...Kevin S. Groves College of Business and Economics, California State University, Los Angeles, California, USA Abstract Purpose – Organizations often fail to utilize managerial personnel effectively for leadership development and succession planning systems, and many execute these critical practices through separate human resource functions that shift the responsibility for leadership development away from line managers. The purpose of this article is to present a best practices model for optimal development of the leadership pipeline and a series of practical recommendations for organizations. Design/methodology/approach – A group of 30 CEOs and human resource executives across 15 best practice organizations were asked via semi-structured interviews to describe the content and delivery of their respective organizations’ leadership development and succession planning practices. Findings – Analysis of interview data indicated that best practice organizations effectively integrate leadership development and succession planning systems by fully utilizing managerial personnel in developing the organization’s mentor network, identifying and codifying high potential employees, developing high potentials via project-based learning experiences and manager-facilitated workshops, establishing a flexible and fluid succession planning process, creating organization-wide forums for exposing high potential employees to multiple stakeholders, and establishing a supportive organizational culture...
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...An organization that learns does not automatically mean that it is a learning organization Introduction With the advance of economy, the competitions between enterprises are increasingly fierce. The research about organizational learning (OL) can be traced back to 1970s, Argyris and Schön gave a definition that diagnoses and corrects the mistake of organizations. Later, Huber (1991) published one of the most superior views about OL that during the processing of information, if the organizations’ potential behavior is changed, organizational learning has been generated in this process. Until Senge published his book named “THE FIFTH DISCIPLINE-The art & Practice of the learning organization” in 1990, the research of organizational learning enters to the climax. Basic meaning of the learning organization is that an organization is continuous expending to create its future and it has been aimed to growth the ‘knowledge intensity’ of enterprises (Senge, 1990). However, whether in theory or practice in enterprises, learning organization and organizational learning are extremely easy to confuse the two concepts. Generally, many people believe that organizational learning and learning organization are two interchangeable concepts; but from the academic point of view, the two thoughts closely related while having qualitative difference. Just like the title says, a learning organization is not an organization, which can learn. This article will start from...
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...Development July 11, 2012 As an assignment to reorganize this learning organization to be a more professional learning community there will be numerous suggestions submitted that will make this change happen. Even though these changes will cause a great deal of pain and discomfort in some, overall the goals of this plan are to move the organization to the next level and make us a more acceptable educational institution. Hopefully, this will strengthen our capacity and we will be able to grow substantially because of these changes. As you may or may not know, the basis of many of these changes will be taken from suggestions made from the work of DuFour, DuFour, and Eaker’s research which has taken many years of research and development. These suggestions will serve as the framework into our new future and will serve us for years to come. The Professional Learning Communities (PLC) concept As a development design the Professional Learning Communities (PLC) concept will be employed as the foundation to the schools reorganization. How does and what exactly is PLC as it relates to reorganization will be described as follows: In order to better understand PLC a clearer view of learning organizations will assist in this process. Learning organizations are united by a shared vision of student and staff learning together. They have common values of respect, along with a caring and shared value system. These types of school...
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...vision for excellence Planning has become an important part of developing good management skills and governing of an educational organization. The Strategic Planning in Higher Education “clearly articulates that a proven methodology will yield strategic thinking from groups and more organizations in a innovative direction” (Center for Organizational Development and Leadership). Planning assures organizations stay in touch with the needs of the community. Planning will ultimately contribute to the growth and organizational stability of a learning community. There are two Interstate School Leaders Licensure Consortium standards that educators must consider when developing a successful work plan. Interstate School Leaders Licensure Consortium standard one specifies that “a school administrator is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community”. (GCU,2012 ISLLC pg. 18) Interstate School Leaders Licensure Consortium standard three specifies that “a school administrator is an educational leader who promotes the success of all students by ensuring management of the organization, operations, and resources for a safe, efficient, and effective learning environment”. (GCU,2012 ISLLC pg.18) These standards and their functions set the foundation for developing a strategic plan. Planning involves a base for monitoring...
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...Strategic Objectives Flow-down Objectives Strategic Analysis Analysis of internal and external environments SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) Elements within the project team’s control What strengths and weaknesses the organization possesses in itself Elements over which the project team has little/no control What opportunities and threats are posed by competitors, suppliers, customers, regulatory agencies, technologies Guiding Principles The vision describes the organization of the future “vivid description of a preferred future” Require extra effort to be achieved Often multiyear goals that end in suggesting the need for a new vision The mission statement provides a mechanism for achieving the vision “organization’s core purpose, core values”, beliefs, culture, primary business, primary customers Mission Statement Considerations Purpose – communicates why an organization exists Beliefs – what the leaders of an organization stand for Core values – how decisions will be made and how people will be treated Culture – how members should act Primary business areas – what business the organization engages in Primary customers – which groups of people need to be satisfied Strategic Objectives Means of achieving the vision and mission Objective setting occurs annually Describe short term and long term results Describe measures of achievement Effective...
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...(1990), the definition of a learning organization is “a place where people continually expand their capacity to create results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning how to learn”. The main objective of this essay is to focus on the importance of the role of learning organizations and the methods in which they help in enhancing the performance of the organization as a whole. This is because the learning organization concept has been broadened and widely used by modern organizations and modern cultures. To begin with, this essay will start by focusing on the clarification of the idea of the learning organization philosophy, and will extend to critically explaining all of its advantages and disadvantages with the help of organizational examples and how the philosophy has been considered as being able to enhance an organization’s overall performance and will be concluded by providing recommendations for the managers of organizations. The learning organization approach has been popular since the 1990’s, and still stands as being one of the most talked about management theories in the business world nowadays (Marrapodi, 2003). Learning is an essential key to success in organizations and this is because learning aids the workforce of an organization in developing new skills. Without implementing the learning concept in an organization, both businesses and employees...
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...1. Introduction This seminar paper deals with the Learning and Development Strategy of Dashen bank vis-à-vis the best practices and best fits recommended by scholars in the field. Our assessment covers the literature review analysis on the best practices and best fits as provided by the tool kits. We have also reviewed the Dashen bank’s business as well as Human Resources Management Strategies, HR Training Policies and Procedures and the Bank’s Profiles. The paper presents the literature review in the first part and analysis of the Bank’s strategy in general and learning and development strategy in particular based on the tool kit as advised by the instructor in the second part. The final part presents conclusions and recommendations. 2. Objective The purpose of this term paper is to evaluate the human resources learning and development strategy at Dashen Bank SC against the contemporary theories and recommendations and best practices prescribed by scholars and practitioners. The evaluation mainly applied the strategic human resource management tool kits as recommended by the course instructor. 3. Limitations Since the paper deals with the strategic issues of the Bank which is a confidential document to the Organization we were constrained freely examine and discuss the paper as we wish. 4. Literature Review STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD) involves introducing, eliminating, modifying, directing, and guiding processes in such a way that all individuals...
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...Leadership Development Traditionally, leadership development has focused on developing the leadership abilities and attitudes of individuals. Just as people are not all born with the ability or desire to play football (soccer) like Zinedine Zidane or sing like Luciano Pavarotti, people are not all born with the ability to lead. Different personal traits and characteristics can help or hinder a person's leadership effectiveness[1] and require formalized programs for developing leadership competencies [2] Yet everyone can develop their leadership effectiveness. Achieving such development takes focus, practice and persistence more akin to learning a musical instrument than reading a book.[3] Classroom-style training and associated reading is effective in helping leaders to know more about what is involved in leading well. However, knowing what to do and doing what you know are two very different outcomes; management expert Henry Mintzberg is one person to highlight this dilemma. It is estimated that as little as 15% of learning from traditional classroom style training results in sustained behavioral change within the workplace.[4] The success of leadership development efforts has been linked to three variables:[5] Individual learner characteristics The quality and nature of the leadership development program Genuine support for behavioral change from the leader's supervisor Military officer training academies, such as the Royal Military Academy Sandhurst...
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...2 For 2011 Researching on Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management Name: Shaun Amirthalingam 0705668 Matthew Peh Voon Yang 0805185 Boo Tong Kwong 0805183 Table of Content Title | Page Number | 1.0 Introduction | 3 | 2.0 Learning Organisation2.1 Inspiration and Motivation2.2 Empowerment2.3 Accumulating and Sharing Internal Knowledge2.4 Gathering and Integrating External Information2.5 Enabling Creativity | 4-5 | 3.0 European Foundation of Quality Management3.1 The Good of EFQM3.2 EFQM Developing Organisation Learning3.3 Limitation of Organisation Learning | 6-13 | 4.0 Conclusion | 14 | Referencing and Bibliography | 15-18 | Researching on Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management 1.0 Introduction It is a huge change that has accelerated over the past few decades in the economy. During the 20th century, organisations always focused at traditional factors for production on tangible resources such as equipment, land and money. Almost every organization was seeking for ways to reduce the cost and boost the sales...
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...big role in the training and developing human resources in both private and public sectors. they conduct training programs with expert trainers to help firms at biggest level developing their human resources .they contribute much in the UK economy as one of the biggest retail stores ,so that performance and efficiency would be an advantage to the economy. And for those issues the HK government took a biggest responsibility in developing human resources, and tried to generate self-motivated learning by the employees to achieve a livelong learning .this helps the organization to gain a stable condition for a long term. Also the organization may not be able to invest in a high amount training ,and then they can benefit from the government support to their human resources development. Successively the industries are blooming quickly and gaining HR effectiveness, and this helps the firms to be in a good position for a highly competitive market . The level of competency and knowledge in the world is getting bigger every day, therefore the public and private firms in UK are committing more and more to improve their employee’s skill, knowledge or quality of service. The private firms in the UK focus on customer service, working environment and how the make it best. Public sector as well is working on its human resource development by making standards for consumers. The competency movements are an effective and essential part of learning and improving performance. Higher...
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...to encompass the entire talent requirements of the organization. When discussing and planning your organization’s future, it’s important to consider not just the goals, objectives, and initiatives, but clearly how to accomplish them. The most important contributor is undoubtedly your employees. Aligning the organization’s business strategy with its employees is called talent management, and it encompasses aligning the right employee with the right position in the organization. Talent management is a business strategy and must be fully incorporated within all of the employee connected practices of the organization. Retaining and attracting talented employees, in a talent management system, is the responsibility of every tier of management in the organization, but especially the Human Resource managers who are in charge of hiring, training, and development. A successful talent management strategy also engages in the practice of sharing data regarding high profiled employees and their employment histories and accomplishments with all divisions of the organization. This process of sharing and transparency makes it possible for a range of departments to recognize available talent when opportunities become available. The charting of the staffs skills and strengths enable the organization to appraise the manpower that is not being utilized properly or to its highest potential. This is critical are for both the organization as well as the employee; the employee can be placed...
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...Discussion 1: Future Leader Experiences Experiences play an important role in how future leaders will run the organization. Give three examples of how effective competencies, relationships, and learning capabilities can be measured as factors in future leadership development. The importance of business leadership is well articulated with the observation, a good leader can make a success of a weak business plan, but a poor leader can ruin even the best plan. That’s why developing effective leadership using a consistent talent management program at all levels across the organization can return significant business value. To identify, attract, fill, and retain corporate leadership talent, companies need leadership development programs focused on hiring strategies, employee development, and career and succession planning. Successful organizations need both leaders and managers, but there are fundamental differences between a manager and a leader. While leaders influence, inspire, and drive people to a common goal, the role of a manager is to keep the day to day operations of an organization running smoothly. Employee development must reflect these differences and provide development of both sets of skills. Major talent management functions all play a part in a comprehensive leadership development program, and can be well supported by a unified talent management technology platform, specifically: Recruitment to source leadership talent Assessments to evaluate leadership...
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...Training is also project related. Suppose a new project has arrived at an organization and very few people possess the technical know-how to execute the project. They are then entrusted with the task of spreading the knowledge of the skills required and ensuring that the right people know the right things required to execute the project. This constitutes training. A newly promoted employee needs training to be able to fit into his/her new role and perform as expected. A technically competent designer may have been promoted to a managerial or executive job on request or due to exceptional performance. He may not be comfortable with the use of for example, MS Office. He will then require training for the same. Development is defined as “Learning that goes beyond today’s job and has a more long-term focus.” It prepares every employee to keep pace with the organization’s pace of growth. In today’s world, where customer focus and changing customer needs are the key drivers for growth, development plays a pivotal role. It looks towards enhancing or adapting the skills of an individual to the changing dynamics of the industry. Also, the individual needs of the employees are taken care of through development initiatives which provide the opportunity for the individual to grow within the organization. With employee retention and succession planning becoming increasingly difficult for HR managers, promoting and developing internal talent becomes...
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...Leadership in the 21st Century college course. I have a deep desire for my organization to become a true learning organization. The irony to my desire is that my organization is involved in education of children kindergarten through twelfth grade. I have set up learning environments in my organization, but not based on the art and practice of learning organizations. The trainings were designed to meet an immediate need based on a lack of knowledge or experience. Currently, we have five different levels of training based on time on the job or position. Peter Senge, in an obscure little sentence in his book, says, “ To be a true teacher, you must be a learner first” (Senge, 1990. 2006, p. 332). He adds that the teacher’s passion for learning inspires their students. He further insists that managers, which I will translate to organizational leaders, must commit to be practitioners, not just “advocates” or preachers. My goal therefore is to use the theory from Peter Senge and apply it to my organization. The challenge is to take the theory and put into practice. Senge’s five key disciplines are mental models, shared vision, team learning, personal mastery, and systems thinking. Senge believes that the five disciplines converge to create new waves of experimentation and advancement, and hopefully, “learning organizations.” A learning organization is not one where the members of an organization just takes in information, but where team members continually expand their...
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...critical strategy for every construction companies, as in the coming years, human capital plays a significant role in order to have a successful organization. Based on a combination of literature research and questionnaire surveys, the study explores the effect of training and motivation in HRD practices on teamwork improvement in construction firms. The research was conducted by sending 50 sets of questionnaires to the nominated contractor firms in Mashhad, Iran. The analysis methods in this research were mainly descriptive and regression analysis and the type of investigation was co-relational study. The research found that the percentage of skilled and unskilled labour in the construction companies, some barriers and solutions of training and motivating workforces and the relationship between training and motivation practices in teamwork improvement. Future research should try to address on how companies can shape the environmental and organizational settings in order to motivate staff and workers for training and development. Key words: Human resource development, training, motivation, teamwork improvement, construction. INTRODUCTION A powerful human resource development (HRD) system is a critical strategy for construction companies, as in the coming years, human capital plays a significant role in order to have a successful organization (Buyens et al.,...
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