The document discusses the leadership styles of Alan Lafley and Steve Jobs at Procter & Gamble and Apple respectively. It describes their personality traits, how they demonstrated transformational leadership, and how they motivated employees and fostered teamwork. Both leaders showed passion for their work and were visionary. Lafley transformed P&G's culture to be more innovative and creative, while Jobs focused Apple on its core profitable products. They motivated employees through empowerment, praise, and informal techniques. This allowed their companies to thrive under their leadership.
This document discusses the leadership styles of Alan Lafley of Procter & Gamble and Steve Jobs of Apple. It analyzes their personality traits, how they demonstrated transformational leadership, and how they motivated employees and developed teamwork. Specifically, it describes how Lafley transformed P&G's culture to be more innovative through visionary leadership and empowering managers, and how Jobs successfully revived Apple through popular products developed under his leadership. Both leaders were praised for turning their companies around from decline to major success through effective leadership.
The document provides an overview of the leadership styles of Alan Lafley and Steve Jobs in transforming Procter & Gamble and Apple respectively. It discusses their personality traits like passion and vision. It describes how they used transformational leadership to communicate their visions, motivate change and innovation. It also examines how they motivated employees through empowerment, recognition and high standards, and fostered teamwork through consensus decision making and challenging goals.
How winning companies develop leaders mit sloan - fall 2000theetderks
1) The document discusses leadership development programs at several large, successful companies including GE, HP, Johnson & Johnson, Shell, Arthur Andersen, and the World Bank.
2) It finds that these companies tie leadership development closely to business strategy and invest significant financial resources in developing leaders.
3) There are five critical steps to making leadership development strategic: assessment, alignment, action, anticipation, and awareness. The document provides examples of how the profiled companies implement these steps.
This document discusses how companies measure the impact of flexibility in the workplace. It finds that the most common approaches are to include questions about flexibility in annual employee surveys and specialized work-life/diversity surveys. These surveys measure the availability and importance of flexibility, and analyze correlations between flexibility and outcomes like job satisfaction, retention, and stress levels. Companies are able to better understand how flexibility contributes to business objectives like productivity and performance. The data collected helps strengthen the business case for expanding flexibility practices.
Today, no one is safe from forces and pressures, which are exerted on it, because of a significant number of
the requirements in particular as regards competitiveness,the need for change, or the crises and the
deregulations. In front of the economic and social turbulences which we know, the creation of new
company appears as a cause of general interest. This research papers focuses on the problem of the
entrepreneurship, and more particularly on the stake which this domain represents in our society, by
treating the entrepreneurial teams as an opportunity for success the entrepreneurial project. To face this,
entrepreneur must reconsider their behaviors and their practices to renew themselves, to open out and
reinforce their position in the market. Some of these practices form what one calls the entrepreneurial
orientation. For this reason, we will devote this paper for better encircling and apprehending the concept of
entrepreneurial team. We focused on review literature through a survey of a sample of entrepreneurs from
Tunisia.
The document discusses Google's corporate culture and the three core values that underpin it: trust, transparency, and inclusion. It explores how Google's founders Larry Page and Sergy Brin cultivated this culture through their transformational leadership approach and the creation of the Googleplex campus, which was designed to embody and promote the values of trust, transparency, and inclusion through its unconventional work spaces and emphasis on social interaction between employees. The document argues that these three values have been intentionally developed and reinforced in Google's culture, leadership model, employee engagement strategies, and physical work environment to create a highly productive and innovative workplace.
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.
This document discusses the leadership styles of Alan Lafley of Procter & Gamble and Steve Jobs of Apple. It analyzes their personality traits, how they demonstrated transformational leadership, and how they motivated employees and developed teamwork. Specifically, it describes how Lafley transformed P&G's culture to be more innovative through visionary leadership and empowering managers, and how Jobs successfully revived Apple through popular products developed under his leadership. Both leaders were praised for turning their companies around from decline to major success through effective leadership.
The document provides an overview of the leadership styles of Alan Lafley and Steve Jobs in transforming Procter & Gamble and Apple respectively. It discusses their personality traits like passion and vision. It describes how they used transformational leadership to communicate their visions, motivate change and innovation. It also examines how they motivated employees through empowerment, recognition and high standards, and fostered teamwork through consensus decision making and challenging goals.
How winning companies develop leaders mit sloan - fall 2000theetderks
1) The document discusses leadership development programs at several large, successful companies including GE, HP, Johnson & Johnson, Shell, Arthur Andersen, and the World Bank.
2) It finds that these companies tie leadership development closely to business strategy and invest significant financial resources in developing leaders.
3) There are five critical steps to making leadership development strategic: assessment, alignment, action, anticipation, and awareness. The document provides examples of how the profiled companies implement these steps.
This document discusses how companies measure the impact of flexibility in the workplace. It finds that the most common approaches are to include questions about flexibility in annual employee surveys and specialized work-life/diversity surveys. These surveys measure the availability and importance of flexibility, and analyze correlations between flexibility and outcomes like job satisfaction, retention, and stress levels. Companies are able to better understand how flexibility contributes to business objectives like productivity and performance. The data collected helps strengthen the business case for expanding flexibility practices.
Today, no one is safe from forces and pressures, which are exerted on it, because of a significant number of
the requirements in particular as regards competitiveness,the need for change, or the crises and the
deregulations. In front of the economic and social turbulences which we know, the creation of new
company appears as a cause of general interest. This research papers focuses on the problem of the
entrepreneurship, and more particularly on the stake which this domain represents in our society, by
treating the entrepreneurial teams as an opportunity for success the entrepreneurial project. To face this,
entrepreneur must reconsider their behaviors and their practices to renew themselves, to open out and
reinforce their position in the market. Some of these practices form what one calls the entrepreneurial
orientation. For this reason, we will devote this paper for better encircling and apprehending the concept of
entrepreneurial team. We focused on review literature through a survey of a sample of entrepreneurs from
Tunisia.
The document discusses Google's corporate culture and the three core values that underpin it: trust, transparency, and inclusion. It explores how Google's founders Larry Page and Sergy Brin cultivated this culture through their transformational leadership approach and the creation of the Googleplex campus, which was designed to embody and promote the values of trust, transparency, and inclusion through its unconventional work spaces and emphasis on social interaction between employees. The document argues that these three values have been intentionally developed and reinforced in Google's culture, leadership model, employee engagement strategies, and physical work environment to create a highly productive and innovative workplace.
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.
Characteristics of organizational behaviourpascastpt
This document discusses the 7 primary characteristics that define organizational culture:
1. Innovative cultures value flexibility, experimentation, and risk-taking. W.L. Gore is given as an example of an innovative culture.
2. Aggressive cultures value competitiveness and outperforming competitors, sometimes at the cost of ethics. Microsoft is described as aggressive.
3. Outcome-oriented cultures emphasize achievement, results, and action. Best Buy focuses on sales performance and daily metrics.
4. Stable cultures aim for efficiency through predictability and rules. Kraft Foods suffered from being too bureaucratic and resistant to change.
5. People-oriented cultures prioritize fairness, support, and respect for
The document discusses the differences between management and leadership. It argues that managers should lead people and manage processes and things, not manage people directly. Managing people can cause ineffectiveness, while leadership inspires and empowers workers. Both management and leadership skills are needed, as the roles are complementary and not easily separated, especially with the rise of knowledge workers. The key aspects of leadership are aligning goals with higher directives, empowering people, and leading by example rather than direct management.
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The country’s prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
The document summarizes key concepts from the book "Above the Board" about how ethical CEOs create honest corporations. It discusses three techniques CEOs use: 1) telling stories to bring corporate values to life, which opens dialogue between leaders and employees; 2) dealing honestly with challenges to maintain integrity; and 3) using mixed media like videos and games to engage employees on ethics. The book argues an ethical culture depends on employees embracing values in their daily work, and these techniques aim to set an environment encouraging ethical behavior.
How Leaders Drive Workforce Performancemajor_sunil
The document discusses the findings of a study on leadership and employee engagement conducted by Right Management involving nearly 30,000 employees across 15 countries. Some key findings include:
- Leadership was found to have a significant correlation with employee engagement. Organizations with effective leadership had over twice as many engaged employees as those without.
- While various factors like work processes, learning opportunities, and culture correlated more strongly with engagement than leadership alone, leadership was still implicated in driving those other factors.
- Engaged employees viewed both senior leaders and immediate managers favorably, while unengaged employees did not view leaders as favorably.
- Senior leaders were valued most for valuing employees and having the capability to succeed, while immediate managers
This document provides an overview of chapter 16 from the textbook "Management" 10th edition by Stephen P. Robbins and Mary Coulter. The chapter discusses managers as leaders and covers topics such as early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. Key sections summarize trait theories, behavioral theories including the Ohio State and Michigan studies, contingency theories like Fiedler's model and situational leadership theory, and differences between transactional and transformational leadership.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
This document is a term project report on human resources management. It contains a literature review on organizational learning and innovativeness in organizations. The literature review defines key concepts, compares organizational learning and innovativeness, and analyzes four contrasting models of organizational learning based on different knowledge types. The report also includes statistical analysis testing several hypotheses about the relationship between organizational learning, innovativeness, and industry sector differences.
The document discusses various organizational theories including:
- Classical organizational theory which views organizations as mechanistic and focuses on structure.
- Human relations theory which adds a human/personal element and emphasizes relationships.
- Contingency theory which argues an organization's structure depends on various contingencies.
It also covers organizational culture and climate, socialization processes, and person-organization and person-job fit. Socialization aims to improve newcomers' fit with the organization and job through recruitment, training, and acceptance into work groups. National culture can impact socialization approaches. Schneider's attraction-selection-attrition model posits organizations attract certain types of people who are then selected and retained, influencing long-term culture.
More information:https://flevy.com/browse/flevypro/influence-model-for-change-3658
Transformation initiatives aren’t easy to manage. In fact, data suggests most Transformation efforts globally to have ended up in failure. Organizations tend to execute large-scale Change initiatives devoid of any real focus on the human element--building their people’s faith and commitment, bolstering it, and minimizing any resistance to Change. These priorities seem simple but are most likely to be missed out on during the hue and cry of the Transformation endeavor.
This presentation talks about the "Influence Model" for Change Management and its 4 building blocks. These 4 building blocks are actually the key actions that Transformation programs should focus on to alter the mindsets and behaviors of the workforce, in order to induce real Change. Whereas organizational culture largely encompasses employees' mindsets, the Influence Model focuses on changing the behaviors across the board.
The Influence Model has been endorsed by both academic research and practical experience. The 4 key actions of the Influence Model are derived from formal organizational mechanisms and work practices that work best for Transformation:
1. Understanding
2. Reinforcement
3. Skills for Change
4. Role Modeling
The slide deck also includes some slide templates for you to use in your own business presentations.
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 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.
The document discusses succession management and planning. It begins by providing examples of companies appointing internal vs. external CEO candidates. It then discusses the benefits of internal succession, such as higher shareholder returns. Visionary companies are more likely to promote from within. However, many companies do not take succession seriously or have succession plans.
The challenges of succession management are then outlined, such as reluctance to plan for unwanted leadership changes. Building the best succession management involves a strategic, systematic approach to developing a pipeline of talent aligned with company strategy. Key elements include alignment of succession with strategy, commitment from leadership, assessment of talent, development programs, and metrics.
This document discusses how developing emotional intelligence in the workplace can improve employee engagement and retention. It begins with an introduction explaining the importance of engagement and retention for organizations. It then defines emotional intelligence and discusses how skills like self-awareness, empathy, and relationship management can be developed through training. The document proposes a blended learning approach to teach emotional intelligence. Research findings showed that demonstrating emotional intelligence as a leader was linked to higher engagement and lower turnover. The conclusion recommends organizations assess gaps in emotional intelligence and develop a strategy to create an emotionally intelligent culture.
Human Energy and Immaterial Communication: The missing link for Inspirational...CSCJournals
Why does Harvard Business Review consider the article ‘Pygmalion in Management’ from the 1970s as one of the best in the area of Motivation, and yet there has been negligible research about this topic in the field of leadership? Probably because the Pygmalion Effect can only be studied using complexity sciences. This paper covers the scientific discoveries in the field of human energy in the last century, and connects them to an interdisciplinary analysis of quantum mechanics, bio-fields, neuroplasticity, and epigenetics, in order to give novel explanations of how the Pygmalion Effect happens and how it is essential to understand leadership and vanguard management. Hence, a new leadership soft-skill is constructed: immaterial communication. This new leadership construct is helping reduce the 86% rate (Gallup, 2013) of disengaged workers around the world. A descriptive proposal of operationalizing Immaterial Communication is presented at the end.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
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.
This document provides an introduction and background to a proposed DBA thesis that will examine the impact of leadership styles on organizational performance in the oil and gas sector in Egypt. The study aims to determine if laissez-faire, transactional, or transformational leadership styles have a significant impact on company performance. It hypothesizes that one of the styles may positively influence outstanding performance. The research could help transfer effective leadership traits to underperforming companies to enhance the overall industry. The document outlines the problem statement, research questions, hypotheses, limitations, and provides an overview of the relevant literature on leadership theories and factors that will be examined.
I need you to answer 3 discussion post questions from my peers and s.pdfallurafashions98
I need you to answer 3 discussion post questions from my peers and state whether you agree or
disagree:
1.
I have chosen to complete the Fortune 500 CEO comparison using Apple, as from what I have
read, has had two of the most contrasting leadership styles in the last 20 years that we were all
witness to. Steve Jobs and Tim Cook contributed significantly to the company's success and
continued success.
Leadership Traits Tim Cook Steve Jobs
Teamwork High Low
Control of Employees Low High
Visionary Moderate High
Attention to Detail High High
Customer/Shareholder Service High Moderate/Low
Tim Cook encourages collaboration, teamwork, and a democratic work environment. The change
in team environment team success was a push by Tim Cook. He included himself in team
decisions and could be questioned or challenged. The Tim Cook era took the customers requests
and input, and customer service was placed higher on the list than in previous times, which
helped Apple remain with the market share. The highlight of showing that Tim Cook cares for
the customer and shareholders is that he can apologize when the company fails and
acknowledges shortcomings.
Steve Jobs was known as an authoritarian leader and dreamer. He was part of Apple in the
beginning, was pushed out and came back in the late 90s and is viewed as the one who made
Apple what it is today. Steve Jobs was also known for his extreme attention to detail,
micromanaging, and aggressive tactics with employees. These traits sound negative, but without
Steve Jobs, there would be no Apple, and without Apple and some of its widely used products,
we would not have many of the products/competition we have from other companies.
Both CEOs have been highly successful in their time as CEO of Apple. Steve Jobs gave us the
iPod, iPhone, and iPad, utilizing visionary ideas and deciding that they were possible and Apple
would be the one to do it. Tim Cook pulled together the different groups and teams within Apple
to create further progression and customer satisfaction. Jobs was tasked with building this
company that needed to be fixed and revived, and Cook was charged with maintaining and
growing the base.
2.
I have chosen Jeff Bezos and, former CEO and Andy Jassy, current CEO of Amazon for my
comparison. These two men are very similar in many ways but when it comes to understanding
and appreciating a balance of work and personal life Jassy has Bezos beat.
With Bezos being the founder, Amazon is his creation and his baby and he cannot see that
anything else including a home life is more important. This characteristic does not make for
happy employees. Jassy has been an inside employee at Amazon for a long time and appreciates
that employees need a life outside of work (Jeff Bezoss successor, n.d.). As we have leaned
throughout this course, happy employees are more productive, efficient, and loyal.
These two men share many traits such as competitiveness, detail oriented, determination, and
empowerment. Jassy has a s.
The document discusses the role of human resource development (HRD) professionals as change agents in organizations. It first covers organizational change management and common change models like Lewin's three-step model of unfreezing, moving, and refreezing and Kotter's eight-step model. It then examines the specific roles of HRD professionals in change management, such as facilitating change through training and communication, helping implement new technologies, and guiding organizations through recruitment and evaluation of customer needs during times of change. The document concludes that the role of HRD professionals has evolved to include change agent responsibilities in addition to traditional training and development functions.
Running head EMPLOYEE VOICE1EMPLOYEE VOICE7Em.docxsusanschei
Running head: EMPLOYEE VOICE 1
EMPLOYEE VOICE 7
Employee Voice
Brandy Lewis
Professor Aaron Lockhart, MBA, PHR
BUSI 343-B02
01/22/2017
Introduction Comment by Lockhart, Aaron Scott (School of Business):
The introduction should never have a heading that identifies it as the introduction. It is the introduction by virtue of its location (Chapter 2, 2.05, p. 27) (Figure 2.1, pp. 42-43).
The management of the company entrusted the Head of Talent Management with the task of establishing a ‘Martini Culture' in the workplace. The Martini culture refers to a situation whereby an employee has the right to work from any place and at any time (Williams, 2015). The introduction of this culture was aimed at boosting the innovative spirit that the company already had at the workplace. Innovation was meant to help the company expand into new areas in the future. The Head of Talent Management came up with a strategy to give the workers the liberty to work where and when they could yield the best results. The main challenge that the head of talent management faced was trying to bring the senior management team on board. The senior management did not trust that the employees would be working efficiently from other places away from the office, where they could not be supervised (Budd, 2012). However, all the team members eventually came on board and agreed to try introducing this culture into the company.
Implementation of the Martini Culture Comment by Lockhart, Aaron Scott (School of Business):
Level 1 headings are centered, in bold print, and in 'Title Case' (Chapter 3, 3.03, pp. 62-63; see Table 3.1 and Figure 2.1).
The Head of Talent utilized the employees who showed interest and organized them into groups in the first stage of implementing the martini culture. He came up with a flexible working system and a performance management mechanism. The first phase was the trial period, and it lasted for three months. During this time the workers were given some flexibility around the working hours which they were used to. The employees were allowed to set the output levels which they wanted to reach. The responsibility of the management was to train them and create an enabling environment for achieving the set goals. The managers were also required to assist the workers in acquiring the necessary skills needed for them to achieve the set goals (Williams, 2015). The managers did this with support from the head of talent.
The three-month trials period was a success, and the managers decided to adopt the new ways. Adoption of this culture was in the form of removal of restrictions revolving around where and when the employees would work. The office dress code was also modified to enhance this management scheme (Budd, 2012) further.
Challenges
There were, nonetheless, some difficulties that were witnessed in the establishment of a martini culture. The primary problem that the implementation faced was that some managers did not understand the culture a ...
Characteristics of organizational behaviourpascastpt
This document discusses the 7 primary characteristics that define organizational culture:
1. Innovative cultures value flexibility, experimentation, and risk-taking. W.L. Gore is given as an example of an innovative culture.
2. Aggressive cultures value competitiveness and outperforming competitors, sometimes at the cost of ethics. Microsoft is described as aggressive.
3. Outcome-oriented cultures emphasize achievement, results, and action. Best Buy focuses on sales performance and daily metrics.
4. Stable cultures aim for efficiency through predictability and rules. Kraft Foods suffered from being too bureaucratic and resistant to change.
5. People-oriented cultures prioritize fairness, support, and respect for
The document discusses the differences between management and leadership. It argues that managers should lead people and manage processes and things, not manage people directly. Managing people can cause ineffectiveness, while leadership inspires and empowers workers. Both management and leadership skills are needed, as the roles are complementary and not easily separated, especially with the rise of knowledge workers. The key aspects of leadership are aligning goals with higher directives, empowering people, and leading by example rather than direct management.
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The country’s prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
The document summarizes key concepts from the book "Above the Board" about how ethical CEOs create honest corporations. It discusses three techniques CEOs use: 1) telling stories to bring corporate values to life, which opens dialogue between leaders and employees; 2) dealing honestly with challenges to maintain integrity; and 3) using mixed media like videos and games to engage employees on ethics. The book argues an ethical culture depends on employees embracing values in their daily work, and these techniques aim to set an environment encouraging ethical behavior.
How Leaders Drive Workforce Performancemajor_sunil
The document discusses the findings of a study on leadership and employee engagement conducted by Right Management involving nearly 30,000 employees across 15 countries. Some key findings include:
- Leadership was found to have a significant correlation with employee engagement. Organizations with effective leadership had over twice as many engaged employees as those without.
- While various factors like work processes, learning opportunities, and culture correlated more strongly with engagement than leadership alone, leadership was still implicated in driving those other factors.
- Engaged employees viewed both senior leaders and immediate managers favorably, while unengaged employees did not view leaders as favorably.
- Senior leaders were valued most for valuing employees and having the capability to succeed, while immediate managers
This document provides an overview of chapter 16 from the textbook "Management" 10th edition by Stephen P. Robbins and Mary Coulter. The chapter discusses managers as leaders and covers topics such as early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. Key sections summarize trait theories, behavioral theories including the Ohio State and Michigan studies, contingency theories like Fiedler's model and situational leadership theory, and differences between transactional and transformational leadership.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
This document is a term project report on human resources management. It contains a literature review on organizational learning and innovativeness in organizations. The literature review defines key concepts, compares organizational learning and innovativeness, and analyzes four contrasting models of organizational learning based on different knowledge types. The report also includes statistical analysis testing several hypotheses about the relationship between organizational learning, innovativeness, and industry sector differences.
The document discusses various organizational theories including:
- Classical organizational theory which views organizations as mechanistic and focuses on structure.
- Human relations theory which adds a human/personal element and emphasizes relationships.
- Contingency theory which argues an organization's structure depends on various contingencies.
It also covers organizational culture and climate, socialization processes, and person-organization and person-job fit. Socialization aims to improve newcomers' fit with the organization and job through recruitment, training, and acceptance into work groups. National culture can impact socialization approaches. Schneider's attraction-selection-attrition model posits organizations attract certain types of people who are then selected and retained, influencing long-term culture.
More information:https://flevy.com/browse/flevypro/influence-model-for-change-3658
Transformation initiatives aren’t easy to manage. In fact, data suggests most Transformation efforts globally to have ended up in failure. Organizations tend to execute large-scale Change initiatives devoid of any real focus on the human element--building their people’s faith and commitment, bolstering it, and minimizing any resistance to Change. These priorities seem simple but are most likely to be missed out on during the hue and cry of the Transformation endeavor.
This presentation talks about the "Influence Model" for Change Management and its 4 building blocks. These 4 building blocks are actually the key actions that Transformation programs should focus on to alter the mindsets and behaviors of the workforce, in order to induce real Change. Whereas organizational culture largely encompasses employees' mindsets, the Influence Model focuses on changing the behaviors across the board.
The Influence Model has been endorsed by both academic research and practical experience. The 4 key actions of the Influence Model are derived from formal organizational mechanisms and work practices that work best for Transformation:
1. Understanding
2. Reinforcement
3. Skills for Change
4. Role Modeling
The slide deck also includes some slide templates for you to use in your own business presentations.
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 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.
The document discusses succession management and planning. It begins by providing examples of companies appointing internal vs. external CEO candidates. It then discusses the benefits of internal succession, such as higher shareholder returns. Visionary companies are more likely to promote from within. However, many companies do not take succession seriously or have succession plans.
The challenges of succession management are then outlined, such as reluctance to plan for unwanted leadership changes. Building the best succession management involves a strategic, systematic approach to developing a pipeline of talent aligned with company strategy. Key elements include alignment of succession with strategy, commitment from leadership, assessment of talent, development programs, and metrics.
This document discusses how developing emotional intelligence in the workplace can improve employee engagement and retention. It begins with an introduction explaining the importance of engagement and retention for organizations. It then defines emotional intelligence and discusses how skills like self-awareness, empathy, and relationship management can be developed through training. The document proposes a blended learning approach to teach emotional intelligence. Research findings showed that demonstrating emotional intelligence as a leader was linked to higher engagement and lower turnover. The conclusion recommends organizations assess gaps in emotional intelligence and develop a strategy to create an emotionally intelligent culture.
Human Energy and Immaterial Communication: The missing link for Inspirational...CSCJournals
Why does Harvard Business Review consider the article ‘Pygmalion in Management’ from the 1970s as one of the best in the area of Motivation, and yet there has been negligible research about this topic in the field of leadership? Probably because the Pygmalion Effect can only be studied using complexity sciences. This paper covers the scientific discoveries in the field of human energy in the last century, and connects them to an interdisciplinary analysis of quantum mechanics, bio-fields, neuroplasticity, and epigenetics, in order to give novel explanations of how the Pygmalion Effect happens and how it is essential to understand leadership and vanguard management. Hence, a new leadership soft-skill is constructed: immaterial communication. This new leadership construct is helping reduce the 86% rate (Gallup, 2013) of disengaged workers around the world. A descriptive proposal of operationalizing Immaterial Communication is presented at the end.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
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.
This document provides an introduction and background to a proposed DBA thesis that will examine the impact of leadership styles on organizational performance in the oil and gas sector in Egypt. The study aims to determine if laissez-faire, transactional, or transformational leadership styles have a significant impact on company performance. It hypothesizes that one of the styles may positively influence outstanding performance. The research could help transfer effective leadership traits to underperforming companies to enhance the overall industry. The document outlines the problem statement, research questions, hypotheses, limitations, and provides an overview of the relevant literature on leadership theories and factors that will be examined.
I need you to answer 3 discussion post questions from my peers and s.pdfallurafashions98
I need you to answer 3 discussion post questions from my peers and state whether you agree or
disagree:
1.
I have chosen to complete the Fortune 500 CEO comparison using Apple, as from what I have
read, has had two of the most contrasting leadership styles in the last 20 years that we were all
witness to. Steve Jobs and Tim Cook contributed significantly to the company's success and
continued success.
Leadership Traits Tim Cook Steve Jobs
Teamwork High Low
Control of Employees Low High
Visionary Moderate High
Attention to Detail High High
Customer/Shareholder Service High Moderate/Low
Tim Cook encourages collaboration, teamwork, and a democratic work environment. The change
in team environment team success was a push by Tim Cook. He included himself in team
decisions and could be questioned or challenged. The Tim Cook era took the customers requests
and input, and customer service was placed higher on the list than in previous times, which
helped Apple remain with the market share. The highlight of showing that Tim Cook cares for
the customer and shareholders is that he can apologize when the company fails and
acknowledges shortcomings.
Steve Jobs was known as an authoritarian leader and dreamer. He was part of Apple in the
beginning, was pushed out and came back in the late 90s and is viewed as the one who made
Apple what it is today. Steve Jobs was also known for his extreme attention to detail,
micromanaging, and aggressive tactics with employees. These traits sound negative, but without
Steve Jobs, there would be no Apple, and without Apple and some of its widely used products,
we would not have many of the products/competition we have from other companies.
Both CEOs have been highly successful in their time as CEO of Apple. Steve Jobs gave us the
iPod, iPhone, and iPad, utilizing visionary ideas and deciding that they were possible and Apple
would be the one to do it. Tim Cook pulled together the different groups and teams within Apple
to create further progression and customer satisfaction. Jobs was tasked with building this
company that needed to be fixed and revived, and Cook was charged with maintaining and
growing the base.
2.
I have chosen Jeff Bezos and, former CEO and Andy Jassy, current CEO of Amazon for my
comparison. These two men are very similar in many ways but when it comes to understanding
and appreciating a balance of work and personal life Jassy has Bezos beat.
With Bezos being the founder, Amazon is his creation and his baby and he cannot see that
anything else including a home life is more important. This characteristic does not make for
happy employees. Jassy has been an inside employee at Amazon for a long time and appreciates
that employees need a life outside of work (Jeff Bezoss successor, n.d.). As we have leaned
throughout this course, happy employees are more productive, efficient, and loyal.
These two men share many traits such as competitiveness, detail oriented, determination, and
empowerment. Jassy has a s.
The document discusses the role of human resource development (HRD) professionals as change agents in organizations. It first covers organizational change management and common change models like Lewin's three-step model of unfreezing, moving, and refreezing and Kotter's eight-step model. It then examines the specific roles of HRD professionals in change management, such as facilitating change through training and communication, helping implement new technologies, and guiding organizations through recruitment and evaluation of customer needs during times of change. The document concludes that the role of HRD professionals has evolved to include change agent responsibilities in addition to traditional training and development functions.
Running head EMPLOYEE VOICE1EMPLOYEE VOICE7Em.docxsusanschei
Running head: EMPLOYEE VOICE 1
EMPLOYEE VOICE 7
Employee Voice
Brandy Lewis
Professor Aaron Lockhart, MBA, PHR
BUSI 343-B02
01/22/2017
Introduction Comment by Lockhart, Aaron Scott (School of Business):
The introduction should never have a heading that identifies it as the introduction. It is the introduction by virtue of its location (Chapter 2, 2.05, p. 27) (Figure 2.1, pp. 42-43).
The management of the company entrusted the Head of Talent Management with the task of establishing a ‘Martini Culture' in the workplace. The Martini culture refers to a situation whereby an employee has the right to work from any place and at any time (Williams, 2015). The introduction of this culture was aimed at boosting the innovative spirit that the company already had at the workplace. Innovation was meant to help the company expand into new areas in the future. The Head of Talent Management came up with a strategy to give the workers the liberty to work where and when they could yield the best results. The main challenge that the head of talent management faced was trying to bring the senior management team on board. The senior management did not trust that the employees would be working efficiently from other places away from the office, where they could not be supervised (Budd, 2012). However, all the team members eventually came on board and agreed to try introducing this culture into the company.
Implementation of the Martini Culture Comment by Lockhart, Aaron Scott (School of Business):
Level 1 headings are centered, in bold print, and in 'Title Case' (Chapter 3, 3.03, pp. 62-63; see Table 3.1 and Figure 2.1).
The Head of Talent utilized the employees who showed interest and organized them into groups in the first stage of implementing the martini culture. He came up with a flexible working system and a performance management mechanism. The first phase was the trial period, and it lasted for three months. During this time the workers were given some flexibility around the working hours which they were used to. The employees were allowed to set the output levels which they wanted to reach. The responsibility of the management was to train them and create an enabling environment for achieving the set goals. The managers were also required to assist the workers in acquiring the necessary skills needed for them to achieve the set goals (Williams, 2015). The managers did this with support from the head of talent.
The three-month trials period was a success, and the managers decided to adopt the new ways. Adoption of this culture was in the form of removal of restrictions revolving around where and when the employees would work. The office dress code was also modified to enhance this management scheme (Budd, 2012) further.
Challenges
There were, nonetheless, some difficulties that were witnessed in the establishment of a martini culture. The primary problem that the implementation faced was that some managers did not understand the culture a ...
Steve Jobs displayed several personality traits that contributed to his leadership success and effectiveness. He exhibited traits like self-confidence, extroversion, assertiveness, and high energy. However, he also showed weaknesses in emotional stability and intelligence. While these traits drove his ambition and vision, they also resulted in unrealistic demands on employees and a lack of empathy. Overall, Jobs was an effective leader due to strengths like intelligence, drive and vision, but he could have improved by developing emotional intelligence and self-regulation. The document also provides recommendations for how Jobs could have enhanced his leadership.
The Change AnalysisAccording to Tock (2012), a successful CEO.docxmehek4
The Change Analysis
According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs.
Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEO’s, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again.
In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012).
The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the company’s low turnover rate in the company continues to be low as with Steve Job’s leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...
A Review Paper On Organizational Culture And Organizational PerformanceAlicia Buske
This document provides an overview of organizational culture and organizational performance. It defines organizational culture as the ideas, customs, and skills of a given organization. It also discusses various definitions and measures of organizational performance, including financial measures like profitability, return on assets, and growth, as well as effectiveness measures. The document reviews literature linking organizational culture and performance, with some studies finding a relationship between strong organizational culture and better performance, while other research finds the relationship is more complex. The objective is to highlight definitions of organizational culture and performance as well as literature on their relationship.
This document discusses worker passion and introduces the concept of the "passion of the Explorer". It describes how Obtiva, a software consultancy, grew from 5 people to 500 by implementing an apprenticeship program that focused on hiring individuals with certain dispositions over specific skills. These dispositions included being relentlessly resourceful, getting tasks done without needing to be checked on, and having a passion for continuous learning and skill development. The document argues that cultivating these types of passionate workers can help companies adapt to a changing environment where skills become obsolete quickly. It introduces the concept that dispositions, unlike skills, endure over time and allow workers to continuously renew their skills.
and here is anotherWhether you are a manager, a potential future m.docxhirstcruz
and here is another
Whether you are a manager, a potential future manager, or an employee within an organization, you will benefit from becoming competent in the four functions of management.
Robbins and Judge (2013) discussed the four functions of management in the POLC model:
P
lanning,
O
rganizing,
L
eading, and
C
ontrolling. You also practiced with these four functions in your Learning Activity. Think about a time in your work, or in your personal or school experience where you have used all four functions of management. You may choose different experiences if no one experience covered all functions.
Checklist:
Describe that experience to your classmates using research support from the text or another viable source (you may not use Wikipedia).
Which function do you believe managers use most often?
What could have made the leadership function a better experience?
Review an
example of an initial posting
in response to the checklist items above. Read about leadership by clicking on the document attached below.
READING
Management versus Leadership Leadership means a person could be alone in his or her initial vision, and it implies some risk. These people are innovators. Their job is to inspire others to see and believe in the vision and goals of the organization or initiative.
Management means responsibility for administration of a plan or carrying out the plan or initiative through others. Leadership…What is it? According to Dubrin (2010), leaders inspire others to follow them in realizing goals. Depending on the organization or team of people being led, the definition can have different nuances. A famous U.S. football quarterback once said that a leader is the one willing to “take the blame” (as cited in Dubrin, 2010, p. 3). Leaders can move whole nations to action. One example of this is Winston Churchill’s famous radio broadcasts (as Prime Minister) in the United Kingdom during World War II (1939– 1945). On the brink of defeat in the campaign against Germany, Churchill refused to be conquered or accept anything less than total surrender from the enemy. His broadcasts and speeches inspired the entirety of the nation to keep on fighting. However, Churchill also risked ridicule at the very beginning of the war when he warned the public of the threat of Hitler’s ambitions in Europe. Sometimes a leader can be a visionary such as Steve Jobs at Apple®. Jobs pioneered a vision of streamlined products that interacted in a user-friendly manner. His penchant for simplified or sleek design of the company products in response to consumer needs drove industry growth and inspired competitors.
References Dubrin, A. J. (2010). Leadership: Research findings, practice, and skills (6th ed.). Mason, OH: Cengage.
Leadership Skills Executive skills needed by leaders according to Hackman and Walton (1986) are: being able to see and communicate the big picture or the end goal to others, negotiating for needed resources, making good decisions .
Running head: CSR BRIEF 1
2
CSR BRIEF
CSR BriefJared LinscombeMGT/426
December 6, 2017
Martin PayCSR Brief
Organizations can be responsible for the things that will affect the organization either internally or externally. Corporate Social Responsibility is a processed evaluation that initially aids the companies analyze and understand their responsibility to the society, customers, the surrounding as well as the staff of the organization. Walt Disney Company has grown to be the world largest entertainment and Information Company. In this “CSR Brief” summary, I will summarize Walt Disney Company culture. I will also display characteristics that have given Walt Disney Company the ability to be a learning organization as well as explain how Walt Disney Culture and learning organizational abilities support from a change initiative.
Review & Research
Culture is defined as the way people do things around here. It provides direction, whether intentional or in reality, on the things that should be done, how we should do them and as to why they are done that way. Culture pervades every firm, and it has the power to either sustain or wipe out even the most vital change strategies.
In the aftermath of the latest encounter regarding our organizational process, it was discovered that our organization was in fact utilizing the “Process” change model was it successful? In some ways I can say yes, and in others it was a communicational disaster. I can also truthfully state that having our delegation removed proved to be a lesson in not only humility but in Strategic Change, and once the decision was made the effects were swiftly and without recourse (Serrat, 2017).
Now that there are three other selected delegating agencies that will thoroughly review our departments’ decisions in the above three areas (personnel, contracting, technology). I then realized in that moment, our culture had changed.
My Company’s Ability as a Learning Organization
One may ask how you deal with such a drastic change. Was there a design model during this shift? And because we are all aware that creating a culture consist of various mindsets and attitude and behaviors (Serrat, 2017).
This change became not only a Power Culture but a Role Culture as well. Power cultures are known to be demanding of its leaders and its people within the organization. And the implementation of the Role Culture forced a non-existent collaboration among upper management and its leaders. And by doing so it did not allow a “processing time for staff and employees to process.
Did this Decision Support or Detract from a Change Initiative?
According to O’Connor (2017), “Firms need to change their structure in order for them to be able to accommodate internal expansions as well as have a chance to adjust and adapt to external factors,” I feel that this decision did indeed detract, meanin ...
Yahoo would be unimaginable without its well-known, although publicly criticized CEO, Marissa Mayer. In the following presentation, we take a closer look at the corporate transformation undertaken by Yahoo’s leadership, while paying special attention to the change strategy used for trying to radically re-establish itself in today's changing environment. In so doing, we analyze the company’s turnaround strategy and discuss the advantages, as well as potential dangers such measures can entail.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding. Jobs fostered teamwork, innovation, and rewarding top performance. Under his leadership, Apple thrived.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding in the market. Jobs fostered teamwork, innovation, and rewarded top performance. Under his leadership, Apple thrived.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
This document discusses corporate culture, specifically focusing on Google's culture. It begins by introducing the topic of corporate culture and how it can impact an organization. It then examines Google's unique culture as seen in an internship film, noting benefits like relaxation rooms, nap pods, and free breakfast that help attract and retain employees. Google prioritizes hiring "Googley" people and creating a pleasant work environment. The document asks questions about the strengths and weaknesses of Google's culture and relates it to other corporate cultures. It also analyzes Google's culture using Edgar Schein's three levels of culture and Charles Handy's model of organizational culture. Finally, it examines Google using Johnson and Scholes' cultural web framework.
Steve Jobs displayed several personality traits that contributed to his success as a leader. He had high self-confidence which allowed him to make difficult decisions and stand by them. As an extrovert, he was outgoing and willing to confront others to show his leadership. Jobs also had a high level of energy and passion for his work, often working 90-hour weeks. He was intelligent and able to quickly solve problems. Jobs took responsibility for outcomes as an internal locus of control and worked to achieve his ambitious goals. However, he could also be egoistic and lacked empathy, yelling at employees. Overall, both positive traits like self-confidence and negative traits influenced Jobs' leadership style.
This document outlines the steps and key considerations for effective public speaking. It discusses:
1. Identifying the audience is a critical step, including understanding audience demographics, socioeconomic characteristics, attitudes, values, and knowledge of the topic.
2. Evaluating potential barriers to communication such as differing views, knowledge levels, or emotions around the topic.
3. The steps of public speaking include setting a strategy, identifying the audience, evaluating barriers, preparing the message, practicing, and delivering the presentation. The strategy determines if the goal is to inform, persuade, inspire, or collaborate.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
This document discusses Edgar Schein's model of organizational culture and how it can be represented using a pyramid structure. It provides Apple Inc. as an example, noting that the company's values, beliefs, and basic underlying assumptions were influenced by past CEOs like Steve Jobs. Values like customer satisfaction, affordability, and quality products are part of Apple's foundational assumptions. The document also references how current CEO Tim Cook has aimed to continue Jobs' legacy while improving profits. In summarizing Schein's model, it focuses on how an organization's deeper level assumptions influence its culture and activities.
1. BUSM3195 LEADERSHIP AND MANAGEMENT
INTRODUCTION
Procter and Gamble Co. (P&G) is an American multinational corporation (MNC) where
its businesses focus on fast-moving consumer goods. Durk Jager, the former chief
executive officer (CEO) of P&G, reorganised the company to meet the growing demand
of globalisation. However, his drastic plans proved futile as thousands of followers were
confused and demoralised by his move. As a result, P&G’s stock went into tailspin after
reducing two earning projections (Tichy & Bennis 2007). Therefore, in 2000, Jager was
eventually replaced by Alan George Lafley, who later transformed the company to its
current state. In 2007, P&G was ranked as the 8th largest corporation in the world by
market capitalisation, the 14th largest company by profit in the States and also the top ten
in Fortune’s most admired companies list.
Apple Inc. (Apple), a relatively younger organisation, is also an American MNC.
However, it deals with consumer electronics and software product instead. Apple was in
a dire state before Steven Paul Jobs, aka Steve Jobs, took the post of CEO. Under his
charge, several popular products were created and some of them include the Macintosh
computers, iPod, iPhone and Macbook etc. In 2008, Apple has achieved worldwide
annual sales of US$32.48 billion in its fiscal year ending September 2008 and Fortune
magazine had also named Apple as the most admired company in the States.
The successful revival of these two companies can be attributed to the effective
leadership of their CEOs, Alan George Lafley and Steve Jobs. They have received
worldwide praises about their leaderships for amplifying their market price and leading
their respective companies from a deteriorating empire to where it is now. Hence, the
characteristics of each leader, their transformational leadership, and how they developed
teamwork within their organisation and motivate their employees are significant to
leadership effectiveness.
APPROACH
Firstly, characteristics of leaders can be classified into three categories namely,
personality traits, leadership motives and cognitive factors (Dubrin, Dalglish & Miller
2. BUSM3195 LEADERSHIP AND MANAGEMENT
2006). As recent studies had also recognised that these characteristics will facilitate and
determine the effectiveness of leaderships, and it is the integration of these personal
characteristics that cultivate a consistent pattern of leadership behaviours (Zaccaro, Kemp
& Bader 2004). Therefore, the characteristics that attributed to their successful realms are
relevant to their leaderhip effectiveness.
Secondly, transformational leaders employ a visionary and creative style, not only to
inspire the employees to be creative and innovative, but also to broaden their interest in
their work (Nielsen et al. 2008). They are also able to devote significant energy to lead
and respect the gifts and abilities of their workers (Bryant 2003). Furthermore, they focus
on what they accomplish rather than their personal characteristics and relationships with
followers, and it is especially important as leaders may have to lead people from across
the world (Dubrin, Dalglish & Miller 2006). Moreover, many organisations are facing
turbulent and intense competition. Thus, their transformational leadership, to manage the
chaos and restructure the organisation, are vital to the survival of the organisations in the
long run.
Lastly, motivation is a hidden force to induce someone to do something that is desired
through various approaches (Arnold 1988). Hence, it is essential to motivate employees
through the right approach in order to achieve organisational goals (McShane &
Travaglione 2007). Developing teamwork is another important leadership role that is said
to differentiate successful from unsuccessful leaders as it will influence the followers to
work effectively in a cohesive manner (Locke et al. 1999). Hence, their methods of
motivation and fostering teamwork would be relevant in determining their leadership
effectiveness too.
ALAN GEORGE LAFLEY
Traits
Lafley has shown lots of passion for his work and the people in the organisation. For
instance, even when it is Mother’s Day, he would meet the company’s head of human
resource, Richard Antoine, to go through reports on the performance of the company’s
senior executives every Sunday evening (Sosik et al. 2004). The fact that he could even
3. BUSM3195 LEADERSHIP AND MANAGEMENT
sacrifice the time with his mother on Mother’s Day has shown his determination and
passion to preserve the company’s culture of valuing talents.
Additionally, Lafley has demonstrated his farsightedness by acquiring SpinBrush and
Clairol in 2001, shortly after taking over the post of CEO (Berner 2002). From the
acquisitions of these two companies, he actually strengthened the company core strengths
in hair and oral care, and also increased its market share and maintaining a balance
between sales and profit growth where analysts had also expected P&G’s operating
earnings to increase by 9% (Berner 2002).
Furthermore, Lafley is also soft-spoken, friendly and warm in nature. He displayed a high
level of emotional intelligence, especially his self regulation, by not screaming and
yelling at his subordinates because he believes that the messenger is just as critical as the
message (Berner 2003). Besides that, he also has the ability to build enduring
relationships as he relied a great deal on relationships he had built over the years to
transform P&G’s culture (George 2006). For example, when a student asked him a dull-
witted question, he showed patience and willingness to listen in order to understand the
question by returning to the student repeatedly, resulting in better relationships between
him and his followers (Krauss 2008).
Lastly, Lafley also has insight into people and situations when he by-passed dozens of
potential general manager and appoint Henretta to head the North America baby-care unit
(Tichy & Bennis 2007). Although there was almost a rebellion against his decision, he
upheld his decision and justified why Henretta was better than the other candidates
(Tichy & Bennis 2007). Despite all these, Henretta’s success has proven that Lafley has
chosen the right person for the post (Tichy & Bennis 2007).
Transformational Leadership
When Lafley took over as CEO, he realised the critical problem he was facing was not
about turning P&G from the losses of US$85 billion in market capitalisation to
profitability. Instead, the crisis confronting P&G was the loss of confidence in the
leadership as the organisation was in a state of chaos. Headquarters and business units
4. BUSM3195 LEADERSHIP AND MANAGEMENT
globally were blaming each other for the problems created and employees were calling
for heads to roll (Tichy & Bennis 2007).
Thereafter, Lafley flaunted his transformational leadership by helping his followers
understand that the organisation needs to undergo major changes in order to survive and
eventually managed to transform the culture to a nimbler and more open one (Woolley
2005). He also created awareness and got them to face up to the reality that it is critical
for the organisation to change so that it will be more profitable, resulting in lesser
retrenchments (Tichy & Bennis 2007).
For instance, only ten days in office, he immediately flew to Europe to listen to the
complaints and address their issues in order to help them understand and be aware of the
changes that were ahead of them (Dyer, Dalzell & Olegario 2004). During such meetings,
he shared his core beliefs on the ten things he believed about the fundamentals of
business (Dyer, Dalzell & Olegario 2004). This helped his followers understand the need
for change. As a result, it rallied everyone to work more cohesively in order to achieve
organisational goals.
The corporate culture he advocated was revolved around innovation and creativity
(Hamstra 2008). He made it explicit that innovation in every facet of operations, from
inventing to distributing, is crucial to keep the company in existence (Berner 2008).
Subsequently, in 2001, Lafley allowed innovations to flow freely across the entire
organisation and encouraged outsourcing for innovators to make up at least fifty percent
of its innovations (Skarzynski & Gibson 2008). As such, the organisation has been able to
introduce numerous new products to the market that exemplify the innovation fortitude of
P&G (Skarzynski & Gibson 2008).
Therefore, it is evident that when Lafley mandated about the innovation imperative, he is
intensely transforming the organisation (Skarzynski & Gibson 2008). Furthermore,
Lafley was visionary and was not afraid to make changes. Hence, he is undeniably a
transformational leader who was placed in a situation to change and make things happen.
Motivation and Developing Teamwork
5. BUSM3195 LEADERSHIP AND MANAGEMENT
Lafley motivates his employees by empowering the management team to make business
strategic decisions by just providing them the directions. This is similar to the motivator
factors advocated by Herzberg (cited in Sanford & Taylor 2006). On one occasion, he
even shook the hands of a student working in the company and told him that the work he
is doing is vital to the future of the organisation (George 2006). Another example of his
recognition of efforts put in by the followers is that he heaps praises on them, including
his division president, brand managers and other employees (Krauss 2008).
In addition to that, Lafley had used informal techniques to foster the teamwork of his
followers. For example, he had worked very hard to change the company’s new strategy
to be customer driven innovation (Saporito 2008). Through reiterating the new strategy,
the team will be able to develop a norm that innovation will become a routine for
everyone (Berner 2008). He also encourages his followers to compete with rivals so that
they will collaborate as a team to win the rivalry as a whole (Lafley & Charan 2008). On
another occasion, before the company started outsourcing, he adopted the consensus
leadership style by having various teams to give inputs and vigorously debate on the issue
(Lafley & Charan 2008). In the course of contributing inputs to significant decisions,
members will feel that they are more valuable to the team and resulting in improved team
effectiveness (Dubrin, Dalglish & Miller 2006).
STEVE JOBS
Traits
Jobs is a leader who is capable of influencing them to have strong desire for work as he
possesses a high degree of passion for his work. Even though he always yelled at his
followers, they appreciated his strong passion where he always spend long hours at work
(Kahney 2008). Additionally, through his passion for work, he was able to capture the
spirit of his followers and work cohesively towards a common goal (Young & Simon
2005).
Furthermore, Jobs is a leader with low emotional intelligence as he does not care about
his followers' feelings as he strives for perfection incessantly and will hurl verbal attacks
at those who failed to meet his demands (Lee 1994). Additionally, his reputation in the
6. BUSM3195 LEADERSHIP AND MANAGEMENT
organisation further enhanced his deficiency in emotional intelligence as he screams at
his followers frequently and randomly fired those unlucky ones (Young & Simon 2005).
Additionally, Jobs had displayed his farsightedness when he reduced the product lines
and cut the wholesale cost with a year in office (Morris & Levinstein 2008). Even though
there were vast numbers of mobile phone models catered to suit the needs of the dynamic
consumer market, he stood on his solid grounds to launch the iPhone, which generated
tons of profits for the company (Burrows 2009). As a result, he not only prevented Apple
from further losses, he also turned Apple into a profitable business (Kahney 2008). In
another instance, he confidently opposed to the major accordance to launch the iMac
without a floppy drive and it proves that the floppy drive technology has diminished
(Kahney 2008).
Lastly, Jobs has the insights into his people and situation as he makes careful assessment
of the strengths and weaknesses of each staff (Dubrin, Dalglish & Miller 2006). He kept
his core team fairly small particularly the outstanding ‘A’ team of selected executives,
programmers and designers. (Kahney 2008). Throughout his stint at Apple, he kept the
talents to assist him with key assignments, such as the Mac project, and used different
leadership styles to influence them accordingly (Kahney 2008).
Transformational Leadership
When Jobs took over the position of CEO, due to the incompetency of the previous CEO,
the main crisis facing Apple was that there were too many non-profitable products
causing the organisation to be on the verge of bankruptcy (Burrows 2009). Thus, Jobs
held individual meetings with all product groups. During these meetings, they had to
convince him that the product was profitable or else they will be terminated and he
managed to make them understand the criticality of a change in order for the organisation
to survive (Kahney 2008).
As a result, he took a broad and long term perspective to sell those non-profitable
products. His intention was to focus on the core products to increase the profitability of
the organisation and expertise of his followers so that he can obtain the results he aimed
to achieve (Baldoni 2006). As such, he managed strengthen the brand name and
7. BUSM3195 LEADERSHIP AND MANAGEMENT
reincarnate it to thrive in a disruptive age (Morris & Levinstein 2008). Another of his
long term vision for Apple is to convert Apple into a digital hub where digital
entertainments devices could be connected to this technology centrepiece (Kahney 2008).
Furthermore, he managed to convince all the employees that the organisation can develop
new businesses like cell phones despite the intense competition in the market (Burrows
2009). Subsequently, he also managed to convince them that they were in a distinctive
position where they will change the face of computing that no one had created before
(Kahney 2008). As a result, they will be more willing to accept responsibility for what
they have been doing (Baldoni 2006). Hence, ever since the introduction of iPod, his
followers are very much self-fulfilled as Apple has dominated the consumer electronics
market with the complements of iPhone and Mac products (Lyons 2008).
Therefore, Jobs has evidently transformed his followers to widen their interest in their job
by helping them to realise the self-fulfilment they will achieve. Moreover, his vision was
clearly communicated to his followers who helped to transform Apple into a digital hub.
Hence, he is definitely a transformational leader who managed to revive Apple to thrive
in the competitive market.
Motivation and Developing Teamwork
The way Jobs motivate his followers is comparable to Herzberg’s motivators as he
believes in giving capable followers the reins and chances to make good decisions
(Morris & Levinstein 2008). For instance, he recognised Cook’s ability and entrust the
company’s daily operations in his hands where he will only make the strategic decisions
(Lashinsky & Siklos 2009). He also respects Cook as the company has already coalesced
around him because he did almost nothing that would make people disrespect him
(Lashinsky & Siklos 2009). On another occasion, Jobs praised Ratzlaff for creating an
exciting design for iMac which gave him a sense of achievement because Jobs was a
person with very high expectations (Kahney 2008).
Additionally, Jobs foster the teamwork of his followers by one of the informal
techniques, demanding performance standards and providing directions. For instance,
during one design meeting, he took a telephone book and threw it on the table demanding
8. BUSM3195 LEADERSHIP AND MANAGEMENT
them to build a computer of that size, where the size of the smallest computer back then
was twice as big as a telephone book (Kahney 2008). As a result, it actually serves as a
wakeup call to his followers stipulating them to work cohesively in order to satisfy his
demand (Kahney 2008).
On another occasion, he just gave directions to his team that he was counting on them to
deliver a software demo disk (Kahney 2008). They can only went back to their cubicles
immediately and start working as a team in order to deliver to their demanding boss as
they did not even had the chance to rebut (Kahney 2008). Therefore, he is said to give the
team lots of challenging goals which eventually brought the team together cohesively.
COMPARISON
A comparison which provides your evaluation of similarities and differences between the
chosen leaders, with regard to the relevant theory (700 words).
Similarities
So what if they are the same? What does it implies?
One of the similarities that both leaders have is their passion for work since taking over
the leadership. Lafley spent numerous off days to discuss how he could best manage his
staffs and Jobs would spend long hours at work in order to get the things right. Hence, it
suggests that if a leader has passion for his job, he should be able to bring about a
successful organisation.
Additionally, shortly after taking over the position of CEO, they also have the mental
ability to understand the long term implications of their actions as they made critical
decisions which helped to fortify the organisation's reserves in the long run (Dubrin,
Dalglish & Miller 2006). Thus, farsightedness is thought to be an essential characteristic
of an effective leader because it can help to develop vision and corporate strategy
efficiently (Dubrin, Dalglish & Miller 2006).
Furthermore, they were also able to assign the right people for appropriate jobs. Lafley’s
decision to put Henretta in a key assignment has proven a lot of other managers wrong as
9. BUSM3195 LEADERSHIP AND MANAGEMENT
she is able to assist him in running the baby care unit successfully. Jobs is also a leader
who makes careful assessment of his followers before he appoint key assignments to
them. Hence, insight into people and situation is another essential characteristics of an
effective leader.
Moreover, being able to transform organisations from a low performance to a relatively
high performance one, they are both considered transformational leaders (Dubrin,
Dalglish & Miller 2006). Even when their followers were not ready to step out of their
comfort zone, the two leaders had managed to help their followers understand the critical
need for change in order for the companies to survive in the long run, thus keeping their
jobs. Therefore, transformational leadership is vital to organisation so as to produce high
performance followers.
Lastly, the two leaders similarly believed that if they desire positive attitudes and job
satisfactions from their followers, they will have to motivate them using Herzberg's
motivators, such as respect, recognition and sense of achievement (Herzberg 2003).
Lafley is a leader who recognises the efforts of almost everyone in the company as he
constantly heap praises on his followers. On the other hand, although Jobs seldom praises
his followers, he provided them with sense of achievement in order to motivate them to
produce better results. Therefore, it may be simplistic to suggest that the two leaders used
different ways to motivate their followers as the fundamental approach which led to
positive attitudes and job satisfaction is still the same (Herzberg 2003).
Differences
So what if they are different? What does it implies?
However, the difference in emotional intelligence distinguished the two leaders. Lafley is
a leader who has self regulation and social skill which allows him to be able to connect
with his followers and understand them, resulting in better relationship between him and
his followers (Dubrin, Dalglish & Miller 2006). Although he seems to be quite people-
oriented, he is very decisive when it comes to work (Berner 2003). On the contrary, Jobs
is a leader who does not empathise anyone and does not socialise with his counterparts.
10. BUSM3195 LEADERSHIP AND MANAGEMENT
Lafley – High Emotional intelligence, self regulation, social skill. Foster teamwork by
developing a norm of teamwork
Job – Low Emotional intelligence, lack of empathy and social skill. Foster teamwork by
establishing urgency, demanding performance standards and direction setting
LAFLEY JOBS
Passion Passion
TASK
Emotional intelligence Emotional intelligence
ORIENTED
Self regulation Lack of empathy
TRAITS
Social skill Lack of social skill
COGNITIVE Farsightedness Farsightedness
FACTORS Insight into people and situation Insight into people and situation
LEADERSHIP
Transformational Transformational
STYLE
MOTIVATION Motivator Motivator
Developing a norm of Demand performance standards
TEAMWORK
teamwork and direction setting
LEARNING SUMMARY & CONCLUSION
An approximately 700 words summary which gives an overview of your key
learnings, focusing on the three topics. (Which leader is more effective and why?)
(Traits)
From the above, it can be established that a leader’s characteristics have an influential
impact on the organisation and the different characteristics displayed by Lafley and Jobs
proved that characteristics are not the same with every leader, but is unique to the
individual.
Although possessing the correct set of characteristics does not guarantee successful
leadership, but these are considered vital preconditions that an effective leader must
11. BUSM3195 LEADERSHIP AND MANAGEMENT
possess (Kirkpatrick & Locke 1991, cited in Pierce & Newstrom 2006). Therefore, in
contemporary organisations, the traits approach is definitely still very much appreciated
because when the situation becomes more complex, it will play a more significant role in
anticipating successful leaders (Zaccaro, Kemp & Bader 2004).
(Leadership Style) Transformational leadership is useful in organisations in crisis. This
was demonstrated in the case of P&G and Apple.
(Motivation)
Using recognition and praise to motivate others is deemed as a ‘direct application of
positive reinforcement’ and they are effective because the desire for recognition is a
natural human need, and employees want to know that their work is beneficial to
somebody (Dubrin, Dalglish & Miller 2006). Therefore, these will result in a higher sense
of achievement by his followers and thus producing better results as they will feel highly
motivated.
Leadership effectiveness model
In a nutshell, the characteristics of a leader do not guarantee his success, but it is a
prerequisite of an emergent leader. In addition, if a leader is transformational, able to
motivate his followers in the right way and foster them to work cohesively, he will
definitely be an effective leader.
12. BUSM3195 LEADERSHIP AND MANAGEMENT
REFERENCE LIST
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innovation that turned around his company and can fire growth anywhere’, Business
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13. BUSM3195 LEADERSHIP AND MANAGEMENT
Herzberg, F 2003, ‘One more time: how do you motivate employees?’, Harvard Business
Review, January, pp. 87-96.
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satisfaction: a meta-analysis', Journal of Applied Psychology, vol. 87, pp. 530-541.
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<http://ei.cs.vt.edu/~history/Jobs.html>.
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Sanford, LS & Taylor, D 2006, Let go to grow: escaping the commodity trap, Prentice
Hall, New Jersey.
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15. BUSM3195 LEADERSHIP AND MANAGEMENT
Not Used
Already, a reported 20 percent of new product initiatives were externally generated, twice
of what P&G was reporting when he took office in late 2000 (Sanford & Taylor 2006).
Lafley capped all this in October with the $57 billion acquisition of Gillette. Lafley, 58 --
P&G now gets 35% of its product ideas from outside companies or inventors. It has also
outflanked rivals in design and innovation: The company had 5 of the top 10 best-selling
consumer-product launches in 2005, says market researcher Information Resources
(Woolley 2005). Lafley transformed a legendary but ossifying company by organizing
around innovation (Saporito 2008).
P&G is not just outsourcing—they are building core capabilities. They are expanding
their beauty care brands with the purchase of Clairol and Wella and leveraging their
brand and distribution capabilities by expanding their value web to include over-the-
counter healthcare products like Prilosec. To effect this sweeping change, A.G. Lafley
established and communicated a vision. He clearly stated the governance rules and
insisted they focus only on what P&G does best and nothing more. They are outsourcing
everything else and building capabilities through value web expansion (Sanford & Taylor
2006).
Traits of leaders can be classified into three categories namely, personality traits,
leadership motives and cognitive factors (Dubrin, Dalglish & Miller 2006). Personality
traits are a set of mannerisms that is inborn (Dubrin, Dalglish & Miller 2006). Although
possessing the correct set of traits does not guarantee successful leadership, but these
traits are considered vital preconditions that an effective leader must possess (Kirkpatrick
& Locke 1991, cited in Pierce & Newstrom 2006). Leadership motives are the desires
that a leader has to motivate him to lead, hence a leader without leadership motives have
been frequently identified as the less effective ones (Dubrin, Dalglish & Miller 2006).
Cognitive factors are typically mental abilities. With these abilities, leaders can easily
inspire followers, solve problems creatively and eventually bring about positive
organisation changes, thus effective leaders need to be mentally sharp (Dubrin, Dalglish
& Miller 2006).
16. BUSM3195 LEADERSHIP AND MANAGEMENT
Jobs can be considered an extrovert because he enjoys human interactions, likes to meet
new people and spend time in social gatherings (Judge, Heller & Mount 2002). He is
always willing to accept interviews about his creation of Apple and post for front cover
photographs, and thus built a strong relationship with the world media (Kahney 2008).
General personality traits are observable within and outside the context of work (Dubrin,
Dalglish & Miller 2006). These traits contribute to satisfaction and success in personal
life likewise in the working environment.
Self-confidence indicates whether an individual is self-assured in his judgements,
decision making, ideas and capabilities (Lussier & Achua 2007). It includes a sense of
self-esteem and self-assurance and the belief that one can make a difference.
Lafley would exercise his referent power when required. For example, he by-passed
dozens of potential general manager and appoint Henretta to head the North America
baby-care unit. There was almost a rebellion as she had no experience in that area.
However, Lafley thought that she is a good leader with new. Lafley made a mistake by
not consulting his management beforehand. Instead of backtracking, he called for a
meeting for them to justify why their candidates would be better than Henretta
perspective. At the end if the meeting, he maintained his decision. To ensure that
Hebretta succeeds, he coached her and supported her, like replacing the people that she
deemed not suitable (Tichy & Bennis, 2007).