...debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators) INTRODUCTION KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences of various companies...
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...THE DESIGN AND IMPLEMENTATION OF A LEADERSHIP DEVELOPMENT PROGRAM FOR GREENHECK FAN CORPORATION by Kathleen A. Drengler A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree in Training and Development Approved for completion of 4 Semester Credits 198-750 Field Problem in Training and Development _________________________ Research Advisor The Graduate College University of Wisconsin-Stout December 2001 2 The Graduate College University of Wisconsin-Stout Menomonie, Wisconsin 54751 ABSTRACT Drengler (Writer) (Last Name) Kathleen (First) A (Initial) The Design and Implementation of a Leadership Development Program for Greenheck Fan Corporation Training & Development (Graduate Major) Jerry Coomer (Research Advisor) December 2001 (Month/Year) (No. Pages) Publication Manual of the American Psychological Association (Name of Style Manual Used in this Study) The purpose of this field problem was to design and implement a leadership development program for Greenheck Fan Corporation. Consistent growth over the prior five years and aggressive growth projections created leadership opportunities throughout the organization. A corporate culture that supports promotions from within and a projected workforce labor shortage required development of the skills of existing employees to fill emerging leadership roles. This leadership development program defines the competencies necessary...
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...Singapore Management University Maters of Science Innovation | Core Module MGMT 661 By Associate Prof. Adel F. Dimian My Definition, Understanding and Response of the Lecture Topic & Discussions. Innovation Strategy Development Part 1&2 When the need of wanting to be different arises, the need to innovate takes a strong hold in one’s mind to bring about new changes that are often challenged in many different styles, manner, methods and modes. To my understanding different types of innovations requires and employs different innovative strategy or strategies. Which in turn determines the growth phase of the organization and its strategic approach and desired outcome of the innovation. Developing an Innovation Strategy Frame Work The Innovative ideas and strategy plans and developments can only take valuable shape and growth with the right leadership and driving force. Therefore with the discussions developed and generated, I have come to an understanding that successful innovation strategy is determined by the true leadership of an innovative leader with an innovative mindset who wants to achieve success for his organization, employees and himself. Instead of being comfortable and clustering around a few achieved strategies, a successful innovative leader begins by setting high targets and aspirations for the organization. Followed by recruiting qualified candidates and instilling tremendous positive energy, spirit and enthusiasm in the work environment. Although...
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...My leadership viewpoint is created upon my combined life experiences, observations, successes, and failures. I vision leadership as a voyage taken together by followers and leaders to a mutual endpoint. A creative plan is what great leaders have to put in place, some type of chart or map to help them bring together and confirm they have a suitable and operative team in place, a great communication plan also and lead their followers to the endpoint. Leaders with effective skills describe and perfect their missions regularly and they constantly communicate with followers the milestones and objectives that are vital to the achievement of success, for it is necessary for a team to not only to understand where the organization is and where it should go, but also how it’s...
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...discovery is acknowledged for helping Gene One to develop from a $2 million dollar company to the current $400 million dollar company of today. Gene One is coming up on an opportunity for their organization with the transition to an initial public offering (IPO). A milestone for any company is the issuance of publicly traded stock. While the motivations for an initial public offering are clear-cut, the means for doing so is complex. The opportunity they have is to develop an effectively performing culture all working towards the same goal. The company is in a transition phase. I believe that Gene One needs transformational leadership to realize the vision of taking the company into the public sector. Transformational leadership requires charisma, motivation, selflessness, and intellectual stimulation. Research on charismatic and transformational leadership indicates that a clear and compelling vision is useful to guide change in an organization (Yukl, 2006). The key issue in this scenario is their organizational culture. The company consists of individuals who each have a passion in relation to working in the biotech industry. The Board of Directors for Gene One is accustomed to operating on a private level....
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...STRATEGIC PROGRAM MANAGEMENT PLAN Strategic Program Management Plan University of Phoenix Strategic Program Management Paper This document will discuss a hospitality service chain, Friar Tucker International (FTI) that provides management to a chain of 35 entertainment and cuisine establishments. The 35 entertainment and cuisine establishments consist of 10 sports entertainment establishments, 15 cuisine establishments, 8 family entertainment establishments, and has entered into an agreement with two hotel chains. Friar Tucker International employs an estimate of 1200 staff members and generates revenue in the amount of $300 million. Friar Tucker International has a vision of joining the top ten hospitality providers of service and to serve families through the business of entertainment; basing the service on superior levels of marketing and innovation. The Friar Tucker International mission is to “attract more visitors and customers through food and entertainment facilities and ensure a great family experience” (Friar Tucker International scenario, 2010). Friar Tucker International, Chief Executive Officer, Ricardo Bellini negotiated and accepted many contracts with hotel chains. The contracts resulted in the management of the establishments and the to implement and carry out projects and manage the implementation of numerous projects. Over the previous years, this company has increased its success rate and has felt the results of growth. Many of the business contracts...
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...play an active role in governance is by conducting regular annual review periods for key operating functions within the Company, including compliance, environment, health & safety, and people development. This allows GE to create a cycle of continuous improvement at the senior level and incorporate evolving best practices. These sessions provide a vital system of accountability and allow topical focus as needed through the year. They create a singular point of focus to surface any issues, review performance and disseminate new information. Session/council Timing Global Leadership Meeting January Session D Compliance review Ongoing throughout year—once per business CEC Corporate Executive Council Quarterly Session C Organizational staffing and succession review April, May Growth Playbook Long-term business strategy June, July Operating Plan Annual strategy, including budget October, November Session E Environment, Health & Safety Ongoing, 25 sessions per year Risk Committee Review environmental, compliance, liquidity, credit, market and event risks Quarterly Operating System—These regular, annual reviews create a cycle of continuous improvement in areas including compliance, environment, health & safety, and people development. Global Leadership Meeting The annual GLM has been a foundation of GE’s management processes for over 35 years. At this session over 600 of GE’s top leaders from around the world spend two days sharing best...
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...Talent Development at PepsiCo PepsiCo’s Competitive Advantage PepsiCo uses its talent to sustain a competitive advantage by the following means: The first means is talent management. PepsiCo’s talent management has four frameworks, talent acquisition, talent management and development, PepsiCo University, and Inclusive culture. PepsiCo has been very successful in talent development and many of their former CEO’s are now in leadership positions at other Fortune 500 companies. The second means is talent development. PepsiCo focuses on developing leaders. They use talent development as a model for targeted succession planning. PepsiCo uses talent management and development to empower employees and develop growth. Growth is the first component of the PepsiCo’s corporate value statement. The growth and development of their employees is critical to their success. PepsiCo’s Career Growth Model PepsiCo has a good model for career growth. The following discusses three key elements: The first key element is proven results. Results are measured by PepsiCo’s performance management process and reinforce the cultural emphasis on growth (Silzer & Dowell, 2010). Business growth creates opportunity for employees to grow and get involved with the company. The second key element is leadership capability. Leadership capability reflects the behaviors that employees are expected to demonstrate (Silzer & Dowell, 2010). The behaviors are tiered...
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...Medical Chemicals is company that has uniquely cornered a niche market in the pharmaceutical industry. The company experienced rapid growth, but has now plateaued. Carl Burke, the newly elected CEO, has been given the task of reigniting the growth engine of the company without undoing the accomplishments of his predecessor. For the first few months, Carl spends time in the field trying to understand the business, its people, and how the organization works. After an unsuccessful attempt to create a “Leadership Team” similar to his former company, Carl decides to hire an outside consultant, Laura Burke, to independently assess the functionality of his management team. Laura provides insight as to the issues of the management team and Carl’s impact on that team. Carl realizes that the company has many strengths. Since its conception, the company has created hundreds of patents for specialty chemicals that allow other drugs to be taken more effectively and conveniently. SMC maintains a strong client base by helping them develop new compounds for their new products. Carl’s biggest concern is how the company is failing to grow within the industry, specifically within biotech and generic drug companies. Other weaknesses lie within the organizational culture where departments are entrenched into their own silos. For example, product development is not responsive to new business. Departments such as sales and manufacturing function at a high level, while administration (specifically...
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...PROGRAM GLOBAL STRATEGY AND LEADERSHIP STUDENT SUPPORT SLIDES Semester 1, 2016 MODULE 1 AN INTRODUCTION TO STRATEGY AND LEADERSHIP NEED TO MEET MODULE OBJECTIVES • • • • • • • • Explain the development of the evolution of strategy Outline the ethical responsibilities and challenges that leaders of organisations are confronted by Discuss the different approaches to strategy, and how they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches to strategy ...
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...My Personal Leadership and Development Plan Dan Grumbles LDR-510 Dorothy Cucinelli January 24, 2003 Abstract Executive Summary: Personal Leadership and Development Plans have several factors involved in them. To begin with, one needs to determine where the starting point is as well as all the various aspects involved with current position, location and associated responsibilities. After understanding and documenting these factors, a study of future plans is necessary. Capturing these future plans in a written form allows a person the opportunity to make comparative studies of both a positive and negative nature, which can be referred to as a B verses C. These lists of positive and negative results can then be used to determine future direction and the action plan developed and implemented to get you there. Once the plan is developed and implemented a system for monitoring progress and performance should be utilized to insure successful completion of the project or task. Pre-Planning: An example of this activity would be my decision to return to school for my Masters Degree. I am fortunate enough to work for an employer who reimburses the costs associated with tuition, books, supplies and fees related to a degree in a field of study which applies to my current work assignment. While this is a very positive motivation by itself, there are many factors that must first be considered. ...
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...for its burgers and fries. But last year, its training organization made a name for itself with learning programs that ensure its customers continue to receive the level of product and service they have come to expect. Article Author: Lorri Freifeld By Margery Weinstein Who isn’t familiar with McDonald’s? Its golden arches are among the most recognizable brand icons in the U.S. What many are less familiar with is the methodical and distinguished learning and development that supports that brand. Training that begins by preparing employees to serve customers at the counter, and extends to programs that help individuals launch their own franchise, is a key to McDonald’s 50-plus-year success story. Last year, the company kicked it up a notch with improved restaurant leadership training, sharpened people selection and processes, and refined coaching and mentoring practices. Capstone Coursework Last year, McDonald’s U.S. Training, Learning and Development team partnered with Owners/Operators and Operations Leadership to develop the curriculum for Restaurant Department Management, says Vice President of U.S. Training Diana Thomas. “This is a new and holistic management approach to enable managers to consistently run great restaurants,” she points out. Three new department manager roles were created to support the changing needs of business operations, all reporting to the restaurant’s general manager. The curriculum design includes innovative approaches, such as Leaders as Teachers...
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... The career growth model at PepsiCo focuses on the development of leaders from within the organization. Career growth at PepsiCo is brought about by the close collaboration among employees, managers and organization. The extensive framework of people processes at PepsiCo ensures the effectiveness of translation of the career growth model into leadership development aligned with the larger business goals. These include performance management, talent and career development, 360-degree feedback, periodic reviews and succession planning. The leadership development model at PepsiCo basically considers five factors: * Proven results * Leadership capability * Functional excellence * Business knowledge * Critical experiences Proven results PepsiCo believes in reinforcing consistent business and people results from its employees. The track record of previous performances with lasting impact is thoroughly analyzed. For instance, Steven Reinemund had an immaculate track record in the company’s Pizza Hut and Frito-Lay divisions before becoming the CEO of PepsiCo from 2001-2006. Leadership capability PepsiCo provides a layout to assess an executive’s contributions to the organization as a leader. The various evaluations and 360-degree feedbacks employed by PepsiCo help bridge the gaps of leadership competencies for its executives. PepsiCo considers the following elements while training its employees for leadership and coordination skills: * Growth as a leader...
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...Talent Development at PepsiCo PepsiCo is the world’s leader in convenient snacks, food and beverages. Founded in 1965 with a merger of Pepsi-Cola and Frito-Lay has delivered significant and consistent business growth over the past 40 years. Growth is the first component of PepsiCo’s corporate values statement and is the core of the business strategy. With sustainable competitive advantages and successful talent, management in developing leaders and employees contributes to the success of talent management. Known as being an “academy” company for its talent development that produces leaders with talent that go on to be successful in other Fortune 500 companies. Competitive Advantage PepsiCo’s competitive strategy is based on differentiation instead of cost leadership. To sustain growth at PepsiCo, three competitive advantages of innovative products, muscular brands and powerful go-to-markets are applied. Innovative products offers a solution to health and wellness concerns, allows PepsiCo an opportunity to be active in the community. The big muscular brands are PepsiCo Beverages, PepsiCo International, Frito-Lay, and Quake Foods products. A powerful go-to-market, well diverse set of distribution system of consumer products that provides considerable cost efficiency and system effectiveness in driving value. Additionally, the organization continues to invest in their employees through developing leaders, holding them accountable and reward them. Furthermore, the...
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...of developing leaders to sustain Infosys' legacy... Early200l saw the birth ofInfosys leadership Institute IL! with the visionto be a globally recognized institution thatnurtures leaders and advances the field ofleadership development. Over thepast decade the growth wimessed at Infosys coupled with globalization, provided Infosys the impetus to focus on developing leaders for the future. It was in keeping with thisvision that Narayana Murthy, the founder and chairman of the company, carefully put together a management council, which is an advisory body that took strategic decisions about the company. During the management council meetings Murthy noticed that young achievers in the company were hesitant to come forth with their suggestions. On encouraging them to speak, Murthy found their suggestions and thoughts had alot of substance and could help the company significantly. These people had not contributed to the discussions for the sole reason as they were afraid of transgressing hierarchy. This bothered Murthy and front this concern was born his grand plan to build a leadership institute that would groom and develop leaders from promising Irifoscions, irrespective of hierarchy and give them the opportunity to shape the future of the company they were helping to build. The institutes main objectives are jotted around the same, which includes preparing the companyto manage its global growth anddiversification objectives; to prepare employees to face the complexities of the market...
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