The document is an examination report discussing how leadership interventions can create an organizational culture that motivates employees to contribute to continuous improvement.
It begins by exploring dimensions of individual motivation, including personal motivators like needs and goals, and contextual motivators like those within an organization. It presents a framework showing the CEO can directly influence organizational motivators but not personal ones.
The report then analyzes perspectives on organizational culture, including seeing it as integrated and controlled by leadership, as differentiated with interrelated subcultures, or as fragmented with diffused power. It applies these to the case company, a production firm that hired a new CEO to change its stagnant culture.
The CEO's approach is to use four types
This unit 12 leadership style assignment solution is delving with the organizational behavior to evaluate the acknowledgement of personal and group behavior in CAPCO as well as to examine current theoretical aspects as well as their use for managing workplace behavioral circumstances.
Analysing The Role Of Leadership and Management Style on the Performance of E...www.assignmentdesk.co.uk
It is rightly said that different types of leadership and management cause huge impact upon the performance of employees. Read this sample report to analyse the theoretical aspect of motivation and leadership for the business unit and how it will affect the performance level of employees.
This document summarizes a research study on critical attributes for successful teamwork implementation within Lebanese organizations. The study examined five attributes identified in literature as important for effective teamwork: commitment to team success, commitment to leadership, open communication and feedback, interpersonal skills of team members, and organizational culture. A questionnaire was distributed to employees in Lebanese companies to assess the relationship between these attributes and successful teamwork implementation. Data analysis found that providing an informal, relaxed atmosphere and empowering team members were the most critical attributes that contribute to successful teamwork in Lebanese organizations.
Impact of leadership on the performance of the employees : a case study of KF...WritingHubUK
The document discusses the impact of leadership on employee performance at KFC UK. It finds that while KFC provides leadership programs to improve skills of top employees, long working hours and rude attitudes of senior staff create dissatisfaction and negatively impact performance. The researcher used interviews and surveys to collect primary data from KFC managers and employees to evaluate the effect of leadership strategies on performance. The findings showed that leadership programs increased support and guidance, but working conditions need to be improved through reducing hours and improving management attitudes to further enhance employee performance.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
Entrepreneurial Orientation and Global Mindset: Impact on Internationalizatio...scmsnoida5
This document summarizes a research study that examined the impact of entrepreneurial orientation and global mindset on the internationalization of small and medium enterprises (SMEs) in India. A survey was conducted of 200 SMEs involved in international business in India. The study found that entrepreneurial orientation and global mindset positively impact internationalization for SMEs in India. Both factors were also found to be determinants of internationalization. The findings suggest SME owners/managers in India should focus on developing entrepreneurial orientation and global mindset within their organizations to successfully internationalize their businesses.
This unit 12 leadership style assignment solution is delving with the organizational behavior to evaluate the acknowledgement of personal and group behavior in CAPCO as well as to examine current theoretical aspects as well as their use for managing workplace behavioral circumstances.
Analysing The Role Of Leadership and Management Style on the Performance of E...www.assignmentdesk.co.uk
It is rightly said that different types of leadership and management cause huge impact upon the performance of employees. Read this sample report to analyse the theoretical aspect of motivation and leadership for the business unit and how it will affect the performance level of employees.
This document summarizes a research study on critical attributes for successful teamwork implementation within Lebanese organizations. The study examined five attributes identified in literature as important for effective teamwork: commitment to team success, commitment to leadership, open communication and feedback, interpersonal skills of team members, and organizational culture. A questionnaire was distributed to employees in Lebanese companies to assess the relationship between these attributes and successful teamwork implementation. Data analysis found that providing an informal, relaxed atmosphere and empowering team members were the most critical attributes that contribute to successful teamwork in Lebanese organizations.
Impact of leadership on the performance of the employees : a case study of KF...WritingHubUK
The document discusses the impact of leadership on employee performance at KFC UK. It finds that while KFC provides leadership programs to improve skills of top employees, long working hours and rude attitudes of senior staff create dissatisfaction and negatively impact performance. The researcher used interviews and surveys to collect primary data from KFC managers and employees to evaluate the effect of leadership strategies on performance. The findings showed that leadership programs increased support and guidance, but working conditions need to be improved through reducing hours and improving management attitudes to further enhance employee performance.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
Entrepreneurial Orientation and Global Mindset: Impact on Internationalizatio...scmsnoida5
This document summarizes a research study that examined the impact of entrepreneurial orientation and global mindset on the internationalization of small and medium enterprises (SMEs) in India. A survey was conducted of 200 SMEs involved in international business in India. The study found that entrepreneurial orientation and global mindset positively impact internationalization for SMEs in India. Both factors were also found to be determinants of internationalization. The findings suggest SME owners/managers in India should focus on developing entrepreneurial orientation and global mindset within their organizations to successfully internationalize their businesses.
This document discusses how organizational culture and decision-making impact organizational performance. It defines organizational culture as shared actions, values and beliefs that guide employee behavior. A positive culture that supports goals, creates a good workplace and increases customer satisfaction can boost performance. Critical thinking also increases performance by enabling logical conclusions. The decision-making process is influenced by an organization's mission and values, and involves defining problems, analyzing alternatives, making choices, taking action and evaluating results.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
The document discusses how McDonald's applies principles of scientific management as outlined by Frederick Taylor. It describes how McDonald's divides labor into specialized roles, establishes standard methods for all tasks, and provides extensive training to develop employees. McDonald's also motivates high performance through incentive pay systems and opportunities for promotion based on merit. Overall, the document explains how McDonald's management techniques exemplify Taylor's principles of replacing rule-of-thumb work with scientific study, scientifically selecting and training employees, and providing supervision and instruction to maximize efficiency.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
INVESTIGATING THE SIGNIFICANCE OF EMOTIONAL INTELLIGENCE IN ENTREPRENEURIAL S...JIANGUANGLUNG DANGMEI
Abstract
The concept of emotional intelligence has acquired the attention of the researchers for enhancing entrepreneurial success in the survival of the entrepreneurial ventures for quite sometimes, but researchers further explore why some entrepreneurial ventures are more successful in their business than others. Entrepreneurs are often challenged to deploy a set of skills to succeed in their entrepreneurial endeavors on daily basis and in this regard, emotional intelligence is embraced as the crucial factor contributing to entrepreneurial skills towards successful entrepreneurs. It is interesting to find that there are substantial empirical evidences which demonstrated the significance of emotional intelligence contributing to the essential skills of entrepreneurs. This paper investigates on the previous empirical studies conducted on the emotional intelligence and tries to throw light in its importance in the context of entrepreneurial skills that contribute to successful business.
This document outlines six best practices for developing leaders that differentiate top companies from others: 1) CEO and board lead development efforts; 2) conduct comprehensive leadership assessments; 3) provide customized internal training with leaders as teachers; 4) integrate job assignments to accelerate development; 5) measure development efforts and hold leaders accountable; and 6) promote their leadership brand to stakeholders. Top companies are more likely to engage in these practices, such as spending more time on development by leadership, using varied assessments aligned with competencies, and rewarding leaders for developing talent.
This document outlines a plan to create a unified culture when merging two organizations. It discusses the importance of culture during mergers and outlines an overall plan to integrate the best parts of both cultures. The plan focuses on HR's role in leading cultural change through effective communication, technology integration, and talent management strategies. It proposes using change management processes, a 100-day communication plan, selecting an HRIS, implementing talent processes, and considering legal/ethical responsibilities. The goal is to engage employees and create a cohesive new identity that values both original organizations.
The document outlines three interconnected wheels - the Organisation Development Wheel, Human Resource Wheel, and Individual Freedom Wheel - that represent the external environment, internal human resource systems, and individual employees of an organization. It describes the key elements and relationships between these wheels, highlighting how foundations, culture, management, and other factors drive organizational change and development. The goal is to ensure strategic alignment between the organization, its human resource systems, and empowered individuals.
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
Focus on Human Resource as Improvement of the Flexible Manufacturing Operatio...ijtsrd
Focus on human resource in organizations regarded as a tool for organizations growth and profitability, strategic innovation, organizational and customer-oriented changes. This article attempts to explain the imperative strategic plan collective by patterns of thinking. The importance of strategic, long-term policy and imperative strategic plan collective is very clear to planners. Imperative strategic managers like to follow a similar and routine imperative strategic behavioral pattern. Imperative strategic plan collective, normally taken, as a part of imperative strategic planning, therefore also tends to run in cycles of around last years. Implementing tailored organization can give a competitive advantage and help foster goodwill toward focus on human resource approach. Studies on corporate organizational imperative strategic have possessed an increasing growth. This paper proposes a learning organization expectations method that considers tailored organization information. In todays tailored organization al environment, there are usually several products and services to fulfill certain functions. The rise of intense competition among the domestic and global markets has revealed the crucial role of organizational imperative strategic in actualization and maintenance of competitive privilege development in the imperative strategic organizations. Dr. Nasser Fegh-hi Farahmand"Focus on Human Resource as Improvement of the Flexible Manufacturing Operation of Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2187.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/2187/focus-on-human-resource-as-improvement-of-the-flexible-manufacturing-operation-of-organization/dr-nasser-fegh-hi-farahmand
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
11.the impact of leadership on project performanceAlexander Decker
The document discusses a study on the impact of leadership on project performance. It analyzes leadership factors of human resource (HR) planning and their effects on project performance. Data was collected through questionnaires from employees working on a joint project in Pakistan. Statistical analysis found leadership to have a positive correlation with project performance. Specifically, results showed employee motivation was correlated with both leader motivation and leadership style. The study concludes that HR planning factors like leadership can significantly improve project performance when integrated with project goals.
The document discusses the evolution of performance management theory over the last 150 years. It examines the work of several theorists including Frederick Taylor, Henry Gantt, Henri Fayol, Peter Drucker, and Elton Mayo. Taylor developed scientific management methods that broke jobs down into tasks while Fayol and Drucker contributed frameworks for the five elements and operations of management. Mayo's human relations approach emphasized the social aspects of work and motivation. Overall, the document traces the development of management theory and its focus on both organizational structures and human factors.
1. Leadership development programs must differentiate themselves from other learning programs by focusing on the specific needs of senior leaders and including an application component to address organizational needs.
2. Research shows that senior leaders may lack skills in areas like change management, strategy execution, and developing others that could impact organizational success. Effective leadership development includes helping leaders apply new skills to address these gaps.
3. Programs for senior leaders should provide advanced, differentiated content on topics like business acumen and strategic planning, and include opportunities for peer collaboration to discuss challenges. They must also demonstrate clear value for the organization.
The document discusses important factors that determine successful performance in work organizations. It identifies effective management, effective leadership, and people resource management through motivation and training as key factors. Effective management requires understanding what is being managed and coordinating planning, organizing, directing, and controlling functions. While early theories focused on efficiency, modern management must also consider people. Leadership goes beyond management to include driving change and initiatives. Motivation and training programs are also important to engage and develop employees. Overall, the document argues that these interrelated factors are necessary for organizations to achieve their goals and objectives.
This document summarizes a doctoral thesis that investigated developing an organizational leadership brand concept for public listed South African organizations.
The study was motivated by the need for these organizations to differentiate themselves from competitors through organizational leadership. The primary objective was to investigate and establish an organizational leadership brand concept model.
The thesis reviewed literature on organizational leadership, brand, and an organizational leadership brand. An exploratory mixed methods approach was used, combining qualitative and quantitative research. This proposed key concepts and informed a survey to describe an Organizational Leadership Brand concept model.
The model integrates organizational leadership and brand concepts. It describes developing organizational leadership brand equity through four levels: defining the leadership brand identity; focusing on leadership performance and results
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses process design and different types of processes. It defines process as any part of an organization that transforms inputs into outputs. Process design is interrelated with product/service design, as design decisions impact production processes and vice versa. The document outlines different types of processes including project, jobbing, batch, mass/line, and continuous processes. It also discusses concepts like process mapping, process performance metrics, throughput, cycle time, and work in process.
This document discusses how organizational culture and decision-making impact organizational performance. It defines organizational culture as shared actions, values and beliefs that guide employee behavior. A positive culture that supports goals, creates a good workplace and increases customer satisfaction can boost performance. Critical thinking also increases performance by enabling logical conclusions. The decision-making process is influenced by an organization's mission and values, and involves defining problems, analyzing alternatives, making choices, taking action and evaluating results.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
The document discusses how McDonald's applies principles of scientific management as outlined by Frederick Taylor. It describes how McDonald's divides labor into specialized roles, establishes standard methods for all tasks, and provides extensive training to develop employees. McDonald's also motivates high performance through incentive pay systems and opportunities for promotion based on merit. Overall, the document explains how McDonald's management techniques exemplify Taylor's principles of replacing rule-of-thumb work with scientific study, scientifically selecting and training employees, and providing supervision and instruction to maximize efficiency.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
INVESTIGATING THE SIGNIFICANCE OF EMOTIONAL INTELLIGENCE IN ENTREPRENEURIAL S...JIANGUANGLUNG DANGMEI
Abstract
The concept of emotional intelligence has acquired the attention of the researchers for enhancing entrepreneurial success in the survival of the entrepreneurial ventures for quite sometimes, but researchers further explore why some entrepreneurial ventures are more successful in their business than others. Entrepreneurs are often challenged to deploy a set of skills to succeed in their entrepreneurial endeavors on daily basis and in this regard, emotional intelligence is embraced as the crucial factor contributing to entrepreneurial skills towards successful entrepreneurs. It is interesting to find that there are substantial empirical evidences which demonstrated the significance of emotional intelligence contributing to the essential skills of entrepreneurs. This paper investigates on the previous empirical studies conducted on the emotional intelligence and tries to throw light in its importance in the context of entrepreneurial skills that contribute to successful business.
This document outlines six best practices for developing leaders that differentiate top companies from others: 1) CEO and board lead development efforts; 2) conduct comprehensive leadership assessments; 3) provide customized internal training with leaders as teachers; 4) integrate job assignments to accelerate development; 5) measure development efforts and hold leaders accountable; and 6) promote their leadership brand to stakeholders. Top companies are more likely to engage in these practices, such as spending more time on development by leadership, using varied assessments aligned with competencies, and rewarding leaders for developing talent.
This document outlines a plan to create a unified culture when merging two organizations. It discusses the importance of culture during mergers and outlines an overall plan to integrate the best parts of both cultures. The plan focuses on HR's role in leading cultural change through effective communication, technology integration, and talent management strategies. It proposes using change management processes, a 100-day communication plan, selecting an HRIS, implementing talent processes, and considering legal/ethical responsibilities. The goal is to engage employees and create a cohesive new identity that values both original organizations.
The document outlines three interconnected wheels - the Organisation Development Wheel, Human Resource Wheel, and Individual Freedom Wheel - that represent the external environment, internal human resource systems, and individual employees of an organization. It describes the key elements and relationships between these wheels, highlighting how foundations, culture, management, and other factors drive organizational change and development. The goal is to ensure strategic alignment between the organization, its human resource systems, and empowered individuals.
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
Focus on Human Resource as Improvement of the Flexible Manufacturing Operatio...ijtsrd
Focus on human resource in organizations regarded as a tool for organizations growth and profitability, strategic innovation, organizational and customer-oriented changes. This article attempts to explain the imperative strategic plan collective by patterns of thinking. The importance of strategic, long-term policy and imperative strategic plan collective is very clear to planners. Imperative strategic managers like to follow a similar and routine imperative strategic behavioral pattern. Imperative strategic plan collective, normally taken, as a part of imperative strategic planning, therefore also tends to run in cycles of around last years. Implementing tailored organization can give a competitive advantage and help foster goodwill toward focus on human resource approach. Studies on corporate organizational imperative strategic have possessed an increasing growth. This paper proposes a learning organization expectations method that considers tailored organization information. In todays tailored organization al environment, there are usually several products and services to fulfill certain functions. The rise of intense competition among the domestic and global markets has revealed the crucial role of organizational imperative strategic in actualization and maintenance of competitive privilege development in the imperative strategic organizations. Dr. Nasser Fegh-hi Farahmand"Focus on Human Resource as Improvement of the Flexible Manufacturing Operation of Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2187.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/2187/focus-on-human-resource-as-improvement-of-the-flexible-manufacturing-operation-of-organization/dr-nasser-fegh-hi-farahmand
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
11.the impact of leadership on project performanceAlexander Decker
The document discusses a study on the impact of leadership on project performance. It analyzes leadership factors of human resource (HR) planning and their effects on project performance. Data was collected through questionnaires from employees working on a joint project in Pakistan. Statistical analysis found leadership to have a positive correlation with project performance. Specifically, results showed employee motivation was correlated with both leader motivation and leadership style. The study concludes that HR planning factors like leadership can significantly improve project performance when integrated with project goals.
The document discusses the evolution of performance management theory over the last 150 years. It examines the work of several theorists including Frederick Taylor, Henry Gantt, Henri Fayol, Peter Drucker, and Elton Mayo. Taylor developed scientific management methods that broke jobs down into tasks while Fayol and Drucker contributed frameworks for the five elements and operations of management. Mayo's human relations approach emphasized the social aspects of work and motivation. Overall, the document traces the development of management theory and its focus on both organizational structures and human factors.
1. Leadership development programs must differentiate themselves from other learning programs by focusing on the specific needs of senior leaders and including an application component to address organizational needs.
2. Research shows that senior leaders may lack skills in areas like change management, strategy execution, and developing others that could impact organizational success. Effective leadership development includes helping leaders apply new skills to address these gaps.
3. Programs for senior leaders should provide advanced, differentiated content on topics like business acumen and strategic planning, and include opportunities for peer collaboration to discuss challenges. They must also demonstrate clear value for the organization.
The document discusses important factors that determine successful performance in work organizations. It identifies effective management, effective leadership, and people resource management through motivation and training as key factors. Effective management requires understanding what is being managed and coordinating planning, organizing, directing, and controlling functions. While early theories focused on efficiency, modern management must also consider people. Leadership goes beyond management to include driving change and initiatives. Motivation and training programs are also important to engage and develop employees. Overall, the document argues that these interrelated factors are necessary for organizations to achieve their goals and objectives.
This document summarizes a doctoral thesis that investigated developing an organizational leadership brand concept for public listed South African organizations.
The study was motivated by the need for these organizations to differentiate themselves from competitors through organizational leadership. The primary objective was to investigate and establish an organizational leadership brand concept model.
The thesis reviewed literature on organizational leadership, brand, and an organizational leadership brand. An exploratory mixed methods approach was used, combining qualitative and quantitative research. This proposed key concepts and informed a survey to describe an Organizational Leadership Brand concept model.
The model integrates organizational leadership and brand concepts. It describes developing organizational leadership brand equity through four levels: defining the leadership brand identity; focusing on leadership performance and results
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses process design and different types of processes. It defines process as any part of an organization that transforms inputs into outputs. Process design is interrelated with product/service design, as design decisions impact production processes and vice versa. The document outlines different types of processes including project, jobbing, batch, mass/line, and continuous processes. It also discusses concepts like process mapping, process performance metrics, throughput, cycle time, and work in process.
This document provides an overview of strategic management concepts including:
- Defining a strategy as a business approach to generate successful competitive moves.
- The key questions in strategy of where the organization is, where it wants to go, and how it will get there.
- The tasks involved in strategic management like defining mission/objectives, crafting/implementing/evaluating strategy.
- Types of objectives including financial and strategic examples.
- Components of a strategic plan and examples of external/internal analysis tools like SWOT, Five Forces, and competitor analysis.
The document discusses various aspects of product design and service operations management. It covers topics such as concept development, quality function deployment, concurrent engineering, process flow design, types of processes and facilities, service strategy and classifications, service system design, service recovery, service failsafing, and designing service systems. The document provides information on frameworks, tools, and considerations for product design and managing service operations effectively.
The chapter discusses planning and control in operations management. It defines planning as deciding what activities should take place, when, and what resources to allocate. Control is understanding what is happening, identifying deviations from plans, and changing resources if needed. The chapter identifies different time horizons for planning, types of demand, and strategies for matching demand and supply. It also describes common activities in planning and control like scheduling, loading, and monitoring progress.
This document discusses facility layout and design. It begins by defining four basic layout types: fixed position, process, cell, and product layouts. It then provides examples and descriptions of each type. The key factors in selecting a layout type are the volume and variety of products/processes. Process layouts allow for high variety but can be complex, while product layouts facilitate high volume but lack flexibility. Later sections cover collecting relevant data for designing process and cell layouts, such as flow of materials and closeness of relationships between processes. Detailed design involves analyzing this data to minimize material handling costs and distances.
A) What is operations management?
B) Operations management is important in all types of organization
C) The input–transformation–output process
D) The process hierarchy
E) Operations processes have different characteristics
F) The activities of operations management
04 process design_Operations ManagementBrent Weeks
A) What is process design?
B) What effects should process design have?
C) Process types – the volume–variety effect on process design
D) Detailed process design
This document summarizes key concepts from Chapter 3 of Slack, Chambers and Johnston's Operations Management textbook. It discusses operations strategy, comparing it to operations management. Operations strategy involves longer timescales, higher levels of analysis and aggregation, and more abstract and philosophical decisions compared to operations management. The chapter also outlines different perspectives on operations strategy, including top-down, bottom-up, market requirements, and operations resources views. Finally, it discusses how competitive factors relate to different performance objectives.
07 layout and flow_Operations ManagementBrent Weeks
The document discusses different types of facility layouts used in operations management. It describes fixed-position, functional, cell, and product layouts. For each type of layout, it outlines the key advantages and disadvantages. It also discusses how the appropriate layout type depends on factors like production volume and variety. Detailed techniques are presented for designing each of the main layout types to optimize productivity and efficiency. Balancing work across process stages is highlighted as important to reduce idle time and improve cycle times.
Performance Management System Mahindra N Mahindra Ltdalvareena
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Role of operations, objectives of operations marshjohn
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This flowchart outlines the performance management process, beginning with identifying a performance issue and determining whether it requires an informal discussion or a formal process. It involves clarifying responsibilities and expectations, ensuring adequate resources, addressing motivation issues, and developing a performance improvement plan with training if needed. If performance does not improve, disciplinary procedures are initiated.
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
Performance appraisal process flowchartbradvero675
In this file, you can ref useful information about performance appraisal process flowchart such as performance appraisal process flowchart methods, performance appraisal process flowchart tips, performance appraisal process flowchart forms, performance appraisal process flowchart phrases … If you need more assistant for performance appraisal process flowchart, please leave your comment at the end of file.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
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The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
This document summarizes a study on employee empowerment. The study aimed to analyze the level of empowerment existing in organizations and the role of management in promoting empowerment. A literature review identified factors that influence empowerment like decision making, communication, culture, and authority. The research methodology involved surveys to collect data on employees' perceptions of empowerment. Data analysis found that most employees agree that participation in decision making and opportunities to achieve goals motivate them. In conclusion, the study emphasized that employee empowerment is important for organizational success and positively impacts employee morale.
High Impact Executive Development - Rick HelliwellRick Helliwell
1. Effective executive leadership development programs must build agile and commercially savvy leaders who can make good decisions and keep pace with increasing business complexity.
2. They must also develop great collaborators and networkers who can build trust and credibility.
3. Programs should grow self-aware, emotionally intelligent leaders capable of inspiring and engaging employees to maximize performance.
Term ProjectMGT 4478 Managing in a Global EnvironmentTroy.docxmehek4
Term Project
MGT 4478: Managing in a Global Environment
Troy University
Section Two; Socio-cultural Analysis:
Your organization has reviewed your country study and has decided to go with your recommendation for their initial international expansion. A complete a socio-cultural analysis needs to be completed to determine the entry strategy, financing, human resource needs, suppliers, marketing, pricing and distribution, and organizational structure.
Assignment Criteria:
Write a report (2 – 4 pages, font 12) outlining the socio-cultural factors and discuss any cross-cultural issues that will need to be considered, addressed and understood into for a successful international expansion. You need to use at least three outside sources to complete this assignment. PLEASE remember to cite all your sources; proper citation of your sources is a requirement for this course.
Please support all recommendations with sound reasoning and research.
Your report needs to include but not limited to:
· Demographic Trends
· Population growth
· Age structure & median age
· Life expectancy
· Literacy
· Cultural Analysis
· Language
· Customs and Norms
· Traditions
· Social Institutions
· Where does the country lie within Hofstede’s dimensions
· Family structure
· Religious structure
· Labor organizations
· Informal Trade Barriers
· Barriers that are created by social and cultural factors
· Communication styles
· Negotiating tactics
· Marketing concerns
· Ethical concerns
· Employment practices
· Human rights
· Business practices
The name of the course is Research Methodology (IT 460)
I have an assignment
I wrote a research paper and I proposed a potential methodology for the research. However, my instructor asked me to execute the proposed methodology. Otherwise he will give me 35/50.I need you to execute the methodology of the research paper.
Make up the data.
You can't pick any company of your choice
PLEASE read the methodology part very well.
The interviews will be organized with top managers, who are responsible for recruiting future leaders, in different government and privet sectors, such as Saudi airlines, NCB Alahli Bank Saudi, Saudi Electricity Company, Procter and Gamble Company and Sab Bank.
to make things clear, let me give the steps you follow to apply this methodology
1) Preparing questionnaire
2) Preparing variables for data Coding
3) Data Base Preparation in IBM SPSS Version 22
4) Data Cleaning
5) Data Analysis(Includes Descriptive, Measure of Correlation and Measure of Association)
6) Measure of Correlation (Using Pearson Product Moment as well Multiple Regression )
7) Measure of Association (Using Factor Analysis )
8) Writing Tables
9) Tabulation
10) Graphs
11) Interpretation and Report Writing
12) Miscellaneous (Formatting, Alignment etc)
Review any published research papers it has questionnaire plus data results that includes tables with explanation and analysis. That’s all what I need. I hope you got it what I need
I'm ...
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
How do i_create_a_distinctive_performance_cultureSudeep Majumdar
The document discusses how to create a distinctive performance culture through a three step process of diagnosing cultural opportunities and barriers, designing cultural interventions focused on a few key themes, and managing an integrated program using leadership levers to influence culture and deliver business impacts. It provides examples of how companies have applied a rigorous problem-solving approach to cultural issues to improve engagement, innovation, and financial results.
1) The document discusses the development of human resources and overcoming learning disabilities through organizational learning and leadership challenges in the 21st century.
2) It notes that while processes and technology improve efficiency and effectiveness, people skills development alone contributes to efficacy. Organizations often fail to adequately engage their workforces or address learning disabilities.
3) Adaptive learning systems that transform passive learners into collaborators, and development of educational materials tailored to learning needs, can help organizations overcome these challenges through leadership focused on transformation.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
- The document describes the organizational culture and structure of a bank branch, focusing on the responsibilities and relationships of the bank manager.
- Key personnel the manager interacts with include tellers, customers, and specialist managers. A diagram shows the branch structure and interdependencies between roles.
- Maintaining relationships is important for the manager, as existing clients provide business and referrals. Specialist managers help meet the needs of high-valued clients and bring in new business.
Yevgeny sinyakov. Role of innovation culture during the crisis period.Yevgeny Sinyakov
This article states the role of innovation culture in the life of the enterprise during the
crisis period. Old management models with “in-built system errors” have exhausted themselves, to carry out corrections it is necessary to know what exactly must be changed and in what way. What is connection between values of the innovation culture and business results? What are the elements of organizational culture? What organizational mechanisms provide translation of the values from the company leaders and higher management to the employees? Principles of values-based management.
This document discusses a study on the relationship between emotional intelligence, leadership development, and organizational performance. Some key findings include:
1) Organizations that spend over 31% of their training budget on leadership development are 12% more likely to report increased revenue compared to those spending less.
2) While leadership development is important, over half of respondents felt their organization's efforts were less than effective.
3) Both managers and individual contributors saw communication, interpersonal skills, and self-awareness as important leadership behaviors, but disagreed on others.
4) Organizations that value and widely use emotional intelligence in their leadership development saw more effective results compared to those that did not emphasize it as much.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
The document discusses best practices for creating a learning organization. It outlines characteristics of learning organizations like systems thinking, personal mastery, and shared vision. It also discusses benefits like innovation, competitiveness, and improved quality. Some best practices discussed include establishing effective leadership, measuring learning impact, aligning learning with HR and talent management, using an LMS, and fostering informal and on-demand learning. The conclusion states that while learning organization principles are valuable, there is no single strategy and companies must adapt practices to their unique situation and trends.
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Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
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During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
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Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Culture, motivation, and organizational strucutre.
1. A culture motivating continuous improvement
Value Chain Management – Aarhus
OCI – examination report
3rd of May 2016
Frederik Gylling – 189265
VIA University Collage
2. Culture and motivation in a production company
- a ## case study
The Bachelor Degree in
Value Chain Management
VIA University Collage
Authors: Frederik Gylling.
Assignment: Examination report
Supervisors: Henrik Richardy Christensen
Characters: 24 942
Submitted: 3rd of May 2016
3. Table of content
1 Introduction............................................................................................................................................... 1
1.1 Problem formulation......................................................................................................................... 1
2 Culture as a leadership motivation tool.................................................................................................. 2
2.1 The individual’s motivational dimensions....................................................................................... 2
Personal motivators.................................................................................................................. 22.1.1
Contextual motivators .............................................................................................................. 32.1.2
The pyramid of contextual motivators..................................................................................... 32.1.3
2.2 Holistic understanding of motivation .............................................................................................. 4
3 Leadership interventions on culture ....................................................................................................... 5
3.1 Paradigms view on OC...................................................................................................................... 5
3.2 CEO’s approach to influence culture............................................................................................... 6
4 Aligning strategic and employee goals.................................................................................................... 7
4.1 Theoretical approaches to continuous improvements................................................................... 7
4.2 Employee-driven improvements ...................................................................................................... 7
4.3 Subgoal for subsystem..................................................................................................................... 8
5 Conclusion................................................................................................................................................. 9
5.1 Reflection and further research....................................................................................................... 9
References......................................................................................................................................................10
4. List of figures and tables:
Figure 1: Individual motivational factors. Inspired by Lægaard. (Self-made)............................................... 2
Figure 2: Pyramid of contextual motivators. (Self-made)............................................................................... 4
Figure 3: CEO’s influence on motivation. (Self-made).................................................................................... 4
Figure 4: Elements of culture. Inspired by Schein and Martin. (Self-made)................................................. 5
Figure 5: Intervention influence on ##. (Self-made). ..................................................................................... 6
Executive summary:
####### has gradually lost their competitive advantages in the later years due to increasing external
competition and a lack of internal development. A new CEO is hired to change the existing conservative
culture into proactive kaizen. The CEO believes in the importance of employees contributing to
continuous improvements on different levels within ##.
The purpose is an explanatory discussion of how CEO interventions can create an organizational culture
motivating the employees to kaizen.
The organizational motivators are found to be the direct influence sphere of the CEO. Additionally, he
has indirect influence on the other social systems within the organization. His direct influence is
organized into 4 motivators – fundamental, content, process, and context.
The direct influence sphere is on the visual structure, form and artifacts of an organization’s culture.
The CEO should apply the 4 motivator tools according to the personal desires of the cultural system and
align it with his strategic goals to create internal integration. Furthermore, it is important to understand
the ambiguous nature of culture, i.e. that cultures are interdependent and many other factors influence.
The CEO should use his influence to create a motivational structure and form. The fundamental
motivators should be in place to remove dissatisfaction. The next step is to conditioning the desired
effort and performance by content motivators, to motivate the process of continuous improving by
process motivators, and to show people that improving make a difference by using context motivators.
Improvements are to learn from you action and use that learning to improve the next action. However,
there are more levels of learning. It is important to create a structure where the right learning process is
emphasized at the right level, so that the learnings can lead to improvements. In production it is
important to learn to improve the performance of a task. However, at the tactical and strategical level
more advanced loop-learning is needed to rethink strategic direction and how the company is acting.
5. OCI – Examination Report – Frederik Gylling
Page 1 of 10
1 Introduction
This report is a discussion of organizational culture (OC) motivating continuous improvements. Majorly,
it will be a critical realism explanation of the underlying structures of motivation, but in order to make
theory action-oriented, ###### (##) is used as case company and will be the reference frame.
## is a family owned production company. ##’s critical success factor is identified as “adding value by
being local” - with competitive advantages of flexible, collaborative and quality. ## has grown in size
and complexity over the past years and the owner’s faced leadership difficulties in adapting to these
changes internally. Additionally, the market has become increasingly competitive. The culture and
leadership was stagnant and conservative and they lost gradually their competitive advantage and
profitability. 60-70% of the employees are within production. Generally, the employees have worked at
## for several decades and are experts on their field. ## had the foundation for success, but did not
perform accordingly. A CEO was hired to retain ##’s competitiveness, profitability, and do it sustainable.
In the fast developing competitive context, the CEO knew that sustaining the success was to
continuously improve the organization. His vision was to change the culture into an employee-driven
kaizen. The CEO had little insights to ##, hence was dependent on the employees in order to succeed.
The CEO’s interventions on the culture influenced all employees and had great impact on the entire
company; hence exemplifies well the process from a reactive to a proactive OC.
1.1 Problem formulation
The purpose of this report is to discuss how leadership interventions can create employee-driven
continuous improvements at ##.
The discussed interventions are based on the problem of how to create an OC by leadership
interventions, which motivate employee-driven contribution to continuous improvement at ##?
1. How is culture a motivational leadership tool?
a. What are the dimensions of motivation?
b. How can the CEO influence employee’s motivation?
2. How did the CEO influence ##’s OC?
a. What are the perspectives on culture?
b. What was the CEO’s intervention approach to ##’s culture and subculture?
3. How can a motivating OC be aligned with the CEO’s strategic goal of continuous improvements?
a. How can continuous improvements be employee-driven?
b. How can the goal be broken-down in ##’s organization?
The main theoretical paradigm of the report is Schein’s concept of image and the internal integration.
The complexity of individual’s identity and perception will only slightly be discussed. Furthermore,
external adaption is delimited out of the report. The Report focuses on the CEO’s interventions. It will
delimit external factors and individual employees’ intervention. All data about ## is gathered with a field
research and based on subjective participant observation, thus the quality of data is not reliable,
consistent, internal - nor external valid in an empirical sense. The logical reasoning for the application of
the theory is based on an abductive approach and seeks to find the best and simplest mechanism and
structures to understand the reality.
6. OCI – Examination Report – Frederik Gylling
Page 2 of 10
2 Culture as a leadership motivation tool
This section will begin the report with a perspective on individual employee motivation. It will propose a self-made
holistic framework of motivators and relate it to leadership intervention direct and indirect influence sphere.
2.1 The individual’s motivational dimensions
Motivation is a personal specific topic influenced by many internal and external factors. Research
argues a correlation between individual motivation and individual performance (Lægaard, 2006). Each
individual’s performance is what accumulates into an organization’s performance. The success of an
organization is a factor of many variables; one is each individual’s performance. Thus, a deeper
understanding of motivation as an isolated topic, create a sound foundation for the rest of this report.
Figure 1 visualizes a simplified reference frame divided into personal and contextual motivators. This is
one way of organizing motivators, other researchers fancy to distinguish based on content and process
(IMA, 2015) and others based on inner and outer factors (Lægaard, 2006).
Figure 1: Individual motivational factors. Inspired by Lægaard. (Self-made).
Personal motivators2.1.1
Most of these motivators are interrelated with the personality and life-experiences. They are less
environment dependent, thus leadership interventions have no direct influence. Some are conscious,
but typically they are tacit assumption, biased, unconscious values etc. For the CEO to deliberately
create motivated employees, he should gain insights to personal motivators and seek to align the
organizational motivators accordingly. Many researches focus on the personal motivators, but there are
limited empirical-proven universal laws. Autonomy, mastery, and purpose are momently broadly
referenced as fundamental work-related motivators (Pink, 2010).
Personality and need
Maslow contributes to the foundation of needs with his hierarchy theory. The theory is modified into a
business context – where the 5 levels reflect the organizational motivators. Later Alderfer expanded on
the idea by simplifying the 5 levels into 3 – existence, relatedness, and growth. Alderfer argued that a
tension on one unfulfilled need can cause “progressive frustration”, which is an overstimulation of a
lower need to compensate. McClelland thought of needs in a social perspective, with the same basic
idea, but as being influenced by the contextual motivators. He was interested in how to lead the
organization based on the employees’ need-structure (Lægaard, 2006). Need theories are
simplifications of a complex topic - each individual has a unique structure. These motivators are mostly
intangible and are difficult to assess. The personality can be observed and the CEO can ask to the
conscious needs, but the real motivators might be intimate, unconscious, and complexly interrelated.
They can masquerade in different behaviors, tensions and values. Consultation and personality
7. OCI – Examination Report – Frederik Gylling
Page 3 of 10
assessment can be helpful tools for the CEO to gain insights to implicit motivators, it is often costly
knowle##e, but can in some cases be of even higher value.
Goal and expectation
In order to make personality and needs more universal and tangible, goal setting and expectation
assessment can be helpful tools. Actions are mostly based on an expected outcome to achieve a goal
based on a need or a personal desire. Often it is implicit and unconscious reasoning. However, it is
general easier to assess the reasoning behind done and planned action than assessing personality and
needs. It is valuable insights for the CEO to understand his employees.
Various expectancy - and equity theories create frameworks of relative expectations – e.g. relative to
probability of success and value of reward, to demands and effort, and to a “relevant other” (Lægaard,
2006). Goal setting techniques create a framework and a terminology to formulating personal and
personnel goals. E.g. can SMART-theory be a framework for the CEO to assess an employee’s goals. The
degree of motivation toward a goal can be assessed according to persistence, direction, and intensity
(Lægaard, 2006).
Contextual motivators2.1.2
Within social systems there are structures that influence the personal motivation of the individual.
These can range from conscious formal artifacts to unconscious informal structures. This report
distinguishes between the organizational motivators, which are the CEO’s tool to motivate the
employees, and the other contextual motivators that are out of the CEO’s direct influence sphere.
External environment motivators
These motivators are based on a systematic thinking of the individual. Employees are part of other
social systems – e.g. sports clubs – and subsystems – e.g. work teams, interest group at work etc. An
individual’s degree of motivation in one system is influenced by the other systems. This holistic view will
be further elaborate onwards in this report. The categories of the pyramid also apply for these social
systems, but they are typically unconscious structures rather than used as leadership tools.
Organizational Motivators
To motivate the CEO must align the organizational motivators with the personal motivators of the
individual. However, most importantly the CEO must channel the motivation toward his vision of
employee-driven continuous improvements.
The pyramid of contextual motivators2.1.3
Fundamental motivators are concerned with the basic foundation for motivation. This is related to the
employee’s basic need - e.g. Herzberg’s dimension of Hygiene contributes to this. Rather than
motivating, properly managed these factors simply avoid dissatisfaction. Some hygiene factors are
salary, job security, personnel policies etc. (Lægaard, 2006). It is the basic job design and - architecture
(Deloitte, 2015). Expectations to basic need various from individuals - e.g. salary may be a content
motivator for one, for others it may be a fundamental motivator – however it might be a progressive
frustration for an unfulfilled lower need.
Content motivators are various kind of rewards based on result of a performance. This can be the
traditional operant conditioning - often referring to Skinner’s reinforcement theory. It is roughly to
appreciate good performance and avoid bad performance. The CEO should make these transparent and
influential (dis-/attractive), but without making it too complex and bureaucratic.
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Figure 2: Pyramid of contextual motivators. (Self-made).
Process motivators concern working process rather than the content outcome. It is related to mastery,
learning, autonomy, responsibility, feedback, and advanced job design. These are referred to as the
“drivers” by Pink or the Core Job Dimensions by Hackman and Oldham. According to Hackman and
Oldham these motivators determine quality, motivation, satisfaction, and low absence (Lægaard,
2006). By redesigning the organizational structure and form, the CEO has direct influence on the
working process. Feedback systems and learning loops are important parameters.
Context motivators are the human desire to contribute to something beyond themselves. It is purpose,
social justice, team-work etc. It is complex and perceptual, but is motivating many individuals. Various
theories mention this motivator, but few categorize it solely. ## is a for-profit organization, and the
product is not obviously contributing to a higher purpose. However, to feel helpful towards customers,
colleagues, and suppliers – stakeholders - can be a motivator. The CEO might overlook these motivators
and consider them resource waste. Understanding these motivators for the individual help to managed
them properly – i.e. make them motivate value adding product innovations that benefit customers or
new production techniques helping fellow colleagues. Continuous improvements must benefit critical
stakeholders of the person contributing – i.e. if colleagues are fired due to an employer-driven
improvement the employees will avoid or sabotage improvements.
2.2 Holistic understanding of motivation
Personal
motivator
Org.
motivator
Other
systems
Other
systems
Employee
Motivation
The CEO’s
leadership
intervention
Figure 3: CEO’s influence on motivation. (Self-made).
Concluding this section, an employee’s degree of motivation is understood as the individual’s personal
– and contextual motivators, both interrelated and interdependent. The contextual motivators are all
systems the employee is a part of; one of them is ## – this system can be influenced by the CEO’s
contextual motivator tools visualized in the pyramid.
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3 Leadership interventions on culture
Following section 2’s concept of motivation, this section will focus on ##’s culture. Firstly, different culture
paradigms will be elaborated; followed by an analysis of the CEO’s interventions on ##’s culture.
3.1 Paradigms view on OC
Culture generates commitment, increases productivity, and perpetuates personal values (Martin,
1992). “Once culture is established and accepted, they become a strong leadership tool to
communicate the leader’s beliefs and values to organizational members ... they become successful in
maintaining organizational growth, the good services demanded by the society, the ability to address
problems before they become disasters and consequently are competitive against rivals.” (Schein,
2007).
Despite the general recognition of OC as vital for success, paradigms perceive it differently. Roughly OC
theory can be split into 3 paradigms (Martin, 1992):
Integration: A popular, simple view, which empowers the leadership as the creator – culture
is a tool - a top-down philosophy. Culture is something we have. (Schein).
Differentiation: Coexisting, interrelated, overlapping, nested subcultures – the culture is the
interdependency, which is either harmonized, conflicting, or indifferent.
Fragmentation: Ambiguous, intangible - a complex view on the system and sub-systems. The
power is diffused at all hierarchical levels. Culture is something we are. (Martin).
The two main conflicting paradigms are integration and fragmentation – does the leader have the
power or is the power diffused. Schein understand culture as 3 levels of artifacts, values, and tacit
assumptions (Lægaard, 2006). Martin does as informal, formal, and values (Martin, 1992). Artifacts,
informal, and formal are the visible systems within a culture. Related to the contextual motivators, an
individual are part of several social systems, following Martin’s paradigm, each system are a culture.
The contextual motivators are in this report understood as a system’s visible culture, which are
influenced and influences the invisible culture that is close related to the personal motivators. As figure
3 shows, the CEO has direct influence on the visible culture of the organization, hence indirect influence
on the organization’s invisible culture, each subsystem’s culture and on the each’s personal motivators.
On the other hand the organizational culture is influenced by other system’s culture and thus ultimately
by each individual. Figure 4 indicates the CEO’s influence sphere.
Figure 4: Elements of culture. Inspired by Schein and Martin. (Self-made).
Visible
Invisib
le
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3.2 CEO’s approach to influence culture
The CEO used his influence to change the culture directly and indirectly. He established formal practices
e.g. by appointing department coordinators and creating a cross-functional core team of the
coordinators, the production manager and himself. Additionally, he promoted informal rituals at
meetings and created stories out of successful changes and improvements.
In contrast to traditions of a functional structure, the cross-functional team tended to a matrix organized
structure with competences and knowle##e from all functions. The new team changed the mechanical
traditions into an organic form – i.e. it created a plenum for orientation and coordination of horizontal
knowle##e-sharing and specializations was used to solve the common tasks within the team. The
change was inspired by the “Leading Change - 8-step model” (Kotter, 2012) , which emphasize the
importance of forming a coalition.
This had a large contextual motivation effect on the core, which was involved and responsible through
their commitment in the team. The fundamental and content motivators did not change much, but the
process and context changed by the new sense of urgency, thus work processes were now towards a
common goal of retaining the competitiveness. However, outside the team the structure became more
hierarchical. The appointment of coordinators increased the mechanical form in the production – i.e.
rights and obligations were decreased to specific tasks, the coordinators had the control, and
information was centralized at the core team. The CEO’s intervention had large indirect influence on
these subsystems, whereas each worker previously had been equal, the appointment resulted in a
formal distance. It had contextual disadvantage in sometimes conflicting goals from the CEO and from
the workers, which the coordinator was in the middle of and naturally influenced by. On the other hand,
it had the advantage of increasing the CEO’s influence reaching further out into each subsystem.
The CEO knew he could not change the whole culture at once and there would naturally be some
reluctance in-process. He worked within the office and closely with the reception; hence the feedback
from these subsystems was relatively accessible and he could act fast to reluctance. Additionally, he
identified low risk of such due to a general sense of urgency for change. However, in the production
department the sense of urgency was low and the reluctance to change was generally high. The team of
coordinators was a vital coalition for accessing feedback from the production workers and influencing
the subsystems culture to be less reluctant and increasingly sense the urgency. As well it was a channel
to promote the successes of the changes made. Figure 5 visualizes the cultural influence of the change.
Figure 5: Intervention influence on ##. (Self-made).
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4 Aligning strategic and employee goals
Closing this report, this section will combine the concepts from previous sections and suggest approaches to
create a motivational culture for employee-driven continuous improvements aligned with the strategic goal of ##.
4.1 Theoretical approaches to continuous improvements
Continuous improvements are neither a goal nor a destiny, rather a culture or philosophy. Kaizen is a
philosophy of a circular process of improvements across the system (Norman, 2010). The Deming Cycle
is a popular tool, with the circular plan, do, check, and adjust stages. OEMS, LEAN, SCOR etc. all
emphasize running the improvement process in a circular manner. Kotter’s “leading change” is a
prescriptive approach originally designed for “… episodic change in rigid, finite, and sequential ways”.
The updated “Accelerate’s 8-step process” is designed to “Run the steps concurrently and
continuously” (Kotter, 2015) and is thus an emergent approach among others like Lewis, who presents
a communicative and continuous culture change alternative (Lewis, 2011). Continuous improvement is
recognition of “Successful organizations cannot remain static if they hope to continue that success;
they must change in order to keep up with a changing world.” (Spector, 2013).
4.2 Employee-driven improvements
To create the contextual motivators and indirectly influence subsystems to motivate kaizen is a
strategic task, to understand the personal motivators and appreciations is critical for success. The CEO
has roughly 3 influence parameters for changing the employee’s motivation: the content -, process -,
and context motivators.
As content motivator the CEO could conditioning Kaizen by rewards on effort and performance.
E.g. giving bonuses to “relevant others” who do the desired effort on improving. Additionally, he
could assign specific improvement tasks with tangible KPIs, and transparently reward based on
performance. The CEO must assess what rewards impact the subsystems i.e. do money bonus
impact the production staff or reception, or would other rewards be more appropriate.
As process motivators the CEO could seek employee involvement by changing the power
structure to create task autonomy further down the hierarchy, by creating an organic
decentralized approach to information sharing, and a cross-functional approach to employee’s
skills mastery and development. He could design cross-level deliberate feedback and relevant
learning loops. This might become relevant as kaizen increasingly becomes a value and tacit
assumption within ##’s culture. Firstly, it is important to use process motivators to motivate the
coalition and the core team.
As context motivators the CEO could emphasize the organizations social benefits of
improvements, by making it transparent who and how the improvements impact and who
initiated and performed them. He could formally promote employees who put effort into
improvements, thus seek to increase their influence on the subcultures. These motivators are
difficult to manage. However, they may have a large impact on the culture change. If
subcultures are negative towards change, employees with improvement ideas may not initiate
them due to social ju##ements from the subsystem, even though the other motivators are
optimal. Changes have to become desirable and beneficial for the employees, thus contributing
is beneficial for the system and has a social reward.
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4.3 Subgoal for subsystem
Kaizen is a company-wide philosophy, but the scope for different leveled employees should vary and so
should the motivators. Just as the probability of success varies from individuals, the goals and demands
for different subsystems should. The functional and mechanical approach the CEO has to the
production will typically promote single-loop learning, with a narrowed specific task focus. Woodward
pessimistically outlined the dangers of this rather Fordism approach (Lægaard, 2006). However, the
workers may not be personal motivated by higher contextual motivators. The CEO must understand the
subcultures and align the contextual motivation accordingly. Too much involvement and advanced loop-
learning may even be an obstacle for the line-staff to perform the task needed (Tosey, et al., 2012). The
primarily activity are fundamentally the survival factor of the company, thus continuous improvements
should enhance these activities, not move the focus away from them. In the core change team the
organization might benefit from motivating double-loop or even triple-loop learning in order to
accumulate shared knowle##e and create innovative improvement solutions (Tosey, et al., 2012). Loop-
learning is dependent on motivation, but is part of tacit assumptions and values for the individual,
hence a change in the deeper level of culture rather than the direct influential structures and artifacts.
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5 Conclusion
Initiating the report, the two main employee motivational dimensions were explained and it was further
specified on which motivators the CEO have direct and indirect influence. Elaborating further on ##’s
culture, 3 different perspectives on culture were presented and were used in a further analysis of how
the CEO had influenced ##’s culture and subsystems. Finally recommendations were elaborated on how
to motivate employee-driven continuous improvements and how to differentiate on subsystem-specific
goals.
5.1 Reflection and further research
In order to create a concise and comprehensive report, delimitations have been needed. Other relevant
theory, analysis and discussions are due to the limited scope down-prioritized. The purpose of the report
is to illustrate some of the most vital perspectives and theories on the subject, and present it in an
innovative and holistic way. Individual perception and personality of the employees have largely been
neglected throughout the report, but could lay the foundation for a social constructivist evaluation.
Reflecting on the report, some interesting alternative routes have come to mind. Some of them are
mentioned below:
How are the external cultures and subcultures influencing the employee motivation?
How will a complete organic and matrix approach affect ## on a long-term?
How has the cultural change project been planned and executed? How has it affected the
result?
How has the cultural change approached environmental sustainable continuous improvements?
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