This document summarizes a case study on leadership styles and essentials of NGOs. It discusses how NGOs in India focus on livelihood interventions like self-help groups and microfinance to support communities. It also examines the changing landscape for NGO leadership, including a shift towards more business-like approaches with an emphasis on accountability, performance management, and demonstrating value for money. Effective leadership is seen as providing vision, championing staff and beneficiaries, and facilitating reflection and organizational change. Leaders benefit from tools like coaching, mentoring, and action learning sets to help navigate sector challenges.
Organizational culture has been identified as a mediating variable in this study. There are many
terms used by different researchers to denote organizational culture. Similarly, there are many
definitions of organizational culture. This report mainly focuses on Organization Culture and
Behavior on Chaudhary Group, a leading company based in Nepal. The report gives
information based on analysis of workplace culture in Chaudhary Group, how they deal with
the positive and negative impacts of organization culture prevalent in the company, followed
by the conclusion including challenges that the company will face in the time to come.
Based on study and findings from various sources, culture at CG includes areas like creating
value for customers, nation, entrepreneurship, humility, etc. that play vital roles in causing
positive and negative impact and how CG behaves within and outside the company. Overall,
there are many positive as well as negative impacts that affect how the CG operates.
All in all, we can say that CG has its own strengths, weaknesses, opportunities and threats that
are determined by CG culture.
Leadership practice and application a study of sicho groupMd. Abdul Munem
In logistics sector Leadership practices are important as they provide structure, control, consistency, fairness. They also ensure compliance with employment legislation and inform employees of their responsibilities and the Company's expectations. A leader sets policy documents through his leadership and obtains that work from his subordinates. This report has focused the leadership approach which has been followed by SICHO Group.
The theoretical basis of this paper is found in the contents of leadership styles, organizational culture and organizational commitment, and in the context of SICHO Group. In this framework, the aim of this study is to explo logistics industry (SICHO) in order gain competitive advantage by ensuring continuous performance of those employees. Moreover, this study aims to extend the leadership and organizational culture literatures through examining total effects of these variables. To reveal those relationships a survey is conducted on firms operating in logistics industry. The results and thoughts about that survey is presented in the following sections.
SICHO Group have found the communicate values and expectations for how things are done at the organization. It keeps the SICHO in compliance with legislation and provide protection against employment claims. Document and implement best practices appropriate to the SICHO. Support consistent treatment of staff, fairness and transparency. It helps management to make decisions that are consistent, uniform and predictable. To support business strategy and, for smaller organizations, a desire to develop a more formal and consistent approach that will meet their needs as they grow.
The Relationship between Leadership Style and Employee Commitment: A Study of...AI Publications
Leadership style has frequently been deemed as one of the crucial aspects that be able to improve employees’ commitment and it is viewed as the live wire for the achievement of governmental objectives.Out of the total population, 500 respondents remained chosen for the model size through the use of simple random sampling technique. A structured four Likert scale questionnaire was design to elicit information from the respondents. Content validity was adopted to ascertain the strength of the instrument designed for this study while the Cronbach’s alpha of 0.76 showed the reliability of the questionnaire. Out of the 500 questionnaires administered 456 were found valid and used for the analysis. The revision used descriptive and inferential statistics to test the hypotheses. The results showed that the strongest relationship is between relationship between transactional leadership and affective commitment, and the weakest relationship is between transformational leadership and continuous commitment.
Organizational culture has been identified as a mediating variable in this study. There are many
terms used by different researchers to denote organizational culture. Similarly, there are many
definitions of organizational culture. This report mainly focuses on Organization Culture and
Behavior on Chaudhary Group, a leading company based in Nepal. The report gives
information based on analysis of workplace culture in Chaudhary Group, how they deal with
the positive and negative impacts of organization culture prevalent in the company, followed
by the conclusion including challenges that the company will face in the time to come.
Based on study and findings from various sources, culture at CG includes areas like creating
value for customers, nation, entrepreneurship, humility, etc. that play vital roles in causing
positive and negative impact and how CG behaves within and outside the company. Overall,
there are many positive as well as negative impacts that affect how the CG operates.
All in all, we can say that CG has its own strengths, weaknesses, opportunities and threats that
are determined by CG culture.
Leadership practice and application a study of sicho groupMd. Abdul Munem
In logistics sector Leadership practices are important as they provide structure, control, consistency, fairness. They also ensure compliance with employment legislation and inform employees of their responsibilities and the Company's expectations. A leader sets policy documents through his leadership and obtains that work from his subordinates. This report has focused the leadership approach which has been followed by SICHO Group.
The theoretical basis of this paper is found in the contents of leadership styles, organizational culture and organizational commitment, and in the context of SICHO Group. In this framework, the aim of this study is to explo logistics industry (SICHO) in order gain competitive advantage by ensuring continuous performance of those employees. Moreover, this study aims to extend the leadership and organizational culture literatures through examining total effects of these variables. To reveal those relationships a survey is conducted on firms operating in logistics industry. The results and thoughts about that survey is presented in the following sections.
SICHO Group have found the communicate values and expectations for how things are done at the organization. It keeps the SICHO in compliance with legislation and provide protection against employment claims. Document and implement best practices appropriate to the SICHO. Support consistent treatment of staff, fairness and transparency. It helps management to make decisions that are consistent, uniform and predictable. To support business strategy and, for smaller organizations, a desire to develop a more formal and consistent approach that will meet their needs as they grow.
The Relationship between Leadership Style and Employee Commitment: A Study of...AI Publications
Leadership style has frequently been deemed as one of the crucial aspects that be able to improve employees’ commitment and it is viewed as the live wire for the achievement of governmental objectives.Out of the total population, 500 respondents remained chosen for the model size through the use of simple random sampling technique. A structured four Likert scale questionnaire was design to elicit information from the respondents. Content validity was adopted to ascertain the strength of the instrument designed for this study while the Cronbach’s alpha of 0.76 showed the reliability of the questionnaire. Out of the 500 questionnaires administered 456 were found valid and used for the analysis. The revision used descriptive and inferential statistics to test the hypotheses. The results showed that the strongest relationship is between relationship between transactional leadership and affective commitment, and the weakest relationship is between transformational leadership and continuous commitment.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
Define the meaning of organisational culture.
Discuss how culture is often transmitted.
Recognize different types of organisational change.
Contrast and compare the five key change management strategies.
Corporate Culture Presentation 2 24 11Cindy Gordon
How succinctly do your actions, strategies and communications depict your intended corporate culture? How clear are your mission, vision and values? Are all members of your organization acting in accordance with your values? Do you monitor the impact your culture is having on your employees, customers and potential customers?
Your corporate culture is the foundation of your company - the message of who you are, what you stand for and what makes you unique from your competitors. Because of its significance, it is vital that your culture impacts its audience as intended.
This presentation will offer an increased understanding and awareness of:
- The importance of having a codified corporate culture;
- The significance of having business strategies that supports your corporate culture;
- The difference between an authentic culture and a marketing-based culture;
- How your corporate culture is perceived by others;
- The "unsaid rules" in your organization that are really formulating your corporate culture.
Make in India – Service Sector towards Retail MarketingArul Edison
India is one of the fastest growing economies in the world and has emerged as key destination for foreign investors in recent years. The major sectors in India are Automobile, chemicals, IT, textiles, pharmaceuticals, ports, aviation, leather, tourism and hospitality, wellness, railways, mining, auto components, design manufacturing, renewable energy, bio- technology, and electronics, most of the sector needs retailer to market those products in to the market. The new government policies are simple, transparent, and promote domestic and foreign investment. India’s abundant and diversified natural resources, its sound economic policy with high skilled human resources and make proper destination for market condition.
A Study on Quality of Work Life in Kiran Global Chems Private Limited at Kara...Arul Edison
In modern era, it has been observed that stress management has become the generous concepts in the skilled surroundings. It is also seen that working proficiency has degraded to some extent as professionals are unable to maintain a balance between lifestyle and career. This difference has made organizations to formulate such policies that lead to better job security, which results in job involvement moreover employee satisfaction. This degree of satisfaction has been referred to as QUALITY OF WORK LIFE. Quality of work life is a process in an organization that enables the members at all levels to contribute aggressively and successfully in shaping organizational environment, methods and outcomes. This study focuses on the subjective matter of QWL i.e. the key elements like salary/wages, job security, job involvement, employee satisfaction etc.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
Define the meaning of organisational culture.
Discuss how culture is often transmitted.
Recognize different types of organisational change.
Contrast and compare the five key change management strategies.
Corporate Culture Presentation 2 24 11Cindy Gordon
How succinctly do your actions, strategies and communications depict your intended corporate culture? How clear are your mission, vision and values? Are all members of your organization acting in accordance with your values? Do you monitor the impact your culture is having on your employees, customers and potential customers?
Your corporate culture is the foundation of your company - the message of who you are, what you stand for and what makes you unique from your competitors. Because of its significance, it is vital that your culture impacts its audience as intended.
This presentation will offer an increased understanding and awareness of:
- The importance of having a codified corporate culture;
- The significance of having business strategies that supports your corporate culture;
- The difference between an authentic culture and a marketing-based culture;
- How your corporate culture is perceived by others;
- The "unsaid rules" in your organization that are really formulating your corporate culture.
Make in India – Service Sector towards Retail MarketingArul Edison
India is one of the fastest growing economies in the world and has emerged as key destination for foreign investors in recent years. The major sectors in India are Automobile, chemicals, IT, textiles, pharmaceuticals, ports, aviation, leather, tourism and hospitality, wellness, railways, mining, auto components, design manufacturing, renewable energy, bio- technology, and electronics, most of the sector needs retailer to market those products in to the market. The new government policies are simple, transparent, and promote domestic and foreign investment. India’s abundant and diversified natural resources, its sound economic policy with high skilled human resources and make proper destination for market condition.
A Study on Quality of Work Life in Kiran Global Chems Private Limited at Kara...Arul Edison
In modern era, it has been observed that stress management has become the generous concepts in the skilled surroundings. It is also seen that working proficiency has degraded to some extent as professionals are unable to maintain a balance between lifestyle and career. This difference has made organizations to formulate such policies that lead to better job security, which results in job involvement moreover employee satisfaction. This degree of satisfaction has been referred to as QUALITY OF WORK LIFE. Quality of work life is a process in an organization that enables the members at all levels to contribute aggressively and successfully in shaping organizational environment, methods and outcomes. This study focuses on the subjective matter of QWL i.e. the key elements like salary/wages, job security, job involvement, employee satisfaction etc.
Youth Unemployment in India - Present ScenarioArul Edison
Young Indians face major barriers because of poverty and low levels of human capital. Though educational attainment has risen quickly in recent years, gaining a foothold in the labour market remains elusive for many young Indians. In rural and urban areas, young males are usually employed in casual jobs, while their female counterparts tend to be self-employed. Although a large proportion of young rural women are employed in agriculture, rural males are increasingly turning to the non-farm sector. In comparison, young urban males are largely working in the services sector. This paper highlights youth unemployment in India - present scenario.
Working Father and their perceived Work – Life Balance with special reference...Arul Edison
Due to the continuous work load pressure leads to increase the employee stress factors. The continuous increase of employee stress levels affects their health physically, mentally and psychologically. The impact of the job stress is not balancing the employee work – life. On behalf of! The stress most of the employees are consuming the alcoholic beverage to overcome the stress. By comparing life as a cycle, one wheel is a work and another wheel is a family life. Both the wheel should run parallel. If load increases on one side, then the life becomes unbalanced. The purpose of this study is to explore employees “use of tactics to manage their work and life stress; particularly the executive level employees” use of resources and social support as well as their perceptions of flexibility. For this research work researcher adopt Proportionate Stratified Random Sampling method to collect the data. A total of 184 executive level employees in Hyundai Motors India Limited were administered work life balancing scales. Chi – square analysis and multiple regression were used for data analysis. The chi – square analysis test for independence at 0.05 level of significance shows that there is no statistically significant association between experiences with their feeling about balancing work life. The result of regression analysis indicated that there is no statistically significant difference between participants opinion towards the initiative action taken by the organization to manage their employee work life balance. On the basis of these findings, found that the participants are says that they are balancing their career and life style with the support of family members.
A Study on the Factors Influence Women Entrepreneurs in Tiruchirappalli DistrictArul Edison
The main objective of project is study factors influencing women entrepreneurs in Tiruchirappalli district, analyzing the socio economic cultural factors, government policy factors, family status factors, personal characteristic factors, financial factors, motivational factors, market and network factors. In this study researcher tried to identify the factors influencing women entrepreneurs, so that areas of improvement can be identified and necessary steps can be given for implementation. The research design adopted in this study comes under descriptive design. A descriptive study is undertaken in order to ascertain and be able to describe the characteristics of factors influencing women entrepreneurs in Trichy district. The sampling method used for this study is simple random sampling. In this study the researcher has adopted, independent sample t-test, multivariate analysis, correlation, regression, factor analysis comes under the data analysis. The study provides a comprehensive review of the 26 critical factors influencing the growth of women entrepreneurs particularly in Trichy as the factors are derived from the global literature on women entrepreneurship. These would aid in better positioning the significance of these critical factors towards the success of the entrepreneurs in Trichy and in general.
New Dimension of Corporation Transportation ClimateArul Edison
In this paper presented in study about the Puducherry Road Transport Corporation. Pondicherry Tourism Development Corporation Limited was Incorporated during February 1998 and transport service is converted into Pondicherry Tourism and Transport Development Corporation Limited with effect from 1992. PT&TDC has paid up capital of about Rs.28.42 crores and was incurring substantial annual losses in the tourism sector. Hence , the corporation was bifurcated with effect from 1st April 2005 into the Puducherry Road Transport Corporation and Pondicherry Tourism Development Corporation , in order to focus on diversification and expansion project. Bus service in modern days is a greater utility to the society in all ways and means. The education , employment , social commitment and business all depending on the extent of bus service. The extent of bus service prevailing in a particular r area, determine the economic and social wellbeing of the society. Though the Puducherry Road Transport Corporation service is more benefit to the public and its new Dimension of corporation Transportation Climate is useful l to the future plans of PRTC and its expansion is very useful to the public.
Make in India can be a path breaking campaign provided it is grounded by right policy measures and innovation ecosystem. Technology has a pivotal role in this and the efforts of the nation in promoting technological innovations have so far yielded limited success. Technology transfer requires easing FDI limits and other fiscal incentives. However, the past experience of technology transfers in military indicated failure to deliver by foreign partners. Liberalization as well as stringent conditions is hence important to make technology transfer through collaborations. Indian government has announced some fiscal incentives and welcomed collaborations. In the light of this, the need for developing competences for technology absorption has gained attention. The paper presents technology transfer and absorption issues for the success of Make in India.
Safely keeping up log records over developed times of time is imperative to the fitting working of any association Honesty of the log documents and that of the logging methodology need to be guaranteed at all times. Moreover, as log records regularly contain touchy data, secrecy and security of log records will be similarly imperative. Be that as it may, conveying a protected logging base includes considerable capital costs that numerous associations may discover overpowering. Assigning log administration to the cloud seems to be a suitable cost sparing measure. In this paper, we distinguish the difficulties for a protected cloud-based log administration benefit and propose a system for doing likewise.
Basic Features, Opportunities and Benefits of GST Implementation in IndiaArul Edison
The Goods and Services tax (GST) is an indirect tax. It is levied at every stage of the production and distribution of products. It is actually changes on the final consumption of the products. It includes excise duty, custom duty; Services tax and Value add tax (VAT). The GST is a VAT to be implemented in India. The decision on which is not yet declared by Government and the framing of rules are under process. Several countries implemented this tax system followed by France, the first country introduced GST. Goods and service tax is a new story of VAT which gives a widespread setoff for input tax credit and subsuming many indirect taxes from state and national level. Presently around 140 countries have adopted the GST pattern, including India. The GST would be beneficial for the consumers as it reduces the final burden of taxation. Therefore, the researchers have discussed the possible salient features, opportunities and benefits of GST implemented.
The lower place India has as a destination for business investments in India, necessitated overhaul of the existing systems. Make in India campaign, also warranted reforms to make industry structures flexible and employees more productive. While industry associations demand removal of restriction on hiring and firing, reduction of pressures on compensation, bonus and social security, and continuity in operations without strike, union leaders are demanding protection to contract labour, continuation of social security benefits and payment of bonus and freedom to oppose erring employers. Besides central government, state governments like Rajasthan and Maharashtra have announced a slew of reforms in relation to Factories act, Contract Labour act and Industrial disputes act. The approach of the governments is termed by political parties and labour unions anti-labour. There is a demand to involve stakeholders in the process of reforms.
The Hospitality industry is one of the largest service industries in India. Despite seeing the least hotel occupancy in the past two years, this sector will promise robust growth over time with new travel concepts and innovative hotel projects. The growth of the Indian hotel market is based on the rising domestic and foreign tourism.
Approximately 300 hotels will come up in India over the next three years, constituting about 17% of Asis’s hotel constructions pipeline. India has the second largest number of hotels (292) under construction after Chine (592). The hotel projects under construction include projects from companies such as Four Seasons, Carlson Rezidor Hotel Group, Hilton Worldwide, Hyatt Hotel Corp., and Indian Hotels.
Study the Consumer (Karaikal Bus Owners) Behaviour and Satisfaction towards K...Arul Edison
Today’s consumer expect a different types of product and they get faster answers to question and get feedback or gathering information to make purchase decision with the heavy competition to satisfy the consumer is the major criteria for every company. In reaching satisfaction, companies generally ask whether their product or service has met or exceeded expectations. Get satisfaction starts with the simple, affordable price, quality, quantity and access.
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
The Essential Role Of Leadership In Fostering Workplace DiversityDrishti Nayak
In today’s globalized and interconnected world, workplace diversity is not just a moral imperative; it’s a strategic necessity. EnFuse understands the importance of leadership in driving DEI initiatives. Hence, they’re committed to fostering a diverse and inclusive workplace where employees from all backgrounds can contribute their unique perspectives and talents.
For more information visit here: https://www.enfuse-solutions.com/
Running Head PERSONAL MASTERY1PERSONAL MASTERY5My P.docxtoltonkendal
Running Head: PERSONAL MASTERY
1
PERSONAL MASTERY
5
My Personal Mastery Plan
Institution Affiliation
Name
Date
Part 1: Personal Mastery
Definition
Personal mastery is an essential ingredient towards super-happiness in one's everyday life. It is mandatory that one identifies their mastery as this will enable them to achieve a lot in the society. Personal mastery is something that every individual desire to obtain either knowingly or unknowingly. In fact, it is a constant improvement of ourselves that will enable us to see life from some different perception. The trait is guided by doctrines such purpose, belief, vision hard work and commitment and identification of oneself. Moreover, personal mastery is all about oneself understanding how they think, why they do some things the way they usually do among many other activities. One has to be clear about their purpose and the direction they ought to take in life and in return make actions towards learning continuously and developing themselves. It is something that takes a considerable amount of time and not just achieved overnight as it requires hard work and effort from the decided individual.
Importance of personal mastery to a leader
Personal mastery is essential to be a leader. This is because it teaches one to be a role model to the subjects who will in return work hard to see the success of my leadership. As Peter Senge affirms: the core value of any great leader is to be a role model and be able to influence the subjects from his perspective of life. Moreover, he continues to say that the trait is essential as it helps a leader develop self-knowledge as well as assisting them to uphold self-growth and development.
Personal mastery helps, and individual acquires the following characteristics which enable them to exercise the power of leadership to their subjects.
· It helps one to know their course of life and consequently the direction of the group or organization that they are leading. As a leader, I will have the mission and mission of the institution. Having the trait of personal mastery has enabled me to devise various methods through which I and my subjects work tirelessly to achieve the set goals and objectives.
· Understand the reality of life and bear with it. For instance, they will be able to understand and appreciate the different subjects' cultures hence promoting cohesion with one another.
· They will be able to creatively think and come up with solutions to different problems that may arise in their line of duty (Roberts et al., 1994). I will be able to deal with stressful arising situations and work under pressure to solve the issues affecting the subjects. The traits will also help me understand the members' strengths and weaknesses and work hard to take advantage of their strengths as well as finding ways to deal with the shortcomings.
· They can understand and embrace change as this is part of the transition from one form of existence to the other. Personal ...
DBA 7553, Human Resource Management 1 Course Learn.docxpoulterbarbara
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Analyze equal opportunity and the legal environment.
2.1 Explain the role that human resources has in upholding the legal responsibilities of an
organization.
2.2 Differentiate between the management of diversity and affirmative action.
3. Examine the elements of diversity in organizations.
3.1 Articulate the challenges that may occur when managing a diverse work group.
3.2 Research how the management of diversity can be improved.
Course/Unit
Learning Outcomes
Learning Activity
2.1 Unit IV Research Paper
2.2 Unit IV Research Paper
3.1
Unit Lesson
Unit Research Paper
3.2
Unit Lesson
Unit IV Research Paper
Reading Assignment
There is no reading assignment in this unit.
Unit Lesson
Today’s workplace is part of a global village. Overall, the labor force is more diverse each year. This diversity
includes the areas of ethnicity, race, religion, age, ability, gender, and sexual orientation. Therefore, well-
informed strategic human resource management must be ever aware of the changing nature of the world
around them in order to help lead their organization forward in embracing diversity. Having a sufficient mix of
diverse dimensions in any organization will serve to strengthen the foundation and overall health of that
group.
It can often be the case that human resource management must be aware of resistance to change and
stereotyping. Change with regard to anything can be difficult in the workplace. However, with regard to
diversity and the possibility of various new dimensions, it is important to remember that strategic human
resource management must plan ahead and focus on building this diverse dimension carefully. With regard to
stereotyping, this would be an assumption that what may hold for a group will automatically hold for an
individual of that group. Human resource management must look ahead to help avoid the pitfall of
stereotyping. Being aware and being communicative about new diversity dimensions in the workplace can lay
the groundwork for an effective embrace by employees.
As our society becomes more diverse, so must our organizations. In fact, many companies now understand
the power of diversity as a competitive advantage. Having a diverse set of employee perspectives can create
a stronger product or service. Embracing multi-cultural marketing can broadly expand a company’s sales.
When organizations embrace diversity in their workforce and in their operations (internally in the company
UNIT IV STUDY GUIDE
Equal Opportunity and the Legal Environment,
and Elements of Diversity in Organizations, Part II
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
and externally with customers and vendors), a powerful foundation can be built. Efficient strategic human
resource management can help develop and .
1. International Journal of Advanced Scientific Research & Development (IJASRD)
ISSN: 2394 – 8906
www.ijasrd.org, Pp: 5 – 9
Two Day National Seminar on “Make in India: How Get the Manufacturing Going” 5 | P a g e
R.V.S. College of Arts & Science, Karaikal
Case Study of NGO’S Leadership Essentials and Styles
A. George 1
, Dr. K.V.R. Rajandran 2
ABSTRACT: The case study presents details of a NGO leadership styles and Essentials. NGOs
are conscious efforts made to promote and support livelihood opportunities for a large
number of people. These interventions may involve various segmented and also sector / sub –
sector approaches. while the various livelihood interventions cover whole region/ sub –
region the segmented approach focuses attention on specific group /sub – group (vulnerable
section such as a women, tribes) and sector /sub – sector approach impacts along a sector /
sub – sector . NGOs in Nagapattinam District depends on the Tsunami rehabilitation work
and NGOs try to make people to self-motivated and enrich their knowledge.
In this context, the livelihood interventions are mainly explored through:
1. Promotion of self-help group (SHGs)
2. Planning for their livelihood options
3. Assisting the members to choose livelihood options depending upon their resources,
skills, risks and perceptions.
4. Leveraging finance to sustain livelihood programmes
5. Building necessary backward and forward linkages
6. Formalizing institutional arrangement of producers. Promoting family owned
enterprises in sectors having large and growing demand.
Essentials of Good Leadership
There is a strong desire to develop training programmes for existing leaders that bring
in the best qualities of the business sector while maintaining the spirit and values of the
humanitarian sector. Some NGOs like to develop staff internally with a view to establishing a
career within that organization while others see their role as providing personal development
outcomes for staff that will work in the wider aid sector, and thus need skills that can equip
them across the sector. Leaders are tasked with managing their respective organizations
internally so that all levels are playing an informed and effective role in moving the
organization towards meeting its objectives and following its vision, while maintaining its
core values and keeping true to humanitarian principles and practices. These challenges
highlight the need for reflection, skills in organisational change and a high level of skill in
team management. Some said that to achieve this they need a good understanding of all parts
of their organization and a technical understanding of on the ground delivery. Most of the
leaders interviewed however felt they had deficiencies in some of these areas.
A Fast Changing Sector
They are developing useful and healthy relationships with both NGO and community
partners at the local and national level, while increasingly developing strong and clear
partnerships with the private sector wherever this partnership will be advantageous to support
1
Researcher, Department of Management Studies, Periyar Maniammai University, Vallam
Thanjavur.
2
Department of Management Studies, Periyar Maniammai University, Vallam Thanjavur.
2. International Journal of Advanced Scientific Research & Development (IJASRD)
ISSN: 2394 – 8906
www.ijasrd.org, Pp: 5 – 9
Two Day National Seminar on “Make in India: How Get the Manufacturing Going” 6 | P a g e
R.V.S. College of Arts & Science, Karaikal
work with beneficiaries. With changes internationally around the roles of NGOs, partners and
government, NGO leaders have to look hard at how they manage their relationships, at all
levels. Relations with donor and policy decision makers are important for them to manage.
Leaders identified coaching and action learning sets as two of the most desirable and
useful tools to support them. Action learning sets allow them to meet in a safe and structured
environment with their peers from outside the sector, to look for solutions to problems around
management and leadership. Coaching on the other hand allows for the injection of
experience and support in a very personal and bespoke format.
The Study
With an awareness of a number of recent studies and reports around leadership in the
humanitarian sector this study has drawn on those studies and not sought to duplicate. We
saw an opportunity to focus in a little more on the staffing and development needs of people
in leadership positions to help guide partners in identifying some of the key issues around the
changing needs and challenges for leaders in both the emergency and development context.
Rights Based Approaches
Leadership style has been challenged by social rights being brought to the fore
alongside economic and political rights. Several interviewees stated that their organisations
struggle at times with the practical implementation of the rights based approach, especially
when considering where power lies for decision making and for an organisation overall.
Analysis and Assessment
The sector is evolving its understanding of what produces change. This means
programming can be more difficult and time consuming to do. There are more upstream
interventions and a more rational, reflective and academically robust approach to delivery
governed by principles of humanitarian law rather than relief. There is a need to show social
return on investment which needs a change in leadership style. With the introduction of
standards, the expectations regarding quality and delivery have increased which has meant as
a leader sifting through a lot of information and picking out the core themes and not
responding to everything.
The Leaders
Good leaders need a sense of understanding of the fundamentals of humanitarianism
and where the organization sits in this. Leaders are very personally committed to their
organizations so they do not usually want to see them merged and will fight for their survival.
It is important for leaders to keep questioning their motivations.
Leaders now have to pay more attention to the laws relating to private corporations
which are also influencing expectations of charities. Leaders have to be more accountable.
Expectations are to performance manage teams and organizations to a much higher degree.
This requires a special set of skills that can either be brought in from outside the sector or
developed internally. More people are coming in from outside the sector. This has both
positive and negative impacts. It means there can be a healthy mixing up of existing culture.
3. International Journal of Advanced Scientific Research & Development (IJASRD)
ISSN: 2394 – 8906
www.ijasrd.org, Pp: 5 – 9
Two Day National Seminar on “Make in India: How Get the Manufacturing Going” 7 | P a g e
R.V.S. College of Arts & Science, Karaikal
Outsiders come in and can dilute the intensity of internal organizational certainty. Those
without relevant professional skills or who were unable to adapt have had to move on.
Leadership Role
Leadership should be inspirational and very visible. Leadership builds on the strength
of an organization, their beliefs, philosophy and approaches. If robust enough, then good
leadership can add value. Staff should live the values of the organization. Leaders need to
have and provide a clear vision and direction for their organization, and demonstrate this in
action. This view came both from leaders who liked to run their organizations on a business
footing and those in a ‘more traditional’ NGO approach. In particular a leader needs to set
and demonstrate behaviors and values, culture, framework and direction, being responsible
for the organization’s philosophy, i.e. ‘front foot leading’. Leaders should role model the
values of the organization and ensure that reward and motivation comes from being
accountable, creative and ambitious, and with integrity. The vision needs to be shared by the
team who help define it and set goals that are owned by all and communicated well
throughout the organization. Several leaders stated that a leader must engender a strong team
rather than be a ‘heroic figure’5 and should develop a ‘followership’. There is no point in
having a cohort of strong leaders who are unwilling to follow the plan and build the
followership. Interviewees talked a lot about the leader being the champion and motivator,
not only of the organization and change, but also of the staff and their role in it. This is
particularly important for staff working on a daily basis in remote and dangerous
environments.
For an organization to be cutting edge the leader needs to get out in the sector and
know the landscape, bringing the best resources in to improve it. A good leader will provide
an organizational presence in the sector. The focus of comments about staff from leaders
interviewed was around supporting morally and ethically committed and motivated
individuals. Staff does not generally work in the aid sector for the money - something else
motivates them. Leaders want to understand why people want to operate in these
environments and what it does to them.
Change and Thinking
Thoughtful leadership that facilitates implementation of the vision requires providing
space for reflection on critical issues and challenges. Reflection on difficult delivery
challenges and the changes required may necessitate a change of working environment and
culture. Organizational leaders need time to think how private sector models apply to NGOs
and how to embrace entrepreneurialism, investigating different ways of operating in
fundraising, consultancies and social enterprise.
Most interviewees talked about the fact that in most instances they are acting on behalf of
other people who by their very nature have less power than they do. The humanitarian sector
has a different way of measuring success than the corporate or government sector. One
measure of success is when assistance is no longer required, e.g. immediate post-disaster
relief. Value for money has become a high donor priority recently. To measure this
effectively some NGOs are taking on the corporate model of measuring for demonstration of
4. International Journal of Advanced Scientific Research & Development (IJASRD)
ISSN: 2394 – 8906
www.ijasrd.org, Pp: 5 – 9
Two Day National Seminar on “Make in India: How Get the Manufacturing Going” 8 | P a g e
R.V.S. College of Arts & Science, Karaikal
value for money – pushed in part by donor requirements - and as a result there is a strong
demand to get overheads as low as possible. Larger organisations may be able to more easily
get the overheads down due to economies of scale. Middle size organisations who are trying
to improve their systems have more trouble reducing overheads. Smaller organizations may
be able to claim lower overheads but may not be spending adequate time and money on
quality control.
Most interviewees said that taking more of a business approach and being required to show
value for money pushed them in a more professional direction and increased accountability to
beneficiaries6. Accountability can mean that organisations are more statistically driven.
However, without a business model of transactions to follow, management must focus on
strategy, routines and key performance indicators. This is a new skill as many managers in
humanitarian NGOs have been trained as generalists and often not management.
Return on investment and value for money is paramount, yet can be time consuming and
costly. Programme accounting is increasingly essential. There is a much better understanding
of what this means and less is taken for granted regarding resources and assets. Auditing and
impact assessment is essential and takes up a lot of resources. Qualified board members are
increasingly being sought from the business world to support this. However, there is a
balance to be found. Value for money is not always the highest priority. One leader
mentioned that they are clear that some of their programmes do not pay for themselves but
need to be subsidized as an essential function (such as refugee camp management). While
value for money was recognized as being important, it is still necessary to assess beliefs,
attitudes, behavior and actions. As one interviewee said, ‘NGOs need to balance business and
charity approaches.’
Increasing Leaders Skills
Peer learning
Action learning as a formal peer level support group, from a range of players, was
strongly supported by those involved in ‘action learning sets’. Action learning sets are
particularly useful in allowing a framework in which to discuss challenges of management
and leadership, boards and strategy complexities. They are disciplined and fast. By having
discussions and coming up with the questions individuals often find they answer their own
problems and questions. Leaders interviewed said that they find it a particularly useful tool to
help them to step out of the day to day of their own sector.
Coaching received resounding support as a development tool for leaders, as it allowed
them to step outside the organisation. It was particularly helpful with leadership and style.
Mentoring received strong support from those individuals who had found very good mentors.
It is important for the mentor to stick with you. Some found mentoring more useful than
coaching.
One leader said that, although not formally undertaking shadowing, he had drawn
inspiration and lessons from watching other leaders and trying to avoid making the same
mistakes they had made. He had worked with good leaders, and that this had been the most
useful learning tool for him.
5. International Journal of Advanced Scientific Research & Development (IJASRD)
ISSN: 2394 – 8906
www.ijasrd.org, Pp: 5 – 9
Two Day National Seminar on “Make in India: How Get the Manufacturing Going” 9 | P a g e
R.V.S. College of Arts & Science, Karaikal
Space for reflection
Leaders identified that they need to give space and priority to thinking and reflection,
though this is difficult with demands on time. They need time for organizations to adapt and
change and to absorb feedback so that they can provide the quick solutions to meet peoples’
demands of them. In addition some said it could be useful to partner with an organization that
is excellent in change management. It would be best to gain exposure and shadow in a
different workplace, of a similar size. It would be useful to see a different world and way of
working - placements in other organizations were mentioned as a possible option.
Internal training and succession
People saw two ways of doing this. One was to have internal training and develop
staff to set up a career path within that organization. Another was to provide internships and
internal development to prepare staff for their professional life and career within the ‘sector’,
not just one individual organization.
Conclusion
Many leaders said they often had to be able to make quick decisions, often with
imprecise or incomplete information making the best use of their experience. Decisiveness,
promptness to act and mobilizing resources is essential. Being able to act and seize the
initiative means taking the first step so that others may follow. Contacts and experience help
in this. Peers can be an excellent support and help to ‘fill in the blind spots’. Finally whatever
the technology can be developed, whatever the infrastructure can be developed industrial
policies can be changed without effective leadership we cannot achieve anything.
Reference
[1] www.wikipedia.com
[2] McGregre. D - 1964 - The Human Side of Enterprise, New York- McGraw – Hill.
[3] Snowden. P., & Gorton. R, 2002 School Leadership and Administration Boosten,
McGraw – Hill.