...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...Vision Values Promise Jubliant Our Values * We will carefully select, train and develop our people to be creative and empower them to take decisions, so that they respond to all stakeholders with agility, confidence and teamwork. * We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our stakeholders. * By sharing our knowledge and learning from each other and from the markets we serve, we will continue to surprise our stakeholders with innovative solutions. * With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services. Reliance ------------------------------------------------- Mission * To attain global best practices and become a leading power generating company. * To achieve excellence in project execution, quality, reliability, safety and operational efficiency. * To relentlessly pursue new opportunities, capitalizing on synergies in the power generation sector. * To consistently enhance our competitiveness and deliver profitable growth. * To practice highest standards of corporate governance and be a financially sound company. * To be a responsible corporate citizen nurturing human values and concern for society. * To improve the lives of local community in all our projects. * To be a partner in nation building...
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...Vision of establishing company Manish Bajagain Kings College Affiliated with Westcliff University Bus 325 Introduction to leadership Professor Dr. Yvan Nezerwe 3/27/2016 Abstract In this paper, I have discussed my personal vision. And also discussed the company vision. An in this paper I have also discussed my personal vision and values. And how does it differ from company vision or allied with company vision? Keywords: vision, value etc. Vision Vision should inspire followers and it is done by creating a positive and attractive view of the future (Manning & Curtis, 2012). A Clear vision of the company helps leader and flowers to keep organizations on the right track. Declaring what company, groups or organizations wants to do is known as vision. Vision of My Company The vision of my company is to be leading wrought iron furniture industries in Nepal and go in an international market. My personal vision I personal believe in hard work and achieve things. Every time when I close my eyes I see myself in the airport transit travelling for the business meeting. And my personal vision is travel all over the world. Vision should not be vague and it should be made one day. It should the final output of what you have planned (Harvard Business Review, n.d.). Co-relation between my vision and company vision The vision of my company starts what I have thought. My personal vision of travelling worlds shapes my business vision to open the outlet in each corner of...
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...Aligning Employees Leading Strategic Change Robert S. Kaplan Marvin Bower Professor of Leadership Development, Emeritus Copyright © President & Fellows of Harvard College Align employees to the strategy: Four HR processes 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management. How do we align employees to the strategy? 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based Communicate “seven times seven different ways” to make strategy everyone’s job Personal relevance brings the strategy to life Sustained communication uses different channels to get the message across • Leadership meetings • CEO random visits to employees • Dear Colleague Quarterly Letter in Mellon News • Learning lunches & informal discussions • Intranet • Working groups facilitated by HR • Staff briefings Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol European...
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...NORTHWESTERN UNIVERSITY | Leading Change: Why Transformation Efforts Fail | by John Kotter | | Calvin Beecher | 11/17/2013 | John P. Kotter’s frequently cited article, “Leading Change,” Kotter argues that many companies, when attempting to reorganize themselves and make fundamental changes to their business, make eight errors: not establishing a great enough sense of urgency, not creating a powerful enough guiding coalition, lacking a vision, under-communicating the vision by a factor of ten, not removing obstacles to the new vision, not systematically planning for and creating short-term wins, declaring victory too soon, and not anchoring changes in the corporation’s culture. In contrast, organizations that successfully transform themselves perform the following steps in the right order: establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. Accomplishment of Objectives Kotter sets out to illustrate eight ways a company can fail to reengineer itself and eight steps a company can take to successfully transform to meet market needs. At this, he succeeds. More importantly, his arguments are reasonable and persuasive. Rather than simply give us yet another list of things to do to succeed, Kotter tells us how we will fail if...
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...and lean not on your own understanding; in all your ways acknowledge Him, and He will make your paths straight” (New International Version). Group Consensus The true test of a leader does not occur when things are going well, but rather depends on how the leader responds when a crisis occurs within the group. Based on this week’s reading the three most important concepts related to crisis are as follow: team, leading by example, and vision. Each of these leadership actions are pivotal components to an organization’s ability to not only recover from a crisis, but also improve as a result. If one component is omitted, a leader’s character can become flawed, and their ability to lead may fail. King David is a good example of one who used team, leading by example and vision to lead God’s people. Team The presence of vision is a powerful enabler. The steps needed to empower others are to share the vision, build an environment for learning, transfer of power, and monitoring progress (Portillo, 2014). It is the leader’s responsibility to craft and casts such vision and to keep it before his team. It is a clear “condition setter” (Dees, 2013, p. 159). A good...
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...The Four Principal Functions of Management: Planning, Organizing, Leading, and Controlling Matthew Daley 24 September 2011 MAN 3353 Tristan L. Davison Abstract All new or old organizations whether small or big need to run smoothly and achieve the goals and objectives. Organizations can develop and implement their own management concepts. Basically, there are only four management principles that would allow any organization to control the tactically planned and set decisions. The four principles of management are used, just to have a controlled plan over the preventive measure. These four principal functions of management are: planning, organizing, leading, and controlling. What is normatively held as good management practice for a non-diversified firm? * Process of organizing * Functional organization * More centralized decision-making * Specialist viewpoint at the top * Less formalization of structure required * Less coordination and committee management * Process of planning * Simple long range planning, * High involvement of top management in planning * Less participative, * Heavily linked with the control function * Process of controlling * Concentrated at the top * More detailed at the top * Less use of exception principles * Organization of control centralized What is normatively held as good management practice for a diversified firm? * Process of organizing ...
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...Introduction This week we continue to explore the principles of a resilient leader before, during and after a crisis. Different forms of action must take place during each phase, but through having a vision, leading by example, and rebuilding the team, the leader and his/her subordinates will come out better than they went in. Three concepts Having a Vision Most are familiar with the scripture “Where there is no vision, the people shall perish: but he who keepeth the law, happy is he” (KJV). “This is certainly true, illustrating that without vision followers sink into the lowest denominators of lawlessness, discontent, and self-destruction” (Dees, 2013). The absence of vision steals motivation, direction, and unity among a group. Successful visionary leaders promote a shared vision with great commitment and manage to connect other organizational members to it. Great leaders use vision as a tool to inspire and motivate, not to dictate. Do not give your employees the steps for achieving the vision, but let them determine the methods and tactics for achieving the goal. Great leaders know how to give the gift of vision and then step away. Leading by Example “Leading by example” is a basic leadership principle and is needed most often in the time of a crisis. Enthusiastic followers do not need a leader who practices the “do as I say, not as I do” philosophy. Double standards are very destructive. “When this happens, you can almost see the loss of enthusiasm...
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...Ten Principles of Leading Change Management Critique Name School Setting Strategic Direction: Vision, Strategy, and Tactics Critique The article by the title “Setting Strategic Direction: Vision, Strategy, and Risk”, written by Steve Robbins is an article whose main focus is the ability of any individual to improve his or her personal leadership ability by focusing their personal leadership on the three tools that assist in leadership. According to Steve Robbins, these three tools are quite efficient in developing and ensuring that the leadership is not with blame. The three tools are vision, strategy, and tactics. Robbins defines vision as the ability of an individual to understand the future expectation. Thus the individual has the capability of forecasting the business environment both internal and external that my form a stumbling block. Strategy refers to the way through which the individual can effectively plan the implementation of the program. The tactic aspect as a tool in management is the ability of the leader to wittingly escape or overcome adversity (Robbins, 2012). According to Robins, the three tools for management are critical to the leadership of an organization. The article is brief and effectively defines the three tools as well give the necessary an individual should partake in so that the quality of their leadership is high (Daft, 2011). This aspect of the article does raise the level of understanding the audience...
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...Dr. Pepper Snapple Group Case Study Marcela Beas Dr. Pepper Snapple Group March 5th, 2013 Current Situation Analysis Mission/Vision Statement The Dr. pepper Snapple Group fuses its vision and mission statements saying, “At Dr. Pepper Snapple Group, it is our vision to be the best beverage business in the Americas. Our brands have been synonymous with refreshment, fun and flavor for generations, and our sales are poised to keep growing in the future.” This stamen is straightforward and informatively average. It establishes the company’s goal and core values. Also, it highlights DPS’ interest in future sales growth. The company includes its business strategy stating that it focuses on building and enhancing leading brands, pursuing profitable channels, packages and categories, leveraging an integrated business model, strengthening routes to markets, and improving operating efficiency (Dr. Pepper Snapple Group). External Analysis Government policies and regulations affect business development and growth. Products have to be consistent with the USDA’s dietary guidelines and adhere to the FDA’s standards for health claims. Due to the current post-recession economy, growth is expected to be slow since existing demand patterns are expected to change as consumers become more health conscious. Moreover, global awareness and concern regarding the impact of climate change continues to be a focal point as business seek to achieve better business in terms of reduced cost...
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...Tim’s Coffee Shoppe: Vision statement and Mission Statement Sherry Henryhand Kaplan University AB299: Associate Capstone Management Paul Biersack August 10, 2013 The difference between the vision statement and the mission statement is pretty much clear. The vision statement basically describes the organization as it would appear in the future successful state. So if the organization was to provide all of the strategic goals for the business and what they are trying to achieve in the next 10 years (SHRM: Society for Human Resource Management, Leading People, and Leasing Organization. Mission & Vision Statements: What is the difference between mission, vision and value statements? Retrieved, 2013). The mission statement basically explains the company’s or the (department’s) reason to existence. Mainly they describe the company or the (department), in what it mainly does and very much likely its overall of intention. Basically this mission statement mainly supports the vision and it also serves to pretty much communicate in purpose and also give directions to employees, customers, vendors, and mainly stakeholders on top of that (SHRM: Society for Human Resource Management, Leading People, and Leasing Organization. Mission & Vision Statements: What is the difference between mission, vision and value statements? Retrieved, 2013). So very much likely this mission can basically change to mainly reflect on a company’s or the (department’s) priorities and also the...
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...smartphone market. In 2011 BlackBerry owned 11.1% of the market, Apple had the second largest share with 18.2% of the market, and with Android leading at 49%. BlackBerry’s plans to launch the playbook two and the new operating system in the coming year. Despite their efforts to change the company, many expertises argue there is no room for a new operating system in the smartphone market, especially with the release of Microsoft’s Windows 7 phone. This article is related to our discussion about leadership in our class. The company, BlackBerry is receiving new leadership who faces the challenge of competing in the smartphone market. The announcement by Jim Balsillie, the new CEO of RIM is related with leadership, especially visionary leadership. The leader with a vision is better equipped to handle challenges they face. Although the new CEO of the company is not pushing forward to radically change the business he acknowledges their business is falling behind in smartphone competition and has a new plan to survive the challenge. Vision provides where to go and a great control over the future to managers. If an organization doesn’t care about their goal, other competitors force will decide to get it. Since vision gives organization that control and opens up new ways and possibilities for a business leadership managers have to set their own vision. The true leaders do understand the reaching a destination that others have discovered already is not anything wonderful....
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...Week 5: Vision Paper 1. Introduction a. When starting a business or organization, it is very important to have a basic foundation in order to determine the direction in which you want your organization to go. A person needs to know the businesses current position and possible avenues in which to peruse a specific course of action. As a person head of a company, you should ask yourself a few questions. What do we do? Who will we do it for? And how will we progress in the future? Having a Vision Statement is like having a picture of what you want your business to be in the future, it tells people “where you want to go”. Having a Mission Statement is like telling people what your purpose is; you want both the organization and the public to know why it is your organization exists. Last, a Strategy Statement is an effective way to achieving the overall goal of an organization(About.com). When effectively establishing these statements you have developed a foundation for your organization. 2. Statements a. The Name of the organization I will be writing about is Ford Motor Company. Ford Motor Company is an American automaker and the world’s third largest automaker. I t was founded by Henry Ford and Incorporated on June 16, 1903. Ford became one of the most profitable companies in the world and survived through the great depression. The Ford Motor Company has been in continuous family control for over 100 years. b. Ford’s Vision Statement in the early 1900’s was: “Democratize...
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...Book Review Leading at a Higher Level examines the concept of leading with a higher purpose, which requires a compelling vision and a philosophy that the development of people is equally important to that of performance. Author Ken Blanchard challenges readers to lead by asking themselves who they are, what they stand for, and how they can take the initiative even if they don’t have position power. When I first started Leading at a Higher Level I expected it to be well written and informative based on my knowledge of the author Ken Blanchard’s work. Leaders in any realm of life can become self-serving when the driving reason for being in business is based solely on profit. While profit is a legitimate goal, neglecting to see leadership as part of a higher calling diminishes the capacity to influence others and impact the greater good. A better definition of leadership, according to the author, is the capacity to influence others by unleashing the power and potential of people and organizations for the greater good. Leadership should not be done purely for personal gain or goal accomplishment: It should have a much higher purpose than that. Leadership can be defined as the process of achieving worthwhile results while acting with respect, care and fairness for the well-being of all involved. When that occurs, self-serving leadership is not possible. It's only when you realize that it's not about you that you begin to lead at a higher level. Being a successful leader is...
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