This document provides an excerpt from a chapter on leadership from the book "Managing and Leading People" published by CIPD. It discusses the differences and similarities between leadership and management. Leadership is described as setting direction and inspiring people, while management focuses more on planning, organizing and problem-solving. The chapter outlines several theoretical frameworks for studying leadership, including traits, behaviors, styles and situational approaches. It explains how these theories can help understand strategic vs operational leadership in organizations.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
How the balanced scorecard complements the McKinsey 7-S modelasafeiran
The diagram for the 7-S model looks like a spider-web, with
each of the ‘S’s’ connecting with all the other six. The BSC
strategy map illustrates cause-and-effect linkages across its
four perspectives. Both help managers align their organization
for effective strategy execution
Organizational Design & Structural Process (VV2)
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
How the balanced scorecard complements the McKinsey 7-S modelasafeiran
The diagram for the 7-S model looks like a spider-web, with
each of the ‘S’s’ connecting with all the other six. The BSC
strategy map illustrates cause-and-effect linkages across its
four perspectives. Both help managers align their organization
for effective strategy execution
Organizational Design & Structural Process (VV2)
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
Link httpwww.coursesmart.comSR64824879781285492858413.docxSHIVA101531
Link :
http://www.coursesmart.com/SR/6482487/9781285492858/413?__hdv=6.8
They offer free trials which may be more helpful than just having this excerpt. ISBN# is 9781285492858
Chapter 13 excerpt : Management Development
For at least the past seventy years, managers have been viewed as a dynamic
and important element of business organizations. Given the turbulence in today’s
environment, an organization must have a high-quality, flexible, and adaptive
management team if it is to survive and succeed. 1 This is true even for organiza-
tions that have chosen to restructure (e.g., with flatter hierarchies, and fewer per-
manent employees) and empower employees to be more a part of organizational
decision making. It is managers who are ultimately responsible for making the
decision to change their organizations’ strategies and structures, and it is managers
who must ensure that these new approaches are implemented, modified, and
executed in a way that achieves the organizations’ goals. While they may do
this in a different way than they have in the past (e.g., less command and control, more leading and coaching), managers still play a critical role in organizations’
adaptation and success. 2 In essence, using fewer managers in an organization
makes it more important that each manager is effective.
It should be noted that, even though popular press reports suggest that the
number of managers is shrinking, the U.S. Bureau of Labor Statistics estimated that
the category of “management, business, and financial occupations” contained
approximately 15.7 million people in 2008. Furthermore, this category is expected
to show a net gain of 1.7 million jobs between 2008 and 2018, for a projected 10.6
percent increase.3
Management development is one major way for organizations to increase
the chances that managers will be effective. While many believed that the ability
to manage (like the ability to lead) is primarily an inborn capability, the current
prevailing view is that most of the KSAOs (knowledge, skills, abilities, and other
characteristics) required to be an effective manager can be learned or enhanced.4
Efforts to recruit, retain, and assess managerial talent are discussed elsewhere.5
Management development is a very popular HRD activity. Management
development has been defined in many ways. 6 For the purposes of this chapter,
the following definition captures the essence of management development as it
can and should be practiced in organizations:
An organization’s conscious effort to provide its managers (and potential
managers) with opportunities to learn, grow, and change, in hopes of
producing over the long term a cadre of managers with the skills necessary
to function effectively in that organization.7
First, this definition suggests that management development should be seen as
specific to a particular organization. Although there appear to be roles and compe-
tencies that apply to managing in a variety of settings, each organization is un ...
Chapter 10Organisational Structure and Strategic Control.docxketurahhazelhurst
Chapter 10
Organisational Structure
and Strategic Control
Prepared by Rajeev Sharma
Charles Darwin University
Learning objectives
Distinguish between the basic principles that determine the structural characteristics of complex human organisations
Discuss the role and importance of structural building blocks for structural arrangements
Examine the differences between mechanistic and organic structural features
Distinguish between specialisation, coordination and cooperation
Learning objectives
Apply principles of hierarchy in organisational design to specific tasks and business environments
Illustrate and discuss types of organisational structure and their strengths and weaknesses
Apply principles of organisational design
understand the role of information systems for coordination and how these can be applied
Introduction
The design of organisational structure and management control system is the key component of strategy implementation
The formulation of strategy should not be separated from its implementation
It is widely accepted now that ‘organisation structure should follow strategy’
Refer to page 317
The design of organisational structure and management control system is the key component of strategy implementation.
Hence, the view of strategy formulation and strategy implementation as a sequential process is summed up in the adage ‘structure follows strategy’.
Having established that how companies organise themselves is fundamental to their strategy and their performance, the goal of this chapter is to introduce the key concepts and ideas necessary to understand and design companies’ structures and systems, as well as possible changes to them
4
Principles of organisational design
The modern organisational design should incorporate key design principles or building blocks
It is widely acknowledged that modern organisation has evolved from a purely functional to a highly adaptable design
Modern organisations have emerged from two key influences:
Line and staff structure
Multidivisional corporations
Refer to page 317
Before considering organisational design issues, it is important to discuss the key principles including the notion of line and staff
It is important to acknowledge the history of organisational design development. Work of Alfred Candler is worth consideration here
5
line and staff structure
Historically, most organisations were small and operated from a single plant or office.
With advancement in transportation and communication, organisations commenced operating over a wider area
These geographically dispersed units were managed by an administrative headquarter.
This organisational form was known as line and staff structure
Refer to page 318
Discuss the evolution of geographically dispersed organisation and how they led to the creation of line and staff structure. Also highlight the features of this structure including the fact that employees were either line, allocated to operational tasks within ...
Module 3 - HomeLeadership Styles and The TribeModular Learni.docxroushhsiu
Module 3 - Home
Leadership Styles and The Tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Compare transformational leadership to non-leadership (laissez-faire).
•SLP ◦Explore and discuss the impact of a transactional leadership environment on the tribal stage of an organization.
•Discussion ◦Apply the situational leadership style to tribal leadership.
◦Discuss the benefits and/or drawbacks of using situational leadership to increase an organization’s tribal stage to the next level.
◦Apply the non-leadership factor (laissez-faire) to tribal leadership.
◦Determine whether a non-leadership style (laissez-faire) impacts an organization’s tribal leadership stage negatively or positively.
Module Overview
We are at the half-way point in the course, and it is time to change gears from traits and skills; but we will continue to apply all the concepts we are studying to tribal leadership.
For Module 3, we will focus on leadership styles, including situational leadership, transformational leadership, transactional leadership, and even non-leadership (laissez-faire).
By now, the different parts of leadership theory we have studied will start to form the basis for strategic leadership decisions, especially as they apply to tribal leadership. With a large chunk of key leadership theories under our belt, we should have no trouble beginning to discern which approaches are best in certain situations and scenarios.
Module 3 - Background
Leadership Styles and The Tribe
Style Approach
Around the same time that Katz (1955) was questioning the trait theory of leadership in favor of a more skills-based approach, Stogdill (1948) was also looking for a better model to define what makes a leader. We discussed Stogdill’s work in Module 1 (his discovery that “…the traits of leaders around the world were not distinct from the traits of non-leaders”). As we discussed, this led him to explore characteristics beyond innate traits.
As the style approach was coming into focus, several important studies were conducted to learn more about “what leaders do and how they act” (Northouse, 2018, p. 69). What leaders do is classified as task behaviors, while how leaders act is classified as relationship behaviors. Among those important studies were the Ohio State Studies, which focused on the way leaders acted when they were leading, and the University of Michigan Studies, which focused on “the impact of leaders’ behaviors on the performance of small groups” (Northouse, 2018, p. 71). While both of these studies are critical parts of understanding leadership, they are covered heavily in elementary leadership studies, and will not be further explored in the context of strategic leadership. Instead, we will move on to the prevalent style-based theories that took hold as a result of these studies and the work of Stogdill and Katz (1948; 1955).
Situational Leadership
Hersey and ...
The study sought to evaluate the predominant leadership styles, the leadership effectiveness,
and the relationship between leadership effectiveness and innovation management of a group
of executives of several organizations.
WAL_HUMN1020_03_A_EN-CC.mp4
WORKFORCEWORK WORKPLACE
A collection of thought pieces
February 2015
Changing HR
operating models
1 Changing HR operating models
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
135,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
1 Changing HR operating models
Changing HR operating models
A collection of thought pieces
Foreword 2
Executive summary 3
Thought pieces
A modern HR operating model: the world has changed 5
Josh Bersin, Bersin by Deloitte
The future is ‘centres of expertise’: What impact has 18 years of the Ulrich 8
model had on the HR operating model and what does it tell us about the future?
Allan Boroughs, Orion Consulting
‘You can’t put in what God left out’: not everyone can be a strategic 12
HR business partner
Nick Holley, Henley Business School
The strategic role of HR: What does a strategic HR function look like? 15
John W. Boudreau and Edward E. Lawler III, University of Southern California
Cloud technology in the HR operating model 18
Gareth Williams, Travelex
Will the cloud have a silver lining for HR outsourcing? 20
Andrew Spence, Glass Bead Consulting
Reflecting on the past and looking to the future: the importance of 23
business structure
Dave Ulrich, Ross Business School, University of Michigan and RBL Group
Owning our HR operating model: an enterprise-centred organisational design 27
methodology for HR
Barry Fry, Slumbering Giants and Anton Fishman, Fishman & Partners Ltd
What does the future of HR look like in an SME? 29
Jill Miller, CIPD
Living in a collaborative world: implications for HR operating models 36
Professor Paul Sparrow, Lancaster Business School
CIPD viewpoint 39
Useful information 40
Contents
2 Changing HR operating models 3 Changing HR operating models
As the world of work grows
ever more complex, diverse and
ambiguous, traditional models
of working are starting to give
way to more flexible forms of
organisation and employment.
Technology, globalisation,
changing workforce demographics
and skills shortages add to the
challenges facing organisations. In
this context the role of HR must
evolve and grow to play a greater
part in developing organisations
for the future. As widely
accepted norms for managing
the employment relationship
change, so the pressure will grow
for HR professionals to develop
a deeper understanding of the
global context, business needs and
strategy, and to innovate more
to be not just efficient, but more
effective
At the CIPD, our goal is to
s.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
Similar to Managing and-leading-people-2e-sample-chapter (20)