...billion and over 285,000 employees which was founded in 1898 by Caleb Bradham, a New Bern, North Carolina, druggist, who first formulated Pepsi-Cola. The company feels they have a strong, brilliant staff of individuals in leadership which consist of talent sustainability. The PepsiCo Company has four major divisions: 1. PepsiCo Americas Beverage 2. PepsiCo Americas Foods 3. PepsiCo Europe 4. PepsiCo Middle East and Africa Talent management is defined as the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time (www.ere.net). PepsiCo tackles talent management from within the framework of talent sustainability (Silzer & Dowell, 2010). The company’s leadership-development approach is based on the principle that they need strong people in charge to be successful in the marketplace. They have a two point approach to the supervision and growth of their talent, which is: 1. Career Growth Model – this growth model is what PepsiCo uses to describe their approach to career growth within the company. This model has five critical components for developing and managing the talent throughout the organization with proven results, leadership capability, and functional excellence, as well as knowing the business cold and critical experiences. 2. Talent Management Model – this is the second major development framework in...
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...Intelligence of Leaders,” Daniel Goleman articulates that people who advance in their careers and are in leadership positions usually are people with a higher level of emotional aptitude not scholastic abilities. Goleman believes that leaders are most effective when their emotions and thoughts work robustly together; that leading with love, compassion, and encouragement fosters a better working environment. To prove his point, Goleman looked at the IQs of leaders and realized that there was little difference; their significant gain was in emotional intelligence. He also pointed out that in studies completed, it was clearly evident, that individuals who prospered in their companies were the ones with emotional intelligence not their intellect. Goleman declares that brains of human beings are connected in such a way that emotions and thoughts go hand in hand, which further proves that emotions and intellect must work together. The author explains that emotional intelligence is made up of five key elements which in turn is the same make-up of great leaders. These five key elements are important because they help individuals to lead in such a way that creates cohesion within the workplace, which makes the company strong and grow. According to Goleman (1998), those five elements are self-awareness, management emotions, motivating others, showing empathy and staying connected. These five skills allow leaders to understand behaviors, have better management skills by not only understanding...
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...STRATEGY AND PLANNING This week’s Management class discussion has been on Strategic planning in organizations. This paper will explain 3 types of goals, which are important to an organization as we as explanations and elements involved in created strategy of an organization. Organizations are built with the goal of the profitability through process in mind. The organization control approach incorporates goals and strategy used to reach them. (Boundless.com Jul 2015) Using their mission statements, top managers do strategic planning to determine what the organization long-term goals should be for the next 1-5 years with the resources they expect to have available. Strategic management is a level of managerial activity bellowing setting goals and above tactics. (Boundless.com 2015). Strategic management provides overall direct to an enterprise. Strategic planning requires visionary and directional thinking. It should communicate general and profit goals and ways to achieve them. Strategic management provides overall direction to the enterprise. Objectives are determined by the results of the strategic assessment. These objectives should run parallel on a timeline, some short-term and others long-term. (Kincki & Williams 2015) Tactical Planning’s by done by middle management, they are normally given a 6-25 month time frame. The strategic priorities and policies are passed down to middle managers that determine what contribution their departments or similar work...
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...e 5 elements of an effective team 2010 October 17 by Tim Riley | | | 0 inShare | | I recently went on a leadership course and one of the key focuses of the course was creating effective teams. The facilitator recommended a book called “The Five Dysfunctions of a Team” by Patrick Lencioni. Lencioni’s central theory is that there are 5 key elements to a cohesive team. In order of importance they are: 1. Trust – they trust one another 2. Healthy conflict – they engage in unfiltered conflict around ideas. 3. Commitment – they commit to decisions and plans of action. 4. Accountability – they hold one another accountable for delivering against those plans 5. Results focus - they focus on the achievement of collective results Trust is the foundation element because it is only with trust that team conflict can be possible. Teams become dysfunctional when they are unable to productively deal with conflict and all meaningful relationships require productive conflict for them to grow. When teams engage in productive conflict they can confidently commit to decisions. This is where real commitment to team goals happens. Without team commitment you cannot have accountability. If the team is to be accountable, everyone must have a clear understanding of what is expected of them. When teams are not held accountable they tend to look out for their own interests, rather than the interests of the team. A healthy team places team results as the most important goal of all....
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...management philosophies and their influence on current management practices. 3. Students will demonstrate their understanding of the influence of environments on organisational behaviour, by applying knowledge to a typical situation. 4. Students will understand the importance of ethics and social responsibility within an organisation. 5. Students will understand the elements of problem solving and apply a range of techniques that aid operational decision making. 6. Students will understand the purpose of planning and control and apply processes to a given situation. 7. Students will discuss two organisational structures, evaluate and recommend a structure for a given situation. 8. Students will understand and apply knowledge of leadership, motivation and delegation. 9. Students will understand team dynamics and how teams can influence the organisation. TOTAL Assessment weighting % 8 6 10 15 8 15 10 18 10 100 All learning outcomes must be evidenced; a 10% aggregate variance is allowed. ©SBG 2010 Page 2 of 23 530 Organisation & Management ASSESSMENT NOTES 1. Learning outcome one, key element a) may include not-for-profit organisations. This...
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...Instructor:L.B. Crowson 1/18/2011 Common Elements in Entrepreneurial Leadership in today’s Dynamic Markets The Theories of Case, Kouzes, and Drucker have many common elements related to the new definition of Entrepreneurial Leadership. The philosophies of these individuals highlight principal characteristics that are necessary in good leadership. Case’s theory focuses on people, passion, and perseverance as the key to strong economic growth for the country through entrepreneurship. Five of the key elements identified by Kouzes include; modeling the way, inspiring a shared vision, challenging the process, enabling others to act and, encouraging the heart (Rising to the Leadership Challenge, 2008). These elements identified by Kouzes center around the people passion and perseverance that Case states as In the podcast the Kouzes describes how through the proper use of these principles that one is able to effectively lead. He also states that of the five principles that enabling others to act is the one that most directly influences the outcome of a project. When comparing this to the entrepreneurial style of leadership it fits very well. The definition of “Entrepreneurial leadership is one of an enterprising, transformational leader who operates in a dynamic market that offers lucrative opportunities” (The George Washington University, 2001). This definition is taken from the transformational definition of leadership. “The entrepreneurial leader has the following...
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...1. What are the differences between micro and macro leadership? * Who the leader is * Scope of responsibility * Focus * Effectiveness criteria In macro leadership, "the leader’s role in creating a successful organization is fulfilled in two ways, path-finding and culture-building, Macro leadership activity can influence individuals by linking them to the entity. Micro leadership "focuses on the choice of leadership style to create an efficient working atmosphere and obtain willing cooperation in getting the job done by adjusting one’s style on the twin dimensions of task and relationship behavior.</para></question></general-problem> <general-problem maxpoints="1"><question label="2."><inst> 2. </inst><para>What are the strategic forces that affect strategic leadership in organizations? * Environment * Technology * Strategy * Culture * Structure * Leadership </ins3. What are the factors that determine the use of participation and what are the potential benefits and disadvantages of participation? Criteria for Use of Participation * When the task is complex and quality is important * When follower commitment is needed * When there is time * When the leader and follower are ready * When the leader and followers can easily interact Benefits of Participation * Development of followers * Better decision on complex tasks * Increase in follower...
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...Entrepreneurial Leadership Abstract Entrepreneurial leadership helps develop and sustain elements of the organizational culture. Bergstrom (2004) interpreted that entrepreneurial leadership has three dimensions: 1) take more risk; 2) favor change to obtain the advantage; and 3) compete aggressively. We will discuss the common elements of different theories and philosophies as it relates to the new definition of entrepreneurial leadership. I will discuss my leadership style that I aspire to be, and compare it to dimensions of other leadership styles. Entrepreneurs have a wealth of knowledge at their finger tips using tools and resources available through the Small Business Administration (SBA) and the website SCORE. We will explore and compile useful information that can be obtained from the SBA that entrepreneurs and new business owners can use to gain an advantage on start up. I will describe my personal principles of leadership and explain why I believe in them. Entrepreneurial Leadership Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership. Entrepreneurial leadership is a complex style of leading. Individuals who practice this style are generally; driven, risk taker, aggressive and can recognize when change will give the advantage. Peter Drucker (1985) discusses several strategies of entrepreneurs, but “Fustest...
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...MGT320 Leadership Book Paper Book Review of The Way of the SEAL Think like an Elite Warrior to Lead and Succeed By Mark Divine With Allyson Edelhertz Machate In this book, Retired Navy Commander, Mark Divine, presents leadership from a military standpoint. He breaks down his training from the Navy Seal training school into 8 basic principles. Each principle is supported with exercises, meditations, and focusing techniques that will prepare your mind for the challenges in any situation. His personal influences of the martial arts are littered throughout the text. These eight principles are part of one’s “integral training” which encompasses the five human capacities, or to use the author’s term, “five mountains”. These five capacities are interwoven throughout the exercises needed to adapt the author’s eight principles. They are: 1. Physical 2. Mental 3. Emotional 4. Intuitional 5. Spiritual Principle One His first principle is to “Establish Your Set Point”. This is the “inner sense” of every person – i.e. what makes us different. To do this we must exercise the emotional and mental capacities we all have by accessing four key elements. First, “Make a Stand” by defining our own beliefs by answering the question “what do we stand for?”. Second, we must “Find Your Purpose”. This will answer “why we are here”. The third element is “What’s Your “Why”? Why we do things have either an intrinsic or extrinsic motivation...
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...Change Process and Organizational Behavior / Management Abstract Organizations today must learn to adapt to an ever changing global market or they will surly fail. Changes within a firm must be optimized to address the increased competition as a result competitors producing products better, faster, and cheaper. Change management processes must be developed and matured within the organization in order for them to remain competitive. Only through good leadership and the understanding of how to incorporate change can a company survive in today’s fast-paced, ever changing world. Common Errors and Consequences to Anchoring Change Over the years many firms have tried, but failed miserable because they were unable to effectively manage the processes of change which they have established in their organizations. Major change management is an extremely difficult simple process, but when all of the steps or phases of that process are followed, as mentioned in Kotter’s book Leading Change, the outcome will most always be positive. But, if a step(s) is skipped or only partially completed, implementation of the desired change effort will be less than desirable or fail completely. Kotter (1996) states, “To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present.” (p. 4). Below are eight the most common errors and the consequences that affect the success of the change process. Figure 1 - Eight...
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...developing and implementing new ways to reach the organization's goals. (Behn, 1995) For organizations to build leadership strength, they first need to know what elements of leadership are needed and valued in the organization and for what roles. (Leslie, J. 2009) The two skills I feel are necessary for the success of innovation and the formation of a successful innovative organization is Strategic Planning and Leading People. Within the initial creation of an innovation and innovator must have a strategic plan set to meet small goals in order to obtain or create that unique innovation. A strategic plan is a document used to communicate with the organization the organization’s goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise. (Leslie, J. 2009) Strategic planning – translating vision into realistic business strategies, including long-term objectives. The entirety of any organization's innovation work is situated in its broadly construed strategic strategic plan. Managers who are highly competent in this area typically articulate long-term objectives and strategies, develop plans that balance] long-term goals with immediate needs, update plans to reflect changing circumstances, and develop plans that contain contingencies for future changes (Leslie, J. 2009) Leading people is another leadership practice expressed in Leslie’s The White Paper necessary for a successful innovative organization. In order for...
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...Natasha Murray Professor Romary Intro. To Leadership Chapter 1 Review Questions 1. Why is leadership important? Leadership is important because it can make or break a company. Management and leadership go hand in hand when it comes to individuals and organizations including financial performance. Managerial leadership is crucial to creating effective organizations with employees who push their limits. 2. What are the five key elements in our leadership definition? How do the elements interrelate to form this definition? The five key elements of leadership are influence, leader-followers, organizational objectives, people, and change. When it comes to the leader-follower element, leaders and followers influence each other. This relationship leads to the next element that is influence where the leader uses power, politics, and negotiating to sway followers on their opinions. In order for a manager to be effective, they need to influence their employees by communicating ideas to gain acceptance. Then motivate their employees to support and implement the idea at hand through change. in order for a company to stay relevant in the ever changing economy, they need to continuously change with technology, theories, and such. And in doing so, a company’s organizational objectives are met through the same vision shared by employees. Effective leaders motivate employees to think outside the box and push their limits all while keeping in mind what is best for the company...
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...Introduction The purpose of this paper is to discuss, assess, compare, and contrast this author’s preferred management philosophy using five different articles or books that have been published within the last five years in academic literature. Furthermore, a matrix will be included to depict the similarities and differences among the five different articles or books. The management philosophy that this author prefers centers on the learning organization. The learning organization is not a new concept however, it did not become popular until the 1990s when organizations begin to realize that in order to be successful well into the future they had to embrace new ways of thinking instead of hanging onto the old ways of thinking. A learning organization is able to continuously experiment and improve its capabilities by enabling individuals within the organization to identify and solve problems. Therefore, the organization is able to enhance its capacity to grow, learn, and adapt its culture. Furthermore, the organization will gain new knowledge and insights. By comparing the articles this author believes that there is no universal definition of a learning organization and that there are multiple viewpoints surrounding the characteristics of this type of organization. The remainder of this paper is organized as follows: a discussion that focuses on the varying definitions of a learning organization and multiple viewpoints related to the characteristics of learning organizations...
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...Each class member is required to develop an individual Leadership Development Plan (LDP) reflecting the results and evaluation of the Self-Assessments and Skill Development exercises completed during this course, leading to a detailed Personal Situation Analysis. The LDP should clearly demonstrate a synthesis of relevant leadership theories explored in this class in the formulation of a Personal Action Plan that includes specific development activities, necessary resources, and target completion date. Guidelines Papers must be 15 or more pages in length, 12 point font, double-spaced, include a cover page, table of contents, introduction, body of the report, summary or conclusion, and reference page. Even though this is not a scientific-type writing assignment, and is mostly creative in nature, references are still very important. At least six authoritative, outside references are required from the Online Library (anonymous authors or web pages are not acceptable). These should be listed on the last page titled "Reference." Appropriate citations are required in the body of the report. All DeVry University policies are in effect including the plagiarism policy. Papers are due during Week 7 of this course. Any questions about this paper may be discussed in the weekly Q & A Discussion topic. This paper is worth 250 total points and will be graded on quality of research topic, quality of paper information, use of citations, grammar, and sentence structure. Milestones ...
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...12-ICIT 9-11/4/07 in RoC Going for Gold ~ Best Practices in Ed. & Public Paper # : 07-08 Page- 1 /7 Challenges of Intercultural Management: Change implementation in the context of national culture Prof. Taina Savolainen School of Business, Management and Leadership, University of Joensuu, Finland taina.savolainen@joensuu.fi ABSTRACT This keynote address considers change implementation in the globalizing business environment in the context of culture. Organizations seek ways to cope with new situations in order to survive and be competitive. The primary strategic challenge in multicultural change processes is managing and implementing change successfully. The paper discusses the means of creating readiness for change and challenges they present to intercultural management. Keywords: Change, coping, culture, intercultural, implementation, middle management, readiness 1.0 Introduction Sustaining competitiveness force business organizations to adapt major changes and seek strategies that may be realized in varying, different cultural environments. This presents challenges to multicultural management, in general, and change implementation processes, specifically. Change implementation does no more concern organizational culture only. It is also dependent on understanding different national cultures and having behavioural skills accordingly. Organizations face, thus, constant challenge of change in management (Ascari, Rock & Dutta, 1995). Economic and social forces...
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