This study examined the impact of executive coaching on 31 executives during a period of organizational change at a global engineering firm. The executives participated in executive coaching sessions over 4 months. The study found that executive coaching was associated with:
1) Increased goal attainment, enhanced solution-focused thinking, and a greater ability to deal with change.
2) Increased leadership self-efficacy and resilience and a decrease in depression.
3) Positive impacts that generalized to non-work areas like family life.
The study provides empirical evidence that executive coaching can help executives develop skills needed to navigate organizational change.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
Leadership Development Growing Talent Strategically .docxDIPESH30
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
Leadership Development Growing Talent Strategically .docxDIPESH30
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Leadership Development Growing Talent Strategically .docxsmile790243
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Building a coaching culture for change management 2018Alex Clapson
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
Journal of Economic Development, Management, IT, Finance and .docxaryan532920
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 30
Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High
Performance Teams
Melissa DuBois, John Hanlon, Jodi Koch, Betty Nyatuga, Nathan Kerr
College of Engineering, Drexel University, USA
[email protected], [email protected], [email protected], [email protected], [email protected]
Abstract
Project management is a growing practice and is being utilized in an increasing number of
facilities. The project manager is at the head of this project process, and has an important role of
overseeing the project and project team, and ultimately ensuring the project ends in success.
Analyzing critical qualities of leadership and determining their positive impact can benefit
project managers in any industry and therefore promote project success. A few of these
leadership styles include: team building, establishing clear relations and roles between project
members, openness, self-confidence, organization, and clearly defining project successes,
reevaluating when necessary. These leadership styles and traits were researched and analyzed to
determine the extent they contribute to the construction, execution, and closure of the project. By
adopting these qualities, the project’s stakeholders such as investors, clients, or patients are more
likely to feel the positive impact of a successful project. Projects can also move more smoothly
and efficiently, receiving positive results in less time. This is beneficial not only to the
stakeholders, but to all members involved: the organization, the project manager, executive staff,
team members, and outsourced facilities. It is not enough to possess one of these crucial traits.
As seen in literature and historical examples, a combination is necessary to create balance and
develop into a leader that can produce an efficient team and satisfactory end results.
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 31
Introduction
In today’s increasingly complex global economy and shrinking geography, corporations,
governments, and other organizations are turning to a project management model to facilitate
successful endeavors that enhance their products, services, policies, and procedures. Project
management has proven to be a vehicle to oversee these short-term but strategic ventures. More
than ever, these organizations are recognizing that these projects require not just a project
manager, but a project leader. According to Pandya (2014), project leaders are accountable for
the day-to-day oversight of the project, the triple constraint of time, budget, and quality as any
manager is. However, they also need to manage change, assure resource availability, address
behavioral and emotional flares with internal and external stakeholders ...
Learning transfer in leadership programs.docxSara239500
Understand the importance of leadership development initiatives in corporate environments. It is not enough to evaluate our programs using formative and summative evaluations or implementing the Kirkpatrick evaluation model to gain insights into how participants implement the knowledge or skills after training. We must understand how to design a program that has elements that will promote transfer before, during, and after the program. This paper will examine the impact of learning transfer and the models used to understand better how to achieve this. Afterward, a deep dive will be done into the relationship between learning transfer and leadership development and what elements can be incorporated before, during, and after the programs that can impact transfer.
Table of Contents1Introduction32Reflective Ob.docxmattinsonjanel
Table of Contents
1 Introduction 3
2 Reflective Observation 3
3 Abstract Generalisation 5
4 Application 6
5 Conclusion 8
6 References 9
Introduction
Nowadays, change is inevitable for most organizations, and applying effective organizational change could direct organizations to reach a competitive advantage (Armenakis & Harris, 2009; Clegg & Walsh, 2004). In most cases the effort in achieving success in organizations fails due to the lack of people’s commitment and misdiagnosis of change (Armenakis & Harris, 2009; Oreg, 2003). Therefore, in relation to my previous experience and relevant studies, I will argue that leaders support in leading the change, Human Resource Management (HRM) intervention and the process of building commitment in organizations will enhance the success probability of change. The outline of the reflective journal will be as follows. The first section will be highlighting reflective observations of these three topics, and the second section will give an abstract generalisation where it shows the relationship between these three topics in the change management context. Subsequently, the application of the principles in my future career will be discussed. Finally, conclusion will be provided in the final section. Reflective Observation
HRM planning and intervention are encompassing all steps of the change process framework adopted from Härtel and Fujimoto (2010). Molineux (2013) found that the implementation of systemic HRM is considered to have a strategic function in change management. The ideas of systemic HRM have not been applied in my organization where the HR practices are not integrated well. Strategic HRM intervention could enhance the change enablers in the organization in an effort to increase the probability of success (Al-Haddad & Kotnour, 2015). Jiang et al. (2012) in their research construct the HR system and define the relationships within the system which is influencing employees’ abilities, motivation and opportunities. The relationships within the HR system have gained comprehensive understanding of how the process works and how it aligns with business strategy. Nowadays, strategic HRM intervention from transactional to transformational activities has made HR professionals gain more strategic values which also relates to organizations’ performance (Buller & McEvoy, 2012). In my opinion, E-HRM and/or outsourcing HR role play important roles in supporting the shift, as it is provide time for HR practitioner to work more in strategic role. From my experience, the application of E-HRM is not as easy as it seems, due to the lack of knowledge, skills and readiness with new technology. Therefore, Parry (2014) suggests that organisations should carefully design and implement E-HRM to adjust with the condition of members in organizations.
The second topic is leading change. Leaders’ support in change process is needed to influence the willingness to change among employees (Bass, Avolio, Jung, & Berson, 20 ...
Organizational coaching can be described as a learning process that aims to facilitate the
participants’ leadership skills by providing them with new ways to view their work, as well as their actions
within the work community. Previous studies focusing on the Deep Leadership® coaching process have found
that the coaching program has immediate effects on the participating work communities. However, more studies
on the effectiveness of the method are needed in order to enable an understanding of how the coaching method
operates in different kinds of work communities. In this paper, we study the effectiveness of the Deep
Leadership® coaching process (DL, 2014) by analyzing the changes that have taken place within a sciencebased company during and after active between 2011 and 2012. In this study, we combine the statistical findings
of 360-leadership profiles, coaching feedback data, and the organization’s climate survey data to evaluate the
effectiveness of the Deep Leadership® coaching process. We will start by presenting the core aims and structure
of the Deep Leadership® coaching process and the methods used to study the effectiveness of the program.
Thereafter we will proceed to the analysis of this case study and discuss the findings in relation to previous
studies.
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
DBA 7553, Human Resource Management 1 Course Learn.docxadkinspaige22
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
DBA 7553, Human Resource Management 1 Course Learn.docxgertrudebellgrove
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
The employee life cycle is a foundational framework for robust and h.docxtodd701
The employee life cycle is a foundational framework for robust and healthy employee experience and is a major contributor to the success of the organization. It is also a powerful mechanism that can, when well-designed and properly used, make a company a workplace that employees want to be at every day of the week and creativity and innovation show up even when leaders are just hoping for it. Learners are asked to respond to the following question for this last discussion in the course: Which parts of the employment life cycle do you consider most important and why?
Resources
Employee Life Cycle Impact on Engagement
(2018, Feb 28).
Report details how moments that matter & employee value propositions impact worker engagement.
PR Newswire.
"Among the most critical components shaping (the organization's engagement) ecosystem is the employee value proposition, the tangible and intangible deal that organizations provide in exchange for employee effort, commitment and performance."
Bradison, P. (2019).
HR Matters: From recruiting to onboarding the importance of quality new hire work flows.
Alaska Business Monthly,
35
(4), 83.
This article describes how "employees from multiple generations are seeking employment with a consumer’s approach" when they consider more than the pay structure before applying for a position.
Working in HRM
Justin, T. C. (2018).
Addressing the top HR challenges in 2019.
HR Strategy and Planning Excellence Essentials.
This preview to the year in HRM in Canada considers these hot topics: "catering to a multi-generational workforce, employee engagement, increasing feedback, attracting and keeping the right employees, and now marijuana in the workplace."
Sato, Y., Kobayashi, N., & Shirasaka, S. (2020).
An analysis of human resource management for knowledge workers: Using the three axes of target employee, lifecycle stage, and human resource flow.
Review of Integrative Business and Economics Research, 9
(1), 140–156.
This study considers human resource flow management and how to foster that along with two other HRM initiatives with knowledge workers.
Tyler, K. (2019).
10 steps to unlocking innovation at your organization.
HRMagazine, 64
(1), 1.
Innovation is a key component for the longevity of an organization and "HR can't expect to foster an innovative company culture if it does not have an innovative culture within its own function." This resource is inspiring to help HR professionals find a purpose for their efforts to improve all steps in the employee life cycle and embrace the HR platforms and tools that will help them towards this goal.
Case Study
Saurombe, M., Barkhuizen, E. N., & Schutte, N. E. (2017).
Management perceptions of a higher educational brand for the attraction of talented academic staff.
SA Journal of Human Resource Management
, 15.
This study gives a great example of how managers think about branding in higher education and how a.
The economy is driven by data ~ Data sustains an organization’s .docxtodd701
The economy is driven by data ~ Data sustains an organization’s business processes and enables it to deliver products and services. Stop the flow of data, and for many companies, business comes quickly to a halt. Those who understand its value and have the ability to manage related risks will have a competitive advantage. If the loss of data lasts long enough, the viability of an organization to survive may come into question.
What is the significant difference between quality assurance & quality control? Explain
Why is there a relationship between QA/QC and risk management? Explain
Why are policies needed to govern data both in transit and at rest (not being used - accessed)? Explain
.
More Related Content
Similar to The Efficacy of Executive Coaching inTimes of Organisational.docx
Leadership Development Growing Talent Strategically .docxsmile790243
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Building a coaching culture for change management 2018Alex Clapson
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
Journal of Economic Development, Management, IT, Finance and .docxaryan532920
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 30
Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High
Performance Teams
Melissa DuBois, John Hanlon, Jodi Koch, Betty Nyatuga, Nathan Kerr
College of Engineering, Drexel University, USA
[email protected], [email protected], [email protected], [email protected], [email protected]
Abstract
Project management is a growing practice and is being utilized in an increasing number of
facilities. The project manager is at the head of this project process, and has an important role of
overseeing the project and project team, and ultimately ensuring the project ends in success.
Analyzing critical qualities of leadership and determining their positive impact can benefit
project managers in any industry and therefore promote project success. A few of these
leadership styles include: team building, establishing clear relations and roles between project
members, openness, self-confidence, organization, and clearly defining project successes,
reevaluating when necessary. These leadership styles and traits were researched and analyzed to
determine the extent they contribute to the construction, execution, and closure of the project. By
adopting these qualities, the project’s stakeholders such as investors, clients, or patients are more
likely to feel the positive impact of a successful project. Projects can also move more smoothly
and efficiently, receiving positive results in less time. This is beneficial not only to the
stakeholders, but to all members involved: the organization, the project manager, executive staff,
team members, and outsourced facilities. It is not enough to possess one of these crucial traits.
As seen in literature and historical examples, a combination is necessary to create balance and
develop into a leader that can produce an efficient team and satisfactory end results.
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 31
Introduction
In today’s increasingly complex global economy and shrinking geography, corporations,
governments, and other organizations are turning to a project management model to facilitate
successful endeavors that enhance their products, services, policies, and procedures. Project
management has proven to be a vehicle to oversee these short-term but strategic ventures. More
than ever, these organizations are recognizing that these projects require not just a project
manager, but a project leader. According to Pandya (2014), project leaders are accountable for
the day-to-day oversight of the project, the triple constraint of time, budget, and quality as any
manager is. However, they also need to manage change, assure resource availability, address
behavioral and emotional flares with internal and external stakeholders ...
Learning transfer in leadership programs.docxSara239500
Understand the importance of leadership development initiatives in corporate environments. It is not enough to evaluate our programs using formative and summative evaluations or implementing the Kirkpatrick evaluation model to gain insights into how participants implement the knowledge or skills after training. We must understand how to design a program that has elements that will promote transfer before, during, and after the program. This paper will examine the impact of learning transfer and the models used to understand better how to achieve this. Afterward, a deep dive will be done into the relationship between learning transfer and leadership development and what elements can be incorporated before, during, and after the programs that can impact transfer.
Table of Contents1Introduction32Reflective Ob.docxmattinsonjanel
Table of Contents
1 Introduction 3
2 Reflective Observation 3
3 Abstract Generalisation 5
4 Application 6
5 Conclusion 8
6 References 9
Introduction
Nowadays, change is inevitable for most organizations, and applying effective organizational change could direct organizations to reach a competitive advantage (Armenakis & Harris, 2009; Clegg & Walsh, 2004). In most cases the effort in achieving success in organizations fails due to the lack of people’s commitment and misdiagnosis of change (Armenakis & Harris, 2009; Oreg, 2003). Therefore, in relation to my previous experience and relevant studies, I will argue that leaders support in leading the change, Human Resource Management (HRM) intervention and the process of building commitment in organizations will enhance the success probability of change. The outline of the reflective journal will be as follows. The first section will be highlighting reflective observations of these three topics, and the second section will give an abstract generalisation where it shows the relationship between these three topics in the change management context. Subsequently, the application of the principles in my future career will be discussed. Finally, conclusion will be provided in the final section. Reflective Observation
HRM planning and intervention are encompassing all steps of the change process framework adopted from Härtel and Fujimoto (2010). Molineux (2013) found that the implementation of systemic HRM is considered to have a strategic function in change management. The ideas of systemic HRM have not been applied in my organization where the HR practices are not integrated well. Strategic HRM intervention could enhance the change enablers in the organization in an effort to increase the probability of success (Al-Haddad & Kotnour, 2015). Jiang et al. (2012) in their research construct the HR system and define the relationships within the system which is influencing employees’ abilities, motivation and opportunities. The relationships within the HR system have gained comprehensive understanding of how the process works and how it aligns with business strategy. Nowadays, strategic HRM intervention from transactional to transformational activities has made HR professionals gain more strategic values which also relates to organizations’ performance (Buller & McEvoy, 2012). In my opinion, E-HRM and/or outsourcing HR role play important roles in supporting the shift, as it is provide time for HR practitioner to work more in strategic role. From my experience, the application of E-HRM is not as easy as it seems, due to the lack of knowledge, skills and readiness with new technology. Therefore, Parry (2014) suggests that organisations should carefully design and implement E-HRM to adjust with the condition of members in organizations.
The second topic is leading change. Leaders’ support in change process is needed to influence the willingness to change among employees (Bass, Avolio, Jung, & Berson, 20 ...
Organizational coaching can be described as a learning process that aims to facilitate the
participants’ leadership skills by providing them with new ways to view their work, as well as their actions
within the work community. Previous studies focusing on the Deep Leadership® coaching process have found
that the coaching program has immediate effects on the participating work communities. However, more studies
on the effectiveness of the method are needed in order to enable an understanding of how the coaching method
operates in different kinds of work communities. In this paper, we study the effectiveness of the Deep
Leadership® coaching process (DL, 2014) by analyzing the changes that have taken place within a sciencebased company during and after active between 2011 and 2012. In this study, we combine the statistical findings
of 360-leadership profiles, coaching feedback data, and the organization’s climate survey data to evaluate the
effectiveness of the Deep Leadership® coaching process. We will start by presenting the core aims and structure
of the Deep Leadership® coaching process and the methods used to study the effectiveness of the program.
Thereafter we will proceed to the analysis of this case study and discuss the findings in relation to previous
studies.
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
DBA 7553, Human Resource Management 1 Course Learn.docxadkinspaige22
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
DBA 7553, Human Resource Management 1 Course Learn.docxgertrudebellgrove
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
The employee life cycle is a foundational framework for robust and h.docxtodd701
The employee life cycle is a foundational framework for robust and healthy employee experience and is a major contributor to the success of the organization. It is also a powerful mechanism that can, when well-designed and properly used, make a company a workplace that employees want to be at every day of the week and creativity and innovation show up even when leaders are just hoping for it. Learners are asked to respond to the following question for this last discussion in the course: Which parts of the employment life cycle do you consider most important and why?
Resources
Employee Life Cycle Impact on Engagement
(2018, Feb 28).
Report details how moments that matter & employee value propositions impact worker engagement.
PR Newswire.
"Among the most critical components shaping (the organization's engagement) ecosystem is the employee value proposition, the tangible and intangible deal that organizations provide in exchange for employee effort, commitment and performance."
Bradison, P. (2019).
HR Matters: From recruiting to onboarding the importance of quality new hire work flows.
Alaska Business Monthly,
35
(4), 83.
This article describes how "employees from multiple generations are seeking employment with a consumer’s approach" when they consider more than the pay structure before applying for a position.
Working in HRM
Justin, T. C. (2018).
Addressing the top HR challenges in 2019.
HR Strategy and Planning Excellence Essentials.
This preview to the year in HRM in Canada considers these hot topics: "catering to a multi-generational workforce, employee engagement, increasing feedback, attracting and keeping the right employees, and now marijuana in the workplace."
Sato, Y., Kobayashi, N., & Shirasaka, S. (2020).
An analysis of human resource management for knowledge workers: Using the three axes of target employee, lifecycle stage, and human resource flow.
Review of Integrative Business and Economics Research, 9
(1), 140–156.
This study considers human resource flow management and how to foster that along with two other HRM initiatives with knowledge workers.
Tyler, K. (2019).
10 steps to unlocking innovation at your organization.
HRMagazine, 64
(1), 1.
Innovation is a key component for the longevity of an organization and "HR can't expect to foster an innovative company culture if it does not have an innovative culture within its own function." This resource is inspiring to help HR professionals find a purpose for their efforts to improve all steps in the employee life cycle and embrace the HR platforms and tools that will help them towards this goal.
Case Study
Saurombe, M., Barkhuizen, E. N., & Schutte, N. E. (2017).
Management perceptions of a higher educational brand for the attraction of talented academic staff.
SA Journal of Human Resource Management
, 15.
This study gives a great example of how managers think about branding in higher education and how a.
The economy is driven by data ~ Data sustains an organization’s .docxtodd701
The economy is driven by data ~ Data sustains an organization’s business processes and enables it to deliver products and services. Stop the flow of data, and for many companies, business comes quickly to a halt. Those who understand its value and have the ability to manage related risks will have a competitive advantage. If the loss of data lasts long enough, the viability of an organization to survive may come into question.
What is the significant difference between quality assurance & quality control? Explain
Why is there a relationship between QA/QC and risk management? Explain
Why are policies needed to govern data both in transit and at rest (not being used - accessed)? Explain
.
THE EMERGENCY DEPARTMENT AND VICTIMS OF SEXUAL VIOLENCE AN .docxtodd701
THE EMERGENCY DEPARTMENT AND
VICTIMS OF SEXUAL VIOLENCE: AN
ASSESSMENT OF PREPAREDNESS TO HELP
STACEY BETH PLICHTA, SC.D.
TANCY VANDECAR-BURDIN, M.A.
Old Dominion University, Norfolk, VA
REBECCA K ODOR, M.S.W.
Virginia Department of Health, Richmond, VA
SHANI REAMS, A.A.S.
Virginia Sexual and Domestic Violence Action Alliance,
Richmond, VA
YAN ZHANG, M.S.
Old Dominion University, Norfolk, VA
ABSTRACT
The Emergency Department (ED) is a key source of care for
victims of sexual violence but there is little information available about
the extent to which EDs are prepared to provide this care. This study
examines the structural and process factors that the ED has in place to
assist victims. A survey of all 82 publicly accessible EDs in the
Commonwealth of Virginia was conducted (RR 76%). In general, the
EDs provide the recommended medical care to victims. However, at
least half do not have the needed resources in place to effectively assist
victims and most (80%) do not provide regular training to their medical
staff about sexual violence. Further, almost one-quarter do not have a
relationship with a local rape crisis center. It is recommended that each
ED partner with local rape crisis centers to provide training to their
staff and to ensure continuity of support for victims. It is also
suggested that the state government explore ways in which a forensic
(SANE) nurse be made available to every victim of sexual violence that
presents to the ED for medical assistance. Ideally, each ED would
become part of a community-wide Sexual Assault Response Team
286 JHHSA WINTER 2006
(SART) in order to provide comprehensive care to victims and
thorough evidence collection and information to law enforcement.
INTRODUCTION
This study seeks to examine the extent to which
Emergency Departments (EDs) in the Commonwealth of
Virginia are prepared to provide care for victims of sexual
violence through an examination of both structural and
process factors that are currently in place. Many studies
indicate that sexual violence victimization has both long-
term and short-term health consequences (Plichta and Falik,
2001; see also Rentoul and Applebloom 1997; Cloutier,
Martin and Poole, 2002; Bohn and Holz, 1996). The ED is
a key source of care for victims of sexual assault. It is one
of the first points of entry to care. Competent care by
professionals trained in treating sexual assault victims is
critical to the timely recovery of physical and mental
health. The ED also plays a critical role in the collection of
evidence that may lead to the conviction of the perpetrator
and a recent study found that specially trained (forensic)
nurses perform this function significantly better than do
other staff (Sievers, Murphy and Miller, 2003). Forensic
nurses are registered nurses (R.N.’s) who have advanced
training in the examination of sexual assault victims; this
includes training on legal aspe.
The emergence of HRM in the UK in the 1980s represented a new fo.docxtodd701
The emergence of HRM in the UK in the 1980s represented a new form of managerialism and was instrumental in increases in work intensification’. Discuss.
Word count: 2,000 words (excluding references) and the 10% convention applies
· Minimum use of 15 academic journal articles/ research reports.
· It must be single-sided with size 12 font, 1.5 spacing with the pages numbered and stapled.
Structure – a clear logical format with linked points and arguments.
Broadly, your essay should be structured in the following manner (subheadings are not necessary)
1. Introduction – summary of your ideas and the structure
2. Review of the literature – critical discussion
3. Conclusions
4. References
Background material – evidence of the background research drawing from literature sources. This should include enough descriptive content and factual information from which to derive arguments and assessment of key themes, issues and problems addressed.
Accuracy – in the presentation and description of theories used in the argument
Argumentation – the main argument of the report should relate to the objectives you have initially stated. They should be supported by evidence, both from a variety of sources in the literature.
Presentation – the answers should be well planned – clear, coherent and well constructed. Remember- never write in the first person.
Relevant references and sources must be cited using the Harvard style of referencing. Marks will be removed for wrong or poor referencing.
Useful tips on essay writing
http://www.reading.ac.uk/internal/studyadvice/studyresources/essays/stadevelopessay.aspx
.
The elimination patterns of our patients are very important to know .docxtodd701
The elimination patterns of our patients are very important to know as we continue to assess and do our care plans. How can impaired elimination affect the integumentary system?
Remember that your posts must exhibit appropriate writing mechanics including using proper language, cordiality, and proper grammar and punctuation. If you refer to any outside sources or reference materials be sure to provide proper attribution and/or citation.
.
The Elements and Principles of Design A Guide to Design Term.docxtodd701
The Elements and Principles of Design
A Guide to Design Terminology
The elements of design are some of the basic building blocks that make up the design or artwork.
Understanding and using this terminology can help the designer articulate what works and what doesn’t
work in a design, and to think critically about a design on a more conscious level. Combined, the elements
and principles of design can make for a strong, complete and well-established composition. The principles
of Gestalt, which arise from the elements of design, are included at the end of this document. Learning to
use these elements and principles will be the focus of Beginning Design.
The elements of design are: Point, Line, Form, Value, Texture, Shape, Space, Color
(Color is covered in Art 110; we will be focusing on black, white, and gray scale values.)
DEFINITIONS:
A Point is a position in space.
A Line is the path of a moving point. Two points connected make a line. Lines often imply motion, and can
be rendered in a variety of ways. Contour lines or outlines, define the boundary between shapes. Lines can
create texture or value when used in crosshatching. In addition to these types of actual lines, our eyes can
invent implied lines, such as in dotted lines, or where area boundaries describe lines that may not be there.
Shape is a two dimensional form. The variety of possible shapes is endless. Several common ones are as
follows:
• Simple Geometric: circles, squares, triangles are some of the examples.
• Complex Geometric: straight and curved shapes that have more sides and angles.
• Curvilinear: French curves, ellipses, circles and ovals used in combination.
• Accidental: an example of this might be a coffee ring or paint splatters.
Form is a shape with dimension, an object existing in three dimensional space physically or implied.
Value is the tone created by black, white and shades of gray. The value or tone of an element can create
mass, dimension, emphasis or volume.
Texture can be actual or visual.
• Actual texture is tactile: you can feel it by touching it.
• Visual texture are the markings of a two dimensional artwork that imply actual texture.
Space is an illusion or feeling of 3-dimensionality, which can be created in a two-dimensional design in
several ways, for example:
• Overlapping one object in front of another;
• Using differences in value, amount of detail, etc. between elements;
• Using techniques related to linear perspective, such as differences in size or height on page between
elements
The principles of design are: Unity, Variety, Movement, Balance, Emphasis, Contrast, Proportion,
and Pattern.
DEFINITIONS:
Unity or harmony is the quality of wholeness or oneness that is achieved through the effective use of the
elements and principles of design. The most basic quality of a design or artwork, unity gives a piece the
feeling of being an integrated human expression. The princi.
The emergence of HRM in the UK in the 1980s represented a new form o.docxtodd701
The emergence of HRM in the UK in the 1980s represented a new form of managerialism and was instrumental in increases in work intensification’. Discuss.
Word count: 2,000 words (excluding references) and the 10% convention applies
· Minimum use of 15 academic journal articles/ research reports.
· It must be single-sided with size 12 font, 1.5 spacing with the pages numbered and stapled.
Structure – a clear logical format with linked points and arguments.
Broadly, your essay should be structured in the following manner (subheadings are not necessary)
1. Introduction – summary of your ideas and the structure
2. Review of the literature – critical discussion
3. Conclusions
4. References
Background material – evidence of the background research drawing from literature sources. This should include enough descriptive content and factual information from which to derive arguments and assessment of key themes, issues and problems addressed.
Accuracy – in the presentation and description of theories used in the argument
Argumentation – the main argument of the report should relate to the objectives you have initially stated. They should be supported by evidence, both from a variety of sources in the literature.
Presentation – the answers should be well planned – clear, coherent and well constructed. Remember- never write in the first person.
Relevant references and sources must be cited using the Harvard style of referencing. Marks will be removed for wrong or poor referencing.
Useful tips on essay writing
http://www.reading.ac.uk/internal/studyadvice/studyresources/essays/stadevelopessay.aspx
.
The eligibility requirements to become a family nurse practition.docxtodd701
The eligibility requirements to become a family nurse practitioner include completion of “APRN core (advance physical assessment, advanced pharmacology, and advanced pathophysiology), supervised clinical hours, completion of an accredited graduate program with evidence of an academic transcript, and an active nurse license” (American Academy of Nurse Practitioners, 2021).
The value associated with certification as an FNP is very personal to me. Along with providing higher quality care to clientele, I will have a more fulfilled inner sense of purpose and also be able to provide for my family in a higher capacity than I was previously able to, with an estimated average nurse practitioner salary being over $100,000 annually in the state of Wisconsin. Achieving both my master's and nurse practitioner certification would allow my employer, fellow professional comrades, and most of all; my clients, to have a higher sense of security knowing I’ve worked and studied hard to bring them the highest quality care available. Staying up to date on my continuing education and state-of-the-art processes and pathology will also instill confidence in my clientele to not only continue coming to me with their individual and family healthcare needs but likely will ensure referrals into my practice.
Any time a nurse genuinely takes on a holistic approach towards the practical application of nursing theory, a client is in a better position for patient-centered care, maintaining anonymity, and ensuring positive effective communication during the care process. In the nursing profession, nurses need to not only advocate for their clients, but themselves by participating in associations that work towards advancing the field through by working towards lower nurse-to-client ratios to decrease burnout, leadership education, and opportunity, and also grants to advance continuing education.
.
The Electoral College was created to protect US citizens against.docxtodd701
The Electoral College was created to protect US citizens against mob rule. Mob rule is the control of a lawful government system by a mass of people through violence and intimidation. However, some Americans question the legitimacy of this process. Pick one election where the outcome of the popular vote and the electoral college vote differed to create an argument in favor of or opposed to the use of the electoral college. List at least three valid points to support your argument. Present you argument in a PowerPoint presentation.
As you complete your presentation, be sure to:
Use speaker's notes to expand upon the bullet point main ideas on your slides, making references to research and theory with citation.
Proof your work
Use visuals (pictures, video, narration, graphs, etc.) to compliment the text in your presentation and to reinforce your content.
Do not just write a paper and copy chunks of it into each slide. Treat this as if you were going to give this presentation live.
Presentation Requirements (APA format)
Length: 8-10 substantive slides (excluding cover and references slides)
Font should not be smaller than size 16-point
Parenthetical in-text citations included and formatted in APA style
References slide ( 3 scholarly sources)
.
The Emerging Role of Data Scientists on Software Developmen.docxtodd701
The Emerging Role of Data Scientists
on Software Development Teams
Miryung Kim
UCLA
Los Angeles, CA, USA
[email protected]
Thomas Zimmermann Robert DeLine Andrew Begel
Microsoft Research
Redmond, WA, USA
{tzimmer, rdeline, andrew.begel}@microsoft.com
ABSTRACT
Creating and running software produces large amounts of raw data
about the development process and the customer usage, which can
be turned into actionable insight with the help of skilled data scien-
tists. Unfortunately, data scientists with the analytical and software
engineering skills to analyze these large data sets have been hard to
come by; only recently have software companies started to develop
competencies in software-oriented data analytics. To understand
this emerging role, we interviewed data scientists across several
product groups at Microsoft. In this paper, we describe their educa-
tion and training background, their missions in software engineer-
ing contexts, and the type of problems on which they work. We
identify five distinct working styles of data scientists: (1) Insight
Providers, who work with engineers to collect the data needed to
inform decisions that managers make; (2) Modeling Specialists,
who use their machine learning expertise to build predictive mod-
els; (3) Platform Builders, who create data platforms, balancing
both engineering and data analysis concerns; (4) Polymaths, who
do all data science activities themselves; and (5) Team Leaders,
who run teams of data scientists and spread best practices. We fur-
ther describe a set of strategies that they employ to increase the im-
pact and actionability of their work.
Categories and Subject Descriptors:
D.2.9 [Management]
General Terms:
Management, Measurement, Human Factors.
1. INTRODUCTION
Software teams are increasingly using data analysis to inform their
engineering and business decisions [1] and to build data solutions
that utilize data in software products [2]. The people who do col-
lection and analysis are called data scientists, a term coined by DJ
Patil and Jeff Hammerbacher in 2008 to define their jobs at
LinkedIn and Facebook [3]. The mission of a data scientist is to
transform data into insight, providing guidance for leaders to take
action [4]. One example is the use of user telemetry data to redesign
Windows Explorer (a tool for file management) for Windows 8.
Data scientists on the Windows team discovered that the top ten
most frequent commands accounted for 81.2% of all of invoked
commands, but only two of these were easily accessible from the
command bar in the user interface 8 [5]. Based on this insight, the
team redesigned the user experience to make these hidden com-
mands more prominent.
Until recently, data scientists were found mostly on software teams
whose products were data-intensive, like internet search and adver-
tising. Today, we have reached an inflection point where many.
The Earths largest phylum is Arthropoda, including centipedes, mill.docxtodd701
The Earth's largest phylum is Arthropoda, including centipedes, millipedes, crustaceans, and insects. The insects have shown to be a particularly successful class within the phylum. What biological characteristics have contributed to the success of insects? I'm many science fiction scenarios, post-apocalyptic Earth is mainly populated with giant insects. Why don't we see giant insects today?
250-500 words done by 12:40pm today which is about two hours from now. Cite work.
.
The economic and financial crisis from 2008 to 2009, also known .docxtodd701
The economic and financial crisis from 2008 to 2009, also known as the global financial crisis, was considered to be the worst financial crisis since the Great Depression. The general situation of financial markets has been additionally complicated by the introduction of new financial products as well as other modes of operations including globalization. The global financial market seems to be playing a different function in our economy and it has been working because of new regulations. The introduction of new trade platforms, online access to information, integration and globalization of the market have caused some revisions of finance theories.
What are reliable predictors of economic and financial crises (list at least 3 of them)?
Describe some achievements and some pending issues in context of a global crisis.
Are we still in danger of economic and financial crises today (please refer to current Covid-19 situation)?
Instructions:
Conduct research from viable and credible sources such as and not limited to economic journals, periodicals, books, data base, and websites. This assignment should be submitted/uploaded via D2L on the date the assignment is due. Any late assignments will be subject to a letter grade reduction unless an extension has been negotiated with the professor prior to the due date.
In this written assignment, the quality of your writing and the application of APA format will be evaluated in addition to your content. Evaluation based on these criteria is designed to help prepare you for completing your college projects, which must be well written and follow APA guidelines. Each written assignment should contain a minimum of 800 words, but no more than 900 words. Make sure that you use correct spelling, grammar, and punctuation.
.
The Economic Development Case Study is a two-part assign.docxtodd701
The Economic Development Case Study is a two-part assignment – the written paper and video
presentation. Economic Development Case studies must be posted prior to April 19th to
receive approval. Case studies are approved on first posted basis – case studies must be unique,
and students are required to review previously posted case studies to alleviate duplicate case
studies.
The first part of the assignment is to write a paper on a local (San Bernardino or Riverside counties)
economic development. You may identify a case as reported from a city’s website, local
newspapers, or other quality source. Remember, a low-quality source, or insufficient information
from your sources, will affect the quality of your grade for this assignment. The Economic
Development project cannot have been completed.
Your case study should be approximately 750~1000 words long. In your case study paper, you
should briefly describe the following:
• Introduction to the economic development case
• Identify the role government played
• Identify the role of the public, if any
• Economic impact to the community – What is the economic impact to the community? How will it
benefit or not benefit the community?
• Analysis – What is your analysis of the project?
• Conclusion – Where is the project currently?
Instructions for the case study: go to Economic Development Case Study – Submit Here
Scoring Rubric for Economic Development Case Study Paper
Criteria Exceptional
(15 - 13 points)
Very Good
(13 – 11.25 points)
Acceptable
(11.25 – 9 points)
Unacceptable
(8 points or less)
Content
Provides an accurate and
complete description of the
case. All sources of facts
and examples are fully
documented. The case is
original. Case was approved.
For the most part,
description of the case
accurate and complete.
Most sources of facts and
examples are documented.
The case is original and
case was approved.
Description of the case is
inaccurate or incomplete.
Some sources of facts and
examples are
documented. The case is
original and was approved.
Very little reference was
made to the case. Case
is not supported by
evidence. Case is not
original and was not
approved.
Organization
Writer presents information in
logical, interesting sequence,
which reader can follow
Writer presents information
in logical sequence which
reader can follow.
Reader has difficulty
following case study
Reader cannot follow the
case organization.
Economic Development Case Study Paper & Presentation:
Analysis
Writer provides excellent
analysis of the role of
government and the
economic impact of the case
supported by information
provided
Writer provides good
analysis of the role of
government and the
economic impact of the
case.
Writer provides analysis of
either the role of
gov.
The Eighties, Part OneFrom the following list, choose five.docxtodd701
The Eighties,
P
art
One
From the following list, choose five
events
during the 1980s.
I
dentify
the basic facts, dates, and purpose of the event in 2 to 3 sentences in the Identify column. Include why the event is significant in the Significance column, and add a reference for your material in the Reference column.
·
The Sunbelt
·
Suburban Conservatism
·
The Tax Revolt
·
Corporate Elites
·
Neoconservatives
·
Populist Conservatives
·
Deregulation
·
The Federal Reserve Board
·
The Energy Glut
·
The 1981 Tax Cuts
·
Spending Cuts
·
Military Spending
·
Technology
Event
Identify
Significance
Reference
The Eighties,
P
art
Two
From the following list, choose five
events
during the 1980s.
I
dentify
the basic facts, dates, and purpose of the event in 2 to 3 sentences in the Identify column. Include why the event is significant in the Significance column, and add a reference for your material in the Reference column.
·
Feminism
·
Homelessness
·
Republicans and the environment
·
Malls
·
Alternative rock
·
Madonna
·
Michael Jackson
·
AIDS
·
The Cosby Show
·
Sandra Day O’Connor
·
We Are the World
·
Global Warming
·
Geraldine Ferraro
Event
Identify
Significance
Reference
.
The Election of 1860Democrats split· Northern Democrats run .docxtodd701
The Election of 1860
Democrats split
· Northern Democrats run Stephen Douglas
· Southern Democrats run John C. Breckinridge
Republicans decide for moderate
· Republicans nominate Lincoln
· Lincoln opposes slavery in territories
· Republican platform comprehensive
Fourth party enters race
· Constitutional Unionists
· Run John Bell
Republican Victory
· Lincoln gains 40% popular vote
· Lincoln wins in electoral college
· Most Americans want settlement
South Carolina fire-eaters demand secession
· South Carolina secedes December 20, 1680
· Deep South follows
· Buchanan unable to shape compromise
Crittenden Compromise
· Proposed extension of 36º 30’
· John Tyler proposed constitutional amendment
· Lincoln cannot accept slavery in territories
· Compromises fail
Confederate States of America
· Seven states of deep South
· Montgomery original capital
· Constitution similar to that of U.S.
· Constitution protects slavery
President Jefferson of CSA
· Model slave owner; not fire-eater
· Cold personality, irritable, inflexible
· Lacks self-confidence
· Surrounds himself with yes-men
President Abraham Lincoln of United States
· Knows value of unity, competency
· Appoints rivals to cabinet
· Brunt of jokes, criticism
· Sharp native intelligence, humble
Border states
· Virginia, North Carolina, Tennessee, Arkansas join CSA
· Maryland, Kentucky, Missouri stay with Union
· West Virginia secedes from Virginia
A war of nerves
· Two Southern forts in U.S. hands
· Davis willing to let status quo stand for moment
· Lincoln decides to re-supply forts without force
· Confederates fire, beginning April 12, 1861
Art of War influences commanders
· Focus on occupying high ground
· Focus on taking enemy cities
· Retreat when necessary
· Jomini’s 12 models of war
The Armies
· Calvary: for reconnaissance
· Artillery: weakens enemy
· Infantry: backbone of army
· Also support units
Infantry
· Brigades of 2,000–3,000
· Form double lines of 1,000 yards
· Advance into enemy fire
· Then fight hand-to-hand
· Most battles in dense woods
Yanks and Rebs
· Most between 17 and 25
· From all states, social classes
· Draft exempts upper class
· Anti-draft riots in New York City
· Draft dodgers in South
· Some bounty hunters
· High desertion rates
· Shirking duty not common
First Battle of Manassas (Bull Run)
· Both sides thought war would be short
· First battle 20 miles from Washington
· South wins, Union forces flee in panic
First Battle of Manassas (Bull Run)
· South fails to attack Washington
· South celebrates victory
· Stonewall Jackson hero for South
· South disorganized even in victory
Consequences of Manassas (Bull Run)
· South becomes overconfident
· North prepares for long fight
· George McClellan given command of Army of Potomac
Northern strategy
· Defend Washington; take Richmond
· Split Confederacy by taking Mississippi River
· Blockade southern coastline
Mismatch
· North had population advantage of 22 to 9 million
· Industry in north
· Railroads mainl.
The early civilizations of the Indus Valley known as Harappa and Moh.docxtodd701
The early civilizations of the Indus Valley known as Harappa and Mohenjo-Daro had many of the markings of a sophisticated culture. In a
2-3 page
paper discuss the noted advancements of these cultures including significant archaeological finds that suggest these civilizations were far more advanced than originally believed. For this paper, you will need to find
at least (2) outside
resources that support your writing.
.
The Early Theories of Human DevelopmentSeveral theories atte.docxtodd701
The Early Theories of Human Development
Several theories attempt to describe human development.
Briefly describe the Freud, Erickson, and Piaget theories regarding development. Provide the major similarities and differences between each.
Explain how these early theories were developed, and why there is concern related to race, gender, socioeconomic status, and other areas of diversity in how these theories were developed.
.
The Electoral College was created to protect US citizens against mob.docxtodd701
The Electoral College was created to protect US citizens against mob rule. Mob rule is the control of a lawful government system by a mass of people through violence and intimidation. However, some Americans question the legitimacy of this process. Pick one election where the outcome of the popular vote and the electoral college vote differed to create an argument in favor of or opposed to the use of the electoral college. List at least three valid points to support your argument.
Present you argument in a PowerPoint presentation.
Use speaker's notes to expand upon the bullet point main ideas on your slides, making references to research and theory with citation.
Use visuals (pictures, video, narration, graphs, etc.) to compliment the text in your presentation and to reinforce your content.
Treat this as if you were going to give this presentation live.
8-10 slides
.
The early modern age was a period of great discovery and exploration.docxtodd701
The early modern age was a period of great discovery and exploration. The frontiers of knowledge were being pushed out in many directions through the work of scientists and the colonizing of the New World by the European nations. Discuss how our world today is also a world of discovery and exploration. Reflect on this in a short paragraph (250–300) that specifically links the kinds of changes five hundred years ago with the kinds of changes our culture is experiencing today.
.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The Efficacy of Executive Coaching inTimes of Organisational.docx
1. The Efficacy of Executive Coaching in
Times of Organisational Change
ANTHONY M. GRANT
Coaching Psychology Unit, School of Psychology, University of
Sydney, Sydney, Australia
ABSTRACT Executive coaching is often used in times of
organisational change to help executives
develop the psychological and behavioural skills needed to
focus on reaching their work-related
goals whilst simultaneously dealing with the turbulence
associated with organisational change.
Despite its widespread use, little research has explored the
impact of executive coaching during
periods of organisational change. This within-subject study used
both quantitative and qualitative
measures to explore the impact of executive coaching during a
period of organisational change
on 31 executives and managers from a global engineering
consulting organisation. Participation
in the coaching was associated with increased goal attainment,
enhanced solution-focused
thinking, a greater ability to deal with change, increased
leadership self-efficacy and resilience,
and decrease in depression. The positive impact of coaching
generalised to non-work areas such
as family life. Recommendations are made for the measurement
and design of executive coaching
programmes.
2. KEY WORDS: Executive coaching, organisational change,
leadership self-efficacy, solution-
focused thinking
Introduction
Organisational turbulence has increasingly become part of the
everyday experi-
ence in organisations in the contemporary Western commercial
world. Organis-
ational turbulence is defined as nontrivial, rapid, and
discontinuous change in
an organisation, brought about by events such as restructurings,
downsizings,
sales, and spin-offs of assets and acquisitions, the effects of
which are often
experienced as disconcerting (Cameron et al., 1987).
Journal of Change Management, 2014
Vol. 14, No. 2, 258 – 280,
http://dx.doi.org/10.1080/14697017.2013.805159
Correspondence Address: Anthony M. Grant, Coaching
Psychology Unit, School of Psychology, University of
Sydney, Sydney, NSW 2006, Australia. Email: [email protected]
# 2013 The Author(s). Published by Taylor & Francis.
This is an Open Access article distributed under the terms of the
Creative Commons Attribution License (http://
creativecommons.org/licenses/by/3.0), which permits
unrestricted use, distribution, and reproduction in any
medium, provided the original work is properly cited. The moral
rights of the named author(s) have been asserted.
3. Whereas in the last century organisational change tended to be
part of desig-
nated mergers and acquisitions or pre-planned cultural
development initiatives
(Gaughan, 2010), since 2000 the rate and unpredictability of
organisational
change appear to have escalated, resulting in greater demands
and stresses
being placed on managers and executives (Sablonnière et al.,
2012). Such econ-
omic uncertainty and organisational turbulence have been
particularly evident
since the 2007 Global Financial Crisis.
Not surprisingly, the executives and employees who work in
such uncertain and
unstable contexts sometimes struggle to develop the
psychological and behaviour-
al skills needed to deal with organisational change whilst
remaining focused on
reaching their work-related goals (Fugate et al., 2008). Indeed,
the ability to
build effective teams and deliver on organisational goals during
periods of disrup-
tive change or organisational turbulence is rated as one of the
most important attri-
butes of effective leaders (Gilley et al., 2009), although the
requisite skills come
naturally to only a few (Goleman, 2000). The focus of this
article is on examining
if executive coaching can help executives and managers during
times of organis-
ational change.
The Literature on Executive Coaching and Organisational
4. Change: an Overview
Executive coaching is frequently used by corporations to help
executives develop
their capacity to deal with change and to give them support in
reaching their
organisational or work-related goals (Goldsmith, 2009).
Executive coaching can
be understood as a helping relationship formed between a client
(the coachee
1
)
who has leadership, managerial, or supervisory authority and
responsibility in
an organisation, and a coach who uses a range of cognitive and
behavioural tech-
niques in order to help the client achieve a mutually defined set
of goals with the
aim of improving his or her leadership skills, professional
performance, and well-
being and the effectiveness of the organisation (adapted from
Kilburg, 1996).
The academic literature on executive coaching per se has grown
over time. A
search of the database PsycINFO conducted in January 2013
using the keywords
‘executive coaching’ found a total of 487 citations, with the
first published article
being Sperry’s (1993) discussion article describing the needs of
executives and
how psychologists can respond to their need for consulting,
coaching, and coun-
selling. Between 1993 and 1999 there were a total of 31
5. citations, between 2000
and 2005 there were a total of 99 citations, and between 2006
and 2013 there were
a total of 356 citations (For a detailed review and critique of the
literature on
executive coaching see Grant et al., 2010).
The widespread use of coaching by practitioners and consultants
as a means of
helping executives deal with a range of change-related issues is
echoed in the aca-
demic literature. Cross-indexing the terms ‘executive coaching’
and ‘change’
identified a total of 111 citations. That is to say that 22.28% of
the executive
coaching literature in PsycINFO is in relation to issues to do
with change.
However, of these 111 citations 91 are opinion articles
discussing, for example,
how various theoretical frameworks can be used to foster
meaningful personal
change amongst executive clients (Glunk and Follini, 2011), or
how integrating
Acceptance and Commitment Therapy into coaching methods
can help leaders
Executive Coaching in Times of Organisational Change 259
develop a repertoire of crisis resiliency and value-directed
change management
skills (Moran, 2010), or how coaching can help executives
change on a personal
level (Barner, 2006).
6. Few Empirical Studies on Change-Related Executive Coaching
Of the identified 111 citations only 21 were empirical studies.
The majority of
these (n ¼ 15) used a case study methods or retrospective
survey approaches
(Wasylyshyn, 2003; Schnell, 2005; Fahy, 2007; Kombarakaran
et al., 2008;
Ozkan, 2008; Kress, 2009; Lewis-Duarte, 2009; Nardone et al.,
2009; Perkins,
2009; Freedman and Perry, 2010; Rostron, 2011; Clayton, 2012;
Lawler, 2012;
Lewis-Duarte and Bligh, 2012; Ratiu and Baban, 2012). There
were only three
within-subjects studies (Trathen, 2008; Milare and Yoshida,
2009; Howard
2009) and two between-subjects studies (Kampa-Kokesch, 2002;
Gravel, 2007),
with only one randomised controlled study exploring the
effectiveness of execu-
tive coaching in times of organisational change (Grant et al.,
2009).
Although this emerging evidence-base suggests that executive
coaching can
indeed be effective, over time there have been concerns
expressed in the literature
that executive coaching could be merely a fad, problematic, or
unhelpful
(Nowack, 2003), or that executive coaches who lack rigorous
psychological train-
ing could do more harm than good (Berglas, 2002). Thus, more
empirical research
is needed to evaluate the effects of executive coaching,
particularly in times of
organisational change.
7. The existing research that explicitly explores the effects of
coaching during
times of organisational change tends to be qualitative or
exploratory. For
example, Fahy (2007) presented an exploratory case study in
which a grounded-
theory approach was used to examine the role that executive
coaching with a
senior leadership team plays in the process of organisational
change, and
Schnell (2005) presented a detailed case study of executive
coaching as a
support mechanism during a period of organisational growth and
evolution.
Whist such qualitative and exploratory grounded-theory
approaches can give
rich insights into individuals’ lived experience, they fail to
provide quantitative
data, and both qualitative and quantitative data are needed in
order to comprehen-
sively develop the knowledge base.
The rationale for the present study’s design is that, to date,
little is known from a
quantitative perspective about the effects of coaching on
executives as they go
through periods of organisational change. Quantitative
evaluations are important
because they can provide objective and aggregate measures of
change and allow
for direct comparisons between different outcome studies and
different popu-
lations – key factors in the accumulation of knowledge and the
ongoing develop-
ment of an evidence-based approach to coaching. However,
8. because quantitative
evaluations do not highlight individual participants’ subjective
experiences, both
quantitative and qualitative approaches were used in the present
study.
The extent to which coaching helps develop personal change
readiness – the
capacity to cope with the uncertainties that organisational
change introduces
into one’s work life – is not also known, nor the extent to which
coaching
helps develop leadership self-efficacy, resilience, or workplace
satisfaction.
260 A.M. Grant
Hence the aim of the present study was to explore these issues
and so doing further
develop the knowledge base associated with executive coaching.
The Psychological Mechanisms of Executive Coaching
Executive coaching is informed by a broad range of theoretical
frameworks
ranging from the cognitive through to psychodynamic and the
solution-focused
(see Passmore, 2005). However, regardless of theoretical
framework, there are a
common set of principles underpinning executive coaching and
these include col-
laboration and accountability, awareness raising, responsibility,
commitment,
action planning, and action (Grant, 2006). That is, regardless of
9. theoretical orien-
tation, the coaching relationship is one in which the coach and
coachee form a col-
laborative working alliance, articulate goals, and develop
specific action steps
designed to facilitate goal attainment. The coachee’s
responsibility is to enact
the action steps. The coach’s role is to help keep the coachee on
track, helping
them to monitor and evaluate progress over time, as well as
providing an intellec-
tual foil for brainstorming and facilitating the process of
examining issues from a
range of different perspectives.
Executive coaching may thus be effective through at least three
underlying cog-
nitive and behavioural mechanisms. First, having a confidential
and supportive
relationship in which to reflect upon and discuss personal and
professional
issues can relieve stress and anxiety and give individuals the
space to consider pro-
blems from a range of perspectives (Myers, 1999). Second, the
process of setting
personally valued goals and then purposefully working towards
achieving them
can enhance well-being, build self-efficacy, and help develop
solution-focused
thinking (Sheldon and Houser-Marko, 2001). Third,
systemically engaging in
such processes along with being supported in dealing with any
setbacks can
build resilience and enhance self-regulation, both of which are
vital factors in suc-
cessfully dealing with change (Baumeister et al., 2006). As a
10. result of the above,
coachees may well experience greater self-efficacy, change
readiness, job satisfac-
tion, and well-being as well as being better equipped to deal
with change and
workplace stressors.
Relevance of Coaching in Times of Organisational Change
Given the above delineations of the coaching process, there are
several key
reasons why coaching might indeed help executives function
more effectively
during times of organisational change or turbulence.
First, in order to deal effectively with organisational
uncertainty, executives
need to able to stand back from the day-to-day cut-and-thrust of
corporate life
and engage in the flexible strategic thinking necessary to
understand and construc-
tively react to emergent and unpredictable issues, and such
reflexivity sits at the
core of the coaching process (Day et al., 2008). Second,
effective leadership of
others requires the leader to have good personal insight – an
awareness of
one’s own personal thoughts, feelings, and behaviour (Gill,
2002) – and coaching
has been shown to increase such insight (Grant, 2007).
Executive Coaching in Times of Organisational Change 261
Furthermore, when working in complex adaptive systems (such
11. as global
businesses) that are in states of turbulence, problem-focused
diagnostic and
causal analysis may not be very helpful, and may even impede
goal progression
(Cavanagh and Lane, 2012). Leaders need the ability to focus on
solution con-
struction and for many this will require a shift in mindset from
a diagnostic
approach to a solution-focused thinking style, and coaching has
been shown to
increase solution-focused thinking (Grant et al., 2012). Not
least, self-efficacy
is also a key factor in helping individuals deal with situations
that are novel, unpre-
dictable, or stressful (Schunk, 1983) and coaching has been
shown to increase both
self-efficacy and management skills (Baron and Morin, 2010).
Context of the Present Study
The present study was conducted in cooperation with an
organisation with global
capability in strategic consulting, engineering, and project
delivery. It operates in
17 countries across Asia Pacific, the Americas, Europe, the
Middle East, and
Africa, deploying some 7000 people in 54 offices. Having
started in 1964, the
business has grown significantly in the last 10 – 12 years.
The organisation had also undergone a number of significant
changes in recent
times. In October 2011, a new CEO assumed responsibility for
the business fol-
lowing a 15-year tenure by the previous leader. In addition to
12. the organisational
change and turbulence often associated with new leadership, a
new business-oper-
ating model was also introduced in July 2011 with a stronger
focus on collabor-
ation across the business, requiring significant shifts in the way
that various
business sectors operated and interacted. The business has also
undergone some
recent restructuring. Additionally, during 2011 and 2012 the
business was in the
process of exploring the possibility of a transformational
merger to assist it in ful-
filling its ambitious growth targets.
Such organisational changes typicality create significant stress
for employees
and managers as they re-calibrate their working practices in
response to a shifting
and turbulent corporate landscape whilst simultaneously
striving to achieve their
designated organisational goals. It was these issues that made
this a useful context
in which to study the impact of executive coaching in times of
organisational
change. The coaching programme was conducted during 2012.
The primary aims of the coaching programme included
developing participants’
ability to manage change, to navigate ambiguity, and to foster
productive relation-
ships across the business. In addition, the programme was used
as a way of sup-
porting participants in managing their own career development
through
developing greater clarity and a deeper understanding of their
13. individual strengths,
personal values, and development needs.
The coaching sessions were conducted by 14 experienced
professional execu-
tive coaches from a global firm of business psychologists.
Twelve of these were
registered psychologists and of the other two, one was
International Coach Federa-
tion accredited and the other was tertiary qualified and an
experienced executive
coach.
It was hypothesised that participation in the coaching
programme would be
associated with increased goal attainment, enhanced solution-
focused thinking,
262 A.M. Grant
greater ability to deal with change, increased leadership self-
efficacy and resili-
ence, decrease in depression, anxiety, and stress, and increase in
workplace
satisfaction.
Method
Participants
Participants were 38 executives and senior and middle managers
from the organ-
isation’s business units and functional areas. There were 30 men
and 8 women
14. (mean age 42.7 years). They covered 14 geographical locations
including Ade-
laide, Auckland, Brisbane, Jakarta, Kuala Lumpur, London,
Manchester, Mel-
bourne, Newcastle upon Tyne, Perth, Santiago, Shanghai,
Singapore, and
Sydney. Due to unexpected changes in work demands,
redeployment, or sick
leave, seven individuals were not able to complete all
questionnaires or attend
all coaching sessions within the specified maximum timeframe
of four months.
Data from these individuals have been dropped from the
analysis.
Design and Procedure
The study used a within-subjects (pre2post) design with
measures taken at Time
1 and Time 2 (four months later). Participants completed the
dependent variable
measures by hand before the first coaching session and after the
final coaching
session. They completed the questionnaires in privacy and
placed the question-
naires in a sealed envelope which was then returned to the
project coordinator.
Apart from details about goal content, the coaches did not have
access to these
data.
Overview of the Coaching Programme
The coaching programme focused on enhancing and developing
leadership capa-
bility, with the aim of equipping participants to better lead
15. themselves, their staff,
and their organisations more effectively through a period of
substantial organis-
ational change.
Specifically, the programme aimed to help participants to:
(1) Meet the challenges inherent in a period of substantial
organisational change;
(2) Enhance their leadership and management skills, and
develop their personal
leadership ‘brand’;
(3) Develop their ability to work more collaboratively across
the client organis-
ation’s business sectors;
(4) Enhance their professional development and career
opportunities.
The programme aims were used to set broad parameters within
which the partici-
pants set individual goals for the coaching process. Participants
were encouraged
to set their own goals that aligned with the programme’s aims
but were also per-
sonally valued and meaningful.
Executive Coaching in Times of Organisational Change 263
The programme consisted of positive psychology-based 360-
degree qualitative
feedback processes consisting of their key perceived strengths,
a ‘best self’
16. description, potential developmental themes and directions and
potential future
roles, and four coaching sessions. Prior to commencing
coaching each coachee
was matched with an internal organisation business mentor to
provide additional
support to them throughout the coaching programme.
The Executive Coaching Sessions
The coaching sessions utilised a cognitive2behavioural,
solution-focused frame-
work. This approach to coaching rests on the assumption that
goal attainment can
be best facilitated by understanding the reciprocal relationships
between one’s
thoughts, feelings, behaviour, and the environment, and by
structuring these
four domains in order to best support goal attainment.
Incorporating a strong sol-
ution-focused perspective into a cognitive2behavioural modality
helps orientate
the coaching towards the development of personal strengths and
solution construc-
tion rather than towards diagnostic problem analysis (Grant,
2003).
The coaching programme consisted of four, 90-minute, one-to-
one coaching
sessions. Prior to each coaching session coachees completed a
preparation sheet
and in the documentation they outlined their progress to date,
noted any specific
challenges they had faced, and detailed their goals for coaching
in the session.
In order to foster reflexivity, coachees were also asked to make
17. written notes
about any personal insights and any agreed action steps during
the actual coaching
sessions. All initial sessions were completed face-to-face.
Subsequent sessions
were completed face-to-face where the coach and coachee were
based in the
same city. All other sessions were completed over the
telephone. In total 62%
of the sessions were completed in person.
Examples of the goals that participants addressed included
becoming less reac-
tive and defensive in meetings; demonstrating better listening
and communication
skills whilst under pressure; becoming more adept at delegating;
and developing
stronger relationships in both the business and with clients.
To ensure that the coaching session remained goal-focused,
each session started
by setting a specific goal for the session. The coach and
coachee then typically
explored the reality of the current situation, before developing
options for
action and concluding with specific action steps that help define
the way
forward (see Whitmore, 1992). The role of the coach was to
provide a personal
reflective space, to ask often-challenging questions designed to
help the
coachee think about the issues from different perspectives, and
to work with the
coachee to brainstorm and develop potential options and action
plans.
18. In order to maximise the chances of creating real behavioural
change in partici-
pants’ leadership and management skills, each coaching session
concluded by
delineating specific action steps to be completed before the next
coaching session.
Following the fourth coaching session, a four- (or five)-way
meeting occurred
with the coach, coachee, their manager and/or internal sponsor,
and their
mentor, and their human resource business partner was present
wherever possible.
The objective of the final session was to review progress,
ensure alignment
264 A.M. Grant
between the key coaching themes, and the provision of ongoing
support mechan-
isms with the aim of maintaining behavioural change over the
longer term.
Measures
Both quantitative and qualitative measures were used.
Quantitative measures
Goal Attainment Scaling (GAS). Participants identified two
goals that were
aligned with the purpose of the coaching programme. It was
emphasised that
these goals should be personally meaningful and valued.
19. Participants responded
to the question ‘up to today, how successful have you been in
achieving this
goal’, and rated their goal attainment on a scale from 0% (no
attainment) to
100% (complete attainment). Such goal attainment scales have
been used in
prior coaching outcome studies (Spence, 2007).
Solution
-focused thinking was assessed using the