...New Employee Orientation Programme First Few Sips - Coca-Cola India Submitted To Professor Srimannarayana 12th August, 2013 First Few Sips- An Overview of Employee Orientation Program Coca-Cola India is lean organization with a total workforce of around 200-250 employees. Due to the structure, resource requirement and intake is restricted to merely 30-40 heads per year. This makes the training program more customized and individual focussed rather than standard. The common orientation program – First Few Sips however, remains standard yet adaptable to accommodate changes. This program is conducted every 3-4 months. Since, only about 10-12 people join the organization every quarter, HR waits for the availability of a group of new employees before it conducts this orientation program. The reason behind this is the involvement of the Leadership Team. They cannot be made free for individual orientation and thus, there is a requirement of a sizeable group. The itinerary of the orientation program is as follows: Day 1: The new employees meet Atul Singh and Venkatesh Kini in an open house where they get an opportunity to ask these leaders about their experiences. Ice breaking events are conducted. Day 2: Market Visit. This gives the new employees an exposure to the real time developments in the market and thus the related issues and business problems. Day 3: Talks and Open House discussions with Vice Presidents of the various Business Functions. Day 4: Plant visit to a bottling...
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...CORE FOCUS LEADERSHIP DEVELOPMENT PROGRAMME What makes a leader? Managing self, influencing others Behaving as a leader Negotiation and influence Leading change WHO SHOULD ATTEND? High-impact leaders and senior managers who need to successfully develop their leadership abilities to manage teams and drive performance while moving into a broader, more strategic role in their organisations. MASTER YOURSELF, INSPIRE PERFORMANCE DURATION 5 days DATES 23 – 27 Mar 2015 25 – 29 May 2015 27 – 31 Jul 2015 28 Sep – 02 Oct 2015 30 Nov – 04 Dec 2015 29 Feb – 04 Mar 2016 FEES Excl. GST S$7,990 Incl. GST S$8,549.30 GST applies to individuals and Singapore registered companies. Savings available for NUS alumni, early payments and team enrolments. Visit website for details. The Leadership Development Programme is an immersive programme designed to help leaders and senior managers advance their leadership skills and build their capacity to lead successful change in their organisations. Over five days, participants will be exposed to a variety of robust leadership frameworks, interactive case discussions and exercises that will enable them to understand the mindset of high performance leaders, and to tap into their own strengths to influence and lead with impact. They will explore different facets of leadership, such as inspiring and motivating teams, building commitment and managing resistance to change. Before the start of the programme, participants will be required to complete a comprehensive...
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...global leader of tomorrow Contents I Overview of research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 I Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 I Chapter 1 Trends in the external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 I Chapter 2 The organisational response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 I Chapter 3 Implications for knowledge and skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 I Chapter 4 The performance gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 I Chapter 5 Sourcing and developing knowledge and skills . . . . . . . . . . . . . . . . . . . . 20 I Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 I Case examples Unilever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Novo Nordisk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 BG Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...includes 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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...DEVELOPMENTAL LEADERSHIP PROGRAM Research Paper 11 An analysis of Leadership Development Programmes working in the context of development Heather Lyne de Ver & Fraser Kennedy February 2011 www.dlprog.org DLP Policy and Practice for Developmental Leaders, Elites and Coalitions DEVELOPMENTAL LEADERSHIP PROGRAM The Developmental Leadership Program (DLP) is an international policy initiative informed by targeted research and directed by an independent steering committee. DLP is supported by a global network of partners and currently receives its core funding from the Australian aid program. The views expressed in this publication are those of the author(s) and do not necessarily represent those of the Australian Government or any of DLP’s other partner organisations. i Contents Page Acronyms ii Abstract iii Executive Summary iv Introduction 01 1.0 An Overview of the Programmes Reviewed 03 2.0 An Overview of the Criteria for Selecting Leadership Development Programmes 05 2.1 Does the programme articulate its understanding of leadership? 05 2.2 Does the programme have a theory of change? 11 2.3 Who is the programme aimed at? 13 2.4 What are the programme’s methods and content? 21 2.5 Impact assessment and evaluations 32 3.0 Our Opinion 38 3.1. The Developmental Leadership Program’s View of Leadership ...
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...Module: Personal and Strategic Leadership Lecturer: Anton Roodt Due Date: 15 April 2013 This serves to confirm that I understand what plagiarism is, that the content herein is my own work, and that all sources used have been referenced. This document is considered confidential and no unauthorized use of any information contained herein is permitted. 15 April 2013 Table of Contents 1.Executive Summary 3 2.Introduction 4 3.Backgroundto Elaine Hagos 4 4.Method of Analysis 5 5.Critical Analysis 5 5.1 Personal Leadership Philosophy 5 5.2 The 7 Principles of a Transformational Leader 6 5.3 Track Record of a Transformational Leader 7 5.4 The Transformational Leaders Objective 8 5.5 The Qualities of a Transformational Leader 8 5.6 Preferred SE Leadership Model 9 6. Strategic Leadership Challenges for SE in South Africa 9 7. Recommendations for high performance SE Strategic Leadership Development 10 8. References 11 Appendix A 12 Appendix B 14 1. Executive Summary The following document is a critical analysis of Elaine Hagos’ strategic leadership approach to the Water, Health and Livelihoods (WHELL) Programme which was managed by Care International and implemented through partnerships with local nongovernmental organizations in Bushbuckridge, South Africa. Elaine Hagos was hired to manage the WHELL Programme that was behind its implementation by...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT MODULE M2 GROUP ASSIGNMENT CASE: The Trophy Project DATE: 13 March 2013 We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated. Name | Signature | ID Number | Dorothy van Heerden | | 7003230015080 | Delareze Joubert | | 7911030059084 | George Klopper | | 6510115056089 | Morne Grobler | | 8006265241082 | Salome Cilliers | | 8502170130089 | Tammy Pieterse | | 7811030086089 | Thabi Qaqane | | 7812220436084 | Andre Henn | | 7807285013083 | * Index Index 2 1 Executive Summary 3 2 Introduction 4 3 Problem Identification 5 3.1 SWOT Analysis of the Trophy Project 5 3.2 Problem Analysis 6 3.2.1 STRUCTURAL 6 3.2.2 Behavioural 7 3.2.3 Organisational 13 4 Recommendation 15 4.1 Organisational Effectiveness 15 4.2 The Balanced Score Card Approach 15 5 Conclusion 18 6 Bibliography 19 Executive Summary This document, by means of a thorough analysis of the case study, reveals that the Trophy Project is in a state of disorder. It identifies problematic behavioural structural and organisational issues within the company and discuses leadership problems that the company experiences throughout...
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... 4 3. Problem Statement 5 4. Analysis of Identified Problems 7 5. Recommended Solutions 9 6. Bibliography 11 1. Executive Summary This assignment is based on a case study called the Continental Computer Corporation (CCC) who is currently undergoing an exercise to include project management as a profession in the corporation. Whilst CCC is a generally profitable and successfully functioning company, there are many internal problems that could lead to the downfall of CCC if not addressed adequately. There is a clear lack of proper leadership skills within CCC. This is evident by way of all three divisions within the corporation operating individually with no cross communication. Project management process, methodologies and governance are not practiced which leads to unclear project approval processes as well as inadequate resource and budget allocation. All divisions have their own organisational structures therefore there is lack of HR leadership. Job profiling and matching seems to be non-existent and salary grades and earning ranges are different within the three divisions although in some cases, the job description is the same. Below are the recommendations for successful change within CCC which have been further detailed in Section 5 of this report: • CCC restructure process ...
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...Topic : H.R Policy of Godrej Ltd. Submitted to :- Submitted by :- Introduction Godrej Properties Limited is one of the leading real estate development companies in India, based in Mumbai. The company is a fully integrated real estate development company, involved in all activities associated with the development of residential and commercial real estate. It undertakes its projects through its in-house team of professionals and by partnering with companies with domestic and international operations. The company has real estate development projects in 10 cities in India, which are at various stages of development. Its business focuses on residential, commercial and township developments. The residential portfolio of the company consists of various types of accommodation of varying sizes. In its commercial portfolio, it builds office space catering to blue-chip Indian and international companies, IT parks catering to the requirements of IT/ITES companies and retail space. The company's township portfolio includes integrated townships consisting of residential and commercial developments. The company entered into its first project in 1991. It initially concentrated its operations in Mumbai and later expanded to cities such as Pune, Bengaluru, Kolkata, Hyderabad, Ahmedabad, Mangalore, Chandigarh, Chennai and Kochi. As of October 15, 2009, it had completed a total of 23 projects comprising 16 residential and seven commercial projects. Its parent...
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...attempt to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. It includes in-house programmes, professional programmes and online programmes. Management development is important as all promoted managers require some development to prepare for their new jobs. Furthermore, management development facilitates organizational continuity, by preparing employees and current managers to smoothly assume higher level positions. Learning and Development at Infosys 1. Leadership Program at Infosys Infosys Leadership Institute (ILI) is committed to help leaders assume greater roles and influence their teams, clients and community positively. The four dimensions of ILI are Inspire,...
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...VIZAG STEEL The Visakhapatnam Steel Plant was designed way back in late 1960s but by the time its chief Consultants - MN Dastur & Company's - report and revised reports were accepted in 1984 to start construction, it had become the most expensive steel plant ever to be constructed, deisigned to produce about 3 million tonnes (Mt) of processed steel per year. Its efficiency model was designed after the Pohang Steel Plant in Korea. The Visakhapatnam Steel Plant is the first ever shore- based steel plant in India, and outside the traditional coal belts of Dhanbad–Jamshedpur areas.Vizag Steel, also known as Visakhapatnam Steel Plant steel company based in the outskirts of Visakhapatnam, India. Its main plant is located 26 kilometers from Visakhapatnam, Andhra Pradesh, it is among India's premier steel mills. It has also been conferred the Mini Ratna status. Its vision - Infrastructuring India. Vizag Steel bagged the first prize in Energy Conservation constituted by Ministry Of Power, Government Of India, consecutively for the last two years primarily due to its focus on energy conservation, cost reduction and waste utilization. Vizag Steel Plant today is among the lowest cost steel producers in the world. The Visakhapatnam Steel Plant has been awarded the Safety Innovation Award - 2006 by the Institution Of Engineers for its "outstanding contributions in the field and adoption of the best and the most innovative safety practices". The plant was awarded the Prime Minister's...
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...5000 crore(US$770 million) (2010) Manpower strength as on 31.03.2013 stood at 11,005 as against 11,644 of the previous year HR VISION & MISSION Vision HR will be a Dynamic, Pro-Active & Strategic Business Partner to enable BEML to maintain its leadership position in all its Business Domains. Mission To continuously innovate, evaluate and realign HR practices with the environment, business strategies / directions and employee expectations to maintain relevance and to attract, nurture and retain talent. To foster a spirit of creativity and innovation amongst the employees by facilitating creation of a rewarding, inspiring and motivational organisational climate. To act as a champion of change and managing the people implication of organisational changes. PRESENT HR STRATEGIES * Align all HR activities with the Organisation’s Business Strategies * Lead and manage organisational changes * Institutionalisation of competency based HR Systems / Processes * Building Employee commitment * Building Enabling systems * Employee Empowerment * Build ownership * Recognition of ideas * Enabling Managers to take decisions within the policy framework * Provide feedback and resolve issue * Develop Leadership Capability * Identifying...
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...Promoting Leadership This assessment requires that you consider and provide evidence of your learning and personal development as well as the application of this in practice. The following document provides you with a clear structure by which to achieve this. 1. Outline the implementation of your personal action plan for improving your leadership capabilities I currently work as the Clinical Team Lead in a Psychiatric Intensive Care Unit for an NHS Foundation Trust. Working in restrictive, structured, secure environment can be daunting and frustrating for patients who are admitted, due to a combination of the intensity of their mental illness, behaviours derived from this level of intensity and the constraints caused by the environment. This frustration can at times be displayed in a violent manner and directed towards nursing staff and their peers. It was identified through various discussions with the patients, staff and the Manager that both patients and staff were frustrated and both parties had different views towards reasons of violent and aggressive behaviour (appendix 1 and 2). Staff believed it was the patient’s internal views and presentation that led to an aggressive outburst, while the patient reported environmental and poor communication to be the contributing factor. Whittington and Duxbury (2005, p 469) identified environmental conditions and poor communication to be at the forefront of patient aggression and violence incidents and that there is a need...
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...2012 IT Leadership at the United Nations William Bly IT Leadership 4/8/2012 IT Leadership at the United Nations Table of Contents 2012 An Inside Look a United Nations Information Technologies ................................................... 5 UN Structure ................................................................................................................................... 6 General Assembly ........................................................................................................................ 6 General Assembly Subsidiary Bodies ......................................................................................... 7 Economic and Social Council ............................................................................................. 7 International Court of Justice .............................................................................................. 7 Security Council ..................................................................................................................... 7 Security Council Subsidiary Bodies ............................................................................................. 7 Trusteeship Council ............................................................................................................... 7 Secretariat .............................................................................................................................. 7 Repertory of Practice of United...
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...The Importance Of Corporate Ethics and Values: Building a Sustainable Strategy Model for Effective Implementation of Good Corporate Governance within a State-Owned Enterprise in South Africa. A Research Study Presented to the Graduate school of Business Leadership University of South Africa In Fulfillment of the Requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA Prepared by Lazarus Docter Mokoena (called Bonga) [Student No: 0555-418-7] Tel: 011-217 1187 (Work); 011-679 5486 (Home) Cell: 082 466 6896 SUPERVISOR: PROFESSOR M.H. CROSBIE FINAL RESEARCH REPORT November 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................. 4 CHAPTER 1 ............................................................................................... 8 1. 1.1 1.2 1.3 1.4 1.5 1.6 INTRODUCTION................................................................................. 8 ESKOM’s COMPANY BACKGROUND ................................................ 8 ESKOM’s BUSINESS CONDUCT POLICY .......................................10 PURPOSE OF THE RESEARCH .......................................................12 PROBLEM STATEMENT .................................................................14 IMPORTANCE AND BENEFITS OF STUDY .....................................17 RESEARCH PROPOSITIONS AND HYPOTHESIS ...........................18 1.6.1 Propositions ...................................
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