forms known as "Learning Organization"
and these organizations are more adaptive and flexible and tap
the learning of individuals to
improve organizational performance and
enhance organizational learning.
Learning organization hence requires a leader who brings out
the best in the followers, leadership that is more adaptive and
flexible. Senge identified three leadership roles that are
important for building a learning organization. "Leaders as
designers", "leaders as teachers", and the "leaders as stewards".
11. Similarly, Marquardt (1996) identified six leadership roles in a
learning organization. He considers the role of "instructor",
"coach" and "mentor" as the most important aspect
of leadership in learning organization. In the role of "knowledge
managers", "colearners and model for learning", leaders are
learners themselves. As "architect and designers" and
"coordinator" they are responsible for creating a learning
environment motivating followers to perform at their best.
Johnson (2002) considers visioning, empowerment and leader's
role in learning as crucial skills for leaders of learning
organization.
ROLE OF ORGANIZATIONAL CULTURE IN LEARNING
ORGANIZATION
At present times when the environment is highly competitive,
where markets and products proliferate rapidly, a strong culture,
which does not encourage innovation, proves to be a
disadvantage to a firm. Organizations need to be flexible,
adaptive and innovative to survive in this changing
environment. The focus on flexibility, adaptability and
innovation falls mainly within the domain of organizational
culture, since organizational culture is integral to effective
change initiatives and strategies (Bluedorn and Lundgren,
1993). The need for adaptive, flexible and
innovative organizational culture within organizations in
response to the turbulence and uncertainty in
theorganizational environment has long been suggested. Kotter
and Heskett (1992) identified the adaptive culture as the
'optimal' organizational culture and stated "only cultures that
can help organizations anticipate and adapt to environmental
change will be associated with superior performance over long
periods of time". Bass and Avolio (1993) also highlighted the
importance of adaptive and flexible organizational culture and
distinguish between transformational and
transactional organizational culture.
Transformational culture refers to those organizational
cultures supportive of innovation, transformation and change
12. and transactional cultures as those that maintain the status quo,
are based on pre-established rules and structures, and inspire
limited levels of commitment and motivation.
Research evidence suggests significant positive correlations
between transformational cultures and
desirableorganizational and individual outcomes (Parry and
Proctor, 2000). An essential factor that adds value in
transformational organizational culture is the degree to which it
supports and promotes innovation and entrepreneurial activity.
Within a rapidly changing and turbulent environment,
innovation plays a crucial part in the long-term survival of an
organization. In contrast, a "pure" transactional culture focuses
on everything in terms of explicit and implicit contractual
relationships' (Bass and Avolio, 1993). They state that, in this
sort of culture, individualism is very strong and therefore a
concern for self-interest, rather than organizational aims,
dominates. Thus, commitment is often short-term, existing to
the extent of rewards provided by the organization (Bass, 1998).
Transactional cultures has been found to correlate significantly
and negatively with organizational and leadershipoutcomes
(Parry and Proctor, 2000).
ROLE OF TRANSFORMATIONAL LEADERSHIP IN
LEARNING ORGANIZATION
Leadership takes on a different role in a learning organization.
To achieve the vision of learning
organizationleadership capabilities must be developed. As
identified by various authors' leaders in learning organization
need to communicate a clear and compelling vision of the future
organization to obtain commitment from
the organizationalmembers, encourage followers to respond to
environmental uncertainty through creativity and
innovativeness, change their mental models and encourage them
to seek learning oriented behaviors and embrace continuous
learning. These roles are suitable to a transformational leader as
they are champions of technological innovation (Howell and
Higgins, 1990), achieve successful transformation of an
13. organization by aligning
the organizationalvision, organizational design and management
practices (Appelbaum et. al., 1998), change long held
assumptions, values and beliefs and encourage employees to
learn new behaviors (LeBrasseur et. al., 2002).
Transformational leader are change agents, who take the
responsibility for revitalizing an organization. They define the
need for change, create new visions, mobilize commitment to
those visions and ultimately transform an organization.
The present day environmental pressure necessitates the
transformation to a learning organization. Changing from a
traditional organization to a learning organization aims to
transform traditional organization into a more responsive and
effective organization that is able to withstand and survive the
environmental pressure and hence improve its performance in
the face of the turbulent environment. Environmental
uncertainties are stressful to followers, as they do not
understand the direction of change, the potential impact of the
change, and the success of a particular response. Under such
conditions, the idealized vision articulated by the leader
provides a challenge and motivating force for change to the
followers as it represents a perspective shared by all the
followers and promises to meet their hopes and aspirations
(Conger and Kanungo, 1987; Waldman et. al., 2001). This age
of rapid change, calls for a new kind of leadership to enable
organizations to transform and cope with the changes (Tichy
and Ulrich, 1984). This new brand of leaders must have the
ability to help the organization develop a vision of what it can
be, to mobilize the organization to accept and work towards
achieving the new vision, and to institutionalize the changes
that must last over time. These new leaders are called
transformational leaders and learning organizations require
the leadership of the transformational leader who enables the
members to make sense of the environmental uncertainty by
continuous learning through the mechanism
of organizational learning. A transformational leader with a
14. shared vision and effective communication can enable members
to understand the goals and aspirations of the learning
organization, the importance of organizational learning in the
transformation process and thus change their mental models and
encourage them to seek learning-oriented behaviors and
embrace continuous learning.
On the basis of the above discussions the following hypothesis
has been specified as the basis for focusing the empirical
investigation:
Hypothesis 1: Transformational leadership has a significant and
positive influence in building a learning organization.
ROLE OF ADAPTIVE AND
GENERATIVE ORGANIZATIONAL CULTURE AND
LEARNING ORGANIZATION
To make the transition to a learning organization, organizations
require a culture that supports and facilitates this
transformation. Schien, (1996) considers three cultures to be
present in every organization: the operator culture, the
engineering culture and the executive culture. If an organization
attempts to reinvent itself and learn in a generative way then
there has to be proper alignment among these
three cultures otherwise the learning initiatives will be short
lived. Through "dialogue" organizations can achieve mutual
understanding among the three culturesand promote the value of
trust, openness and communication to enhance learning. Paton
and McCalman (2000) also consider open dialogue,
experimentation and risk-taking as prerequisites to a
learning culture.
The challenge for organizations in this present environment is
to create contexts in which members continually learn and
experiment, are innovative and strive for the creation of new
ideas and new products, as it is not sufficient for organizations
to respond, adapt and cope with the pressures of change
(Barrett, 1995). The lifeblood of a learning organization is a
free and open system for communicating information and
knowledge as it encourages knowledge creation and enhances
15. learning (Hill, 1996). Experiments are catalyst for creating new
knowledge and learning andorganizational members should be
encouraged to conduct experiments no matter what the outcome.
McGiIl et. al. (1992) considers experimentation and risk taking
as important values that promote a learning culture.
The prior literature provides the basis for expecting a
relationship between organizational culture and learning
organization and the following hypothesis has been specified as
the basis for focusing the empirical investigation.
Hypothesis 2: A generative and adaptive culture will have a
significant and positive relationship with the dimensions of a
learning organization.
This study also seeks to investigate the difference in the
development of learning organization between India and Nepal
and the following hypothesis has been specified as the basis for
focusing the empirical investigation.
Hypothesis 3: There will be no significant difference among the
various dimensions of learning organization between India and
Nepal.
The theoretical model depicting the framework for the study and
the relationship among the hypothesis is shown in Figure 1 .
METHOD
Sample and Procedures
This is a comparative study designed to compare selected
organizations in the pharmaceutical sector between Nepal and
India. This industry was chosen for the study because
improving organizational performance through learning has
been a critical factor for company survival due to the industry's
rapid technological advances and highly competitive markets.
Four organizations each, from the pharmaceutical industry, were
selected in both Nepal and India. Both countries are developing
economies. In the past decade, India has advanced at an
alarming rate and struggled to build and maintain sustainable
competitive advantage in the present global scenario. Nepal is
undergoing political and economic transformation and is
opening up its economy to Foreign Direct Investment and Multi-
16. nationals. Therefore, it was thought useful to compare selected
companies in the two countries to see if there exist any
differences in the development of learning organization and to
explore how successful practices of one country could be
utilized in the other countries.
Data was collected through a survey instrument and the sample
consisted of a cross section of people including senior
executives and managerial personnel from all the departments of
the participating organizations. The sampling technique
employed is convenience based non-probability sampling.
According to Churchill (1979), this type of sampling can be
adopted when the emphasis is on exploratory research. The
researcher delivered the questionnaires to the organizations, in
both the countries, personally and the completed questionnaires
were collected from the respondents in the same manner. The
respondents were assured of confidentiality and anonymity.
Measures
Transformational leadership was measured using a 28-item scale
developed by Podsakoff et. al. (1990). This scale
measures leadership orientation based on the dimensions of
articulate vision, role model, foster goal acceptance,
performance expectations, individual support, intellectual
stimulation and transactional leader behavior. All items were
rated on a 4-point scale with 1= "does not apply" and 4=
"applies to a great extent."
Organizational culture was measured using OCTAPACE
developed by Pareek (1973). The OCTAPACE profile is a 40-
item instrument that gives the profile of organization's ethos in
eight values (Openness, Confrontation, Trust, Authenticity,
Proaction, Autonomy, Collaboration, Experimenting). The
instrument contains two parts. In part one, values are stated in
items 1 to 24 (three statements each of the eight values), and the
respondents were required to check (on a 4-point scale ranging
from 1= "not valued in the organization" to 4= "very highly
valued in the organization"). Part two contains sixteen
statements on beliefs, two each for eight values, and the
17. respondent checks (on a 4-point scale ranging from 1= "few or
no people in this organization share this belief to 4= "this belief
is well shared in this organization ") how much each item is
valued in her/his organization.
Learning Organization was measured using the Learning
Organization Profile developed by Marquadt (1996). The profile
is a 50-item instrument assessing five dimensions; learning
dynamics, organization transformation, people empowerment,
knowledge management, and technology application). All items
were rated on a 4-point scale ranging from 1 does not apply) to
4 (applies to a great extent).
Data Analysis
The hypotheses were tested using t-tests, correlational analysis
and multiple regression analysis. To determine whether
significant differences existed in the development of learning
organization t-test was computed. In order to understand the
relationship between the learning organization and the various
dimensions of transformationalleadership as well
as organizational culture Pearson's Product Moment Correlation
was computed. Regression is the determination of statistical
relationship between two or more variables. Learning
Organization was taken as the dependent or criterion variable
and transformational leadership and organizational culture as
the independent variables or predictor variables. Stepwise
Multiple Regression was used.
RESULTS
Preliminary Analysis
First, a preliminary analysis was done with all of the survey
items to test the scales' psychometric properties. Those items
that demonstrated adequate reliability (Cronbach alphas of
above .60) were retained. Based on this analysis 25 items were
retained in the Learning Organization Profile. All the items
were retained in the transformationalleadership measure and
OCTAPACE as these measures had adequate reliability.
Intercorrelations also showed generally positive relationships.
Results and Findings
18. T-test of difference was conducted between Nepal and India on
all the dimensions of learning organization. The findings
suggested that organizations in the pharmaceutical sector in
India showed the existence of some subsystems of the learning
organization (learning dynamics, organization transformation,
and technology application) as compared to Nepal.
Transforming to learning organization involves incorporating
the five subsystems of the learning organization: learning
dynamics, organization transformation, people empowerment,
knowledge management and technology application (Marquadt,
1996). Attempting to become a learning organization without all
five of these dimensions will be insufficient. If any of the
subsystem is weak or absent, the effectiveness of the other
subsystems is significantly weakened. India showed significant
differences only in the dimension of learning dynamics,
organization transformation and technology application. Though
organizations in India did understand the importance of
learning, the transformation was incomplete as the other two
subsystems, people empowerment and knowledge management,
was not present. The organizations in the pharmaceutical sector
in Nepal are yet to understand the importance of learning and
make the transition to a learning organization.
Hypothesis 3 was partially supported as no difference was found
in the dimension of people empowerment and knowledge
management between Nepal and India.
The result of correlational analysis shows that in India all the
dimensions of transformational leadership, except for role
model, show a significant and positive correlation with the
dimension of learning organization. The dimension of role
model did not show any significant correlation. In Nepal, too all
the dimensions showed significant and positive correlations
except for the dimension of role model, which did not show any
significant correlation. Hypothesis 1 was accepted. With respect
to organizational culture, in both the countries, all the
dimensions of organizational culturewere significantly and
positively related to learning organization. Except for the
19. dimension of autonomy, that showed a negative but
insignificant correlation in India whereas in Nepal it showed no
significant correlation. Hypothesis 2 was also accepted.
To gain an insight into the relationships further between the
independent and dependent variables and to identify the
predictive relationships between the two sets of variables, if
any, multiple regression analysis was done. There are two sets
of equation. In the first set independent variables are the
dimensions of transformational leadership. The dependent
variable is the dimension of learning organization. Results
indicate that in India foster acceptance of group goals accounted
for 25.5% of the variance with a ß- coefficient of .505. An
increase of 5.1% was observed when performance expectation
entered in the equation taking the total variance to 30.9% with a
ßcoefficient of .254. None of the other variables entered in the
equation due to low level of tolerance. In Nepal foster
acceptance of goals accounted for 37.5% of the variance with ß
coefficient of .613. An increase of 12% was observed when
individual consideration was entered in the equation taking the
variance to 49.5% with a ß coefficient of .359. The other
variables did not enter into the equation.
For the second set of equation, the independent variable is the
dimension of organizational culture while the dependent
variable is the dimension of learning organization. In India, it
was observed openness accounted for 35.5% of the variance
with a ß coefficient of .596. An increase of 10.6% was observed
when proaction entered in the equation with a ß coefficient of
.344. Finally, authenticity accounted for an increase of 3.7%
taking the total variance to 49.8% with a negative ß coefficient
of .204. None of the other variables entered the equation. In
Nepal, openness accounted for 53.4% of the variance with a ß
coefficient of .731. An increase of 7.5% was observed when
proaction entered in the equation taking the total variance to
60.9% with a ß coefficient of .355. None of the other variables
entered the equation.
DISCUSSION AND CONCLUSIONS
20. Transforming to learning organization has become
an organizational imperative in the 21s1 century. Prior research
has suggested that transformational leadership and a generative
and adaptive culture are one of the most important factors that
influence the development of learning organization. Based on
prior research two hypotheses were proposed to understand the
relationship between transformational leadership and learning
organization and alsoorganizational culture and learning
organization. A third hypothesis was proposed to investigate
and compare if there existed any difference in the development
of learning organization in Nepal and India.
Findings based on Nepalese and Indian organizations in the
telecommunication sector provide support for the expectation
that transformational leaders have a positive influence in the
development of a learning organization; a generative and
adaptive organizational culture also has a positive influence in
the development of a learning organization. A difference was
found in the development of learning organization in Nepal and
India and it was observed that some of the subsystems were
found to be present in the organizations in India. However,
attempting to become learning organization without
incorporating all five systems is insufficient. The
Pharmaceutical sector in India does understand the importance
of learning but the absence of two subsystems weakened the
efforts. Though the pharmaceutical sector in Nepal is facing
stiff competition, they do not focus on learning to improve
performance. The focus is more on short-term gains rather than
long-term growth and survival.
Findings also suggest that leaders in both the countries under
study do not demonstrate
transformational leadershipcharacteristics. Though there is
support for transformational leaders having a positive impact on
the development of a learning organization, this could not be
seen in both the countries under study. The reason for this could
be the impact national culture has on the leadership style and
influence tactics used by organizational leaders. The sample
21. companies for the study were from Nepal and India where
cultural values are relatively high in power distance. Pasa
(2000) found in his study that leaders in cultures, which are
high on collectivism and power distance value dimension, use
the more directive forms of influencing tactics. The frequently
perceived influence behaviors in suchcultures are "granted
power/authority", "taking over responsibility", "rationalizing
and involving" and "pressure". The leaders use these influence
behaviors to obtain obethence and compliance of followers.
This is seen in the sample companies in both the countries
where the leaders expected followers to comply rather than act
on their own. This differs from the transformational leaders who
create followers who are capable of handling challenges on their
own. Since many aspects of leadership behavior can be learned
the findings suggest that to facilitate die transition
organizations should encourage managers to develop and
display transformational leadership behaviors through training
and mentoring processes.
Findings suggest that organizational culture in both the
countries is not conducive to learning. In both the countries,
openness and proaction contributed positively to predict
learning organization. However, these are not the only cultural
values that support and facilitate learning. Hence,
the organizational culture cannot be considered as conducive to
learning in both the countries. Though mere is support in the
literature that organizational culture has an important role to
play in the development of a learning organization,
the organizational culture of the sample companies in both the
countries did not support learning. While this study did not
examine the dual link betweenleadership and culture, there is
support in the literature for this dual link. Leaders shape
the culture of an organization and the organizational
culture also influences the leadership style of individuals and
teams (Ogbonna and Harris, 2000). Bass and Avolio (1993)
suggest that transformational leaders help to develop a
transfonnationalculture and transformational cultures are
22. necessary to create a flexible and adaptive culture, conducive to
ongoing change and which promotes organizational learning. In
both the countries under study, it is seen that the leaders do not
demonstrate transfonnational leadership characteristics. As a
result, they do not favor a generative and adaptiveculture, which
is supportive of learning among organizational members.
The current findings also have several limitations. Firstly, the
sample size could be expanded, as data collected from a larger
number of companies will permit more powerful hypothesis test.
This study was based on self-report data and so the findings
may be biased by common method variance and spurious
cause/effect inferences. Common method variance is a potential
problem whenever data are collected from a single source.
Having a single respondent for each variable does not allow to
test with-in group agreement. This could be an important issue
because the extant literature has indicated that different
followers/employees may have different perceptions about their
superior'sleadership style and organizational culture (Klein and
House, 1995).
The generalizations occurring from this study are more
conducive and limited to a particular group of employees who
have been included in the study. In other words, the limitation
comes from the sampling technique used, which is non-
probability based convenience sampling. The major inherent
drawback of this technique is that it does not provide the
researcher with any kind of sound foundation for making
general inferences about the population from which this sample
is drawn.
This study has highlighted the importance
of leadership and organizational culture. Besides these two
factors, there are a number of other factors that influence the
development of learning organization. A study of other factors
would provide a fruitful insight into the development of
learning organization. It would also be useful to study the
interaction effect of
transformational leadership and organizational culture and its
23. impact on learning organization, which was not dealt with in
this study
ARTICLE #3
Romanian managers and employees regarding this subject.
Moreover, we also tried
to see how are managers motivating and rewarding their
employee's initiative and
creative ideas and how do employees feel about the changes that
take place inside
the organization.
1. The main roles played in a change process
Change is the most frequent phenomenon of today's reality and
can be
found everywhere, so a good knowledge of how this process can
be managed is
very important, no matter if we refer to organizations or to
people. The pace of
change is accelerating continuously, and there is no perspective
for it to slow down
very soon.
Managers can no longer focus on business as they usually did
because the
pressure of the environment force organizations to adjust in
order to survive and
prosper, and the main challenge is to manage change efficiently
(Westover, 2010).
Even if change can be found everywhere, managers still have a
delay on
responding properly and this behavior generate low results for
their organizations
(Barbu, Năstase, 2010).
A vision for change is essential in order to deal with the
environment's
complexity, but not all changes should be reactive and done
only when the current
24. situation of the organization is as bad as that changes become
inevitable. Leaders
are the ones that should play the main role inside the
organization not only because
of their long term vision and disposition for change, but also
because they can
reduce the resistance to change by involving as many people as
possible in this
process.
A strategic leader has a global vision of the organization as a
whole, long
term thinking despite the numberless uncertainties of the
environment and
encourages people to come with new ideas in order to make
change possible inside
the organization (Năstase, 2010).
Every change takes time, effort and needs the support of the
whole
organization. The role that employees have in a process of
change is crucial, and
one of the main things that should be done in order to avoid
crisis and resistance i
to make sure that every member of the organization is involved
in the process
(Stanleigh, 2008; Smith, 2010).
John Kotter emphasized the importance of a good vision, a
sense for
urgency and a strong team as the key factors of success in a
change process,
arguing that most of the transformation efforts fail because
managers are not aware
that a change process goes through a series of phases that
require a considerable
length of time (Kotter, 1995).
In the classical organizations, the supposition that managers
have much
25. more knowledge compared to their subordinates make them feel
entitled to make
decisions without consulting or involving employees (Bibu et
al., 2011). This
perception is also valid when we refer to change, so instead of
being a force that
drives it, employees are rather a force of resistance to change.
an emotional reaction or a behavioral one that has to do with the
feeling of
losing control and uncertainty (Foster, 2010). Employees are the
most powerful
source of resistance because they don't feel involved and
consulted when a change
occurs, so they try to reject the change as much as possible.
In most cases, the main perception is that resistance is
something
destructive for the organization, affecting the success of any
change effort and
making the change process even harder than it already is
(Sweers, Desouza, 2010;
Smollan, 2011; Agboola, Salawu, 2011).
Even if in some situations resistance can have positive effects
upon a
process of change, if that change is not appropriate for the
organization, there is
still need to reduce this phenomenon in order to achieve the
goals in a more
efficient way (Predişcan, Braduşanu, Roiban, 2013).
The roles played in a process of change are different, and
managers,
leaders and employees should all be involved in the process of
identifying the need
for change as being opportune in order to increase support for
change and obtain
the desired results after the process is finished.
2. The role of Romanian employees in a process of change
26. There are many differences between organizations and the role
that
employees may have regarding change depends first of all of the
view that
managers have related to this subject and second of the existing
management style
inside that particular organization.
In order to see what is the contribution of the Romanian
employees in a
process of change we have tried first to establish appropriate
research
methodologies, then we have identified the sample and in the
end after gathering
and analyzing the data, we have made the interpretation.
2.1 Research methodology
The objective of this article is to show the results of the
analysis regarding .
he role that employees have in the process of change
identification and
implementation, therefore, we considered appropriate to use a
quantitative research
method for gathering the information, more specifically a
questionnaire-based
survey, as well as a qualitative method by using a semi
structured interview.
The process of data gathering was performed in June - July
2013,
exclusively online on various Romanian organizations from
different industries
such as services, trading, manufacturing and public services,
and it was addressed
to both managers and employees, in order to see which are the
main views
regarding the topic.
In order to see which are the main initiators of change and what
are the
27. reasons for them to implement change, we have formulated two
different
hypotheses as follows:
H1: Most changes come from managers and owners; The two
hypotheses mentioned above are based on the premise that
employees’ involvement in a process of change is minor, due to
the fact that
managers are not aware of the advantages that can be provided
by new creative
ideas and solutions of change generated by their staff.
2.2 Data analysis and interpretation
The information collected from the questionnaires, and the
interviews was
processed using SPSS 17.
Of the 257 questionnaires distributed, 218 were validated and
the
respondents were mainly managers from different levels (72%
from a total of 218).
The percentage of the employees that were included in the study
was 28%.
For a better understanding of how the employees are involved in
a process
of change, we will present the results for each hypothesis.
H1: Most changes come from managers and owners
For the validation of this hypothesis, we have tried to identify
how
frequent the proposals of improvement coming from employees,
managers and
owners are leading to changes inside the organization. The
results were: in 37.60%
of cases rarely the employees proposals lead to change, in
46.80% of cases the
proposals coming from owners are often a source of change
while 55% of the
respondents consider that change ideas coming from managers
are always
28. materialized. Thereby the hypothesis is valid.
The main reason why managers are the initiators of change
comes from
their responsibility inside the organization which is to make
sure that goals are
reached efficiently according to the strategy, yet this is not a
reason strong enough. or them to be the only ones identifying
the need for change.
Owners have the power to participate and decide on the changes
that will
be made, as a result of their investment to the organization
capital so the fact that
their opinion regarding change is important, shouldn't be a
surprise.
The minimum involvement of the employees for most of the
Romanian
organizations can be explained by the fact that in our country,
the power is still
very centralized, especially in small and medium sized
companies, and the process
of delegation is not fully and accurately implemented. Most
managers don't seem
to understand the importance of encouraging employee
participation not only for
their ideas of change that can be very effective but also for the
fact that any change
needs the support of as many people as possible in order to
reduce the inevitable
resistance that comes with it.
QUESTION #4 How can you bridge the gap between the four
different generations in the labor market? What strategies can
you implement to ensure solidarity and productivity?
QUESTION #5