...IN MANAGEMENT SETTING HOW SHOULD A MANAGER HELP AN EMPLOYEE MOVE FROM A PEER TO A LEADER? WHAT METHODS SHOULD HE USE TO ENSURE A SMOOTH TRANSITION 1. HOW SHOULD A MANAGER HELP AN EMPLOYEE MOVE FROM A PEER TO A LEADER Transition of leadership is very challenging and costly for the company. Making leaders among the workmates is relatively easy as compared to hiring new managers from elsewhere. A manager can help an employee to grow into a leader and ensure smooth transition of leadership in several ways. First, the manager should give the employee a mentor for a period of time. The mentor can be from outside the company or the department or he/she can act as the mentor. Secondly, the manager through Human Resource (HR) can invest in either internal or external training on leadership skills to prepare the employee for the task. Third, the manager can guide them on how to be an example to others. Leading as an example is one of most important leadership skills. The manager should teach them time management, mastering time management is a key to developing team-leadership skills. This make sure that they are organized and can maximize on their time. Furthermore, the manager should reward the employees. People tend to work harder when they know their efforts are being recognized and appreciated. They should therefore be constantly motivated. New job levels come with new challenges, and therefore the manager should check in often to help them with new issues they'll deal...
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...Medical Errors Worksheet NUR 4828- Nursing Leadership and Management Role Transition Project Team 2: Ankita Patel, Kailanie Perez, Molly Plude, Sandy Rivera, & Heather Ryan 2. Problem: According to a recent study (www.nejm.org/doi/full/10.1056/NEJMsa1103053?query=featured_home (Links to an external site.)), warfarin, insulin, oral antiplatelet agents, and oral hypoglycemics accounted for more than two-thirds of the drugs tied to hospitalization for adverse drug events in older adults. Most events were associated with unintentional overdoses at home. Medication errors can occur in clinical settings or at home because humans are not perfect and therefore, they make errors too and so do the man-made machines. The patients are more likely to experience medication errors at home than a hospital because a health professional is not present to double check medications, no standard process to follow like the hospital does, no set schedule take them, and no alerts before taking them. The patients have to be more cautious when taking high-alert drugs such as warfarin, antiplatelet agents, insulin, and oral hypoglycemics because these can lead to serious and even life-threatening situations....
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...Succeeding the Founder How to Lead a Successful Transition as the Successor Photo Copyright © 2012 Judd Patterson Photo Copyright © 2012 Judd Patterson Reprinted by permission from The CEO Advantage Journal, a publication of CEO Advisors, LLC. Visit w w w.tcajournal.com. by Ben Anderson-Ray and John Kobasic N AUGUST 24, 2011, Steve Jobs resigned his role as Apple CEO and was replaced by Tim Cook. This followed a seven-month period in which Cook was already functioning O O as CEO while Jobs focused on fighting the health problems that ultimately took his life on October 5. Many are watching to see how this unique leadership transition will work out for Apple, but it is not the first unique leadership transition they have faced. Jobs, of course, was the cofounder of Apple, but organizational infighting led to his ouster when John Sculley took over in the mid-1980s. Sculley oversaw the growth of the Macintosh and thus the company, but when that growth slowed and new internal issues arose, a series of CEOs failed to get the company back on track. In 1997, a more experienced Jobs returned and drove tremendous growth. The leadership history of Apple is a good reminder that a leadership transition–particularly one involving the founder– presents both risk and opportunity to any organization. If done poorly, it spawns uncertainty, conflict, and stress, stalling growth and exacerbating misalignment that may or may not have already been there. If done well...
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...wouldn’t benefit from this great read. Let’s face it, can you think of an organization that won’t be experiencing some kind of staff transition in the future? Are you aware of an individual who won’t be dealing with a transition of some sort in pursuit of his/her career track? Webster defines transition as: “a passing from one condition, place, etc. to another.” Therefore, we’re not talking only about someone becoming a CEO, although that high level transition is certainly covered in this book. Michael Watkins provides a great hands-on guide to anyone dealing with any one of a multitude of transitions ranging from a job change or promotion to launching a start-up or leading a turnaround. Watkins points out the obvious by noting that as long as there have been leaders, there have been leadership transitions. The changing of the guard and the challenges it poses for the new leader are as old as human society. Those challenges have not gotten any easier given the complexity of modern organizations and the speed at which business is conducted. Watkins knows of what he speaks as he is a noted leadership transition expert as well as an Associate Professor of Business Administration at Harvard Business School. The author said he was struck, as we all should be, by how few companies invested in helping their precious leadership assets succeed during transitions—arguably the most critical junctures in their careers. Why do companies leave their people to sink or swim? What would it be worth...
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...Bridgewater Associate’s Bridgewater Associates Case Study Analysis Alyssa Rosario MBA620 Bay Path College Organizational Behavior & Leadership January 28, 2015 Professor Laurie Rosner “I submit this paper is entirely my own work and agree it may be submitted to Turnitin for the purpose of checking for plagiarism and further it may be maintained on the Turnitin database to check for future plagiarism.” Bridgewater Associates, founded by Ray Dalio, has maintained a level of success, which has thrived upon "radical truths" and developing an approach of "meaningful values and meaningful relationship" (Dalio, 2010). What does this mean, for Ray, once he decides to retire? How will the company survive and uphold the culture, which he established. There are three main factors to which the company would need to begin to explore and prepare as transitions begin. First, would be ensuring an effective leadership, second maintain culture and principles during transition. Finally, how to attract to new hires and maintain current talent. These three factors will be explored in order to determine if the culture Dalio has established can sustain itself without him. Ray Dalio, a man who started Bridgewater Associates from his two -bedroom apartment in New York 37 years ago has created a culture in where some critics refer to it as a “cult”. Ray Dalio moved his company to Westport CT, where he currently employees 1,300 members. He currently shifted his role from...
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...Abstract We live and work in a world that is constantly changing which drives today’s organizations to embrace a philosophy of hiring people that can lead employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most important leadership skills for a person to master for themselves, their employees, and the organization. What Leaders Need To Know About Managing Change Many of the changes that occurred in the last 18 months were unpredictable, or at least unpredicted, like the crash of the housing market, the collapse of numerous home mortgage and lending institutions, the near meltdown of the big-three U. S. automakers, and the millions of unemployed workers. The implication of the unpredictable nature of change for organizations is clear: although in many cases they may not be able to anticipate change, they can always be fast adapters (Lawler, et al., 2006). In uncertain and rapidly changing environments, organizations are challenged to accomplish two often-conflicting objectives: performing well against a current set of environmental...
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...STUDIES Bachelor of Arts in Organizational Leadership – Fast-Track Program for Adults Student Name: ____________________________ Student ID#: _______________________________ Advisor: __________________ Phone: __________________ Date: ________________ Official Unofficial □ □ Introductory Courses (All introductory courses require a minimum grade of C-) PLS 201 _____________ PLS 202 ______________ Information Literacy & Research Writing Critical Reasoning& Academic Skills RUA – Assessment Test Compass Reading ________ Compass Writing ________ University Writing Requirement ENG 100 _______________ ENG 101 (If required by RUA) English Placement ________ Math Domain ________ ________ ________ ______________ ENG 102 PLS 220 ______________ ______________ Introduction to Composition Argument, Analysis, Research Math Score Math Placement MATH 095 _______________ (If required by RUA) MATH 110 or higher_______ Quantitative Literacy Technological Literacy Grade of C or higher required in all OLED courses. See reverse for important information on pre-requisites. Major Courses in Organizational Leadership OLED 320 ________________ Intro to Org Communication I OLED 325 ________________ Intro to Org Communication II OLED 330 ________________ Foundations of Org Leadership OLED 335 ________________ Organizational Change OLED 350 ________________ Group Dynamics and Facilitation Or Transitions: TRDV 423 OLED 365 ________________ ...
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...LEADERSHIP AND ORGANIZATIONAL CHANGE Nebojša Janićijević Belgrade University, School of Economics jnebojsa@eunet.rs MGT 597 ETHICS & LEADERSHIP References Mandatory Yukl G. (2010).Leadership in Organizations. 7th edition. Upper Saddle River: Pearson Supplementary Kotter J. (1996). Leading Chnage. Cambidge Ma.: Harvard Business School Press Janićijević N. (2009). Upravljanje organizacionim promenama. Beograd: Ekonomski fakultet . MGT 597 ETHICS & LEADERSHIP The process of organizational change management Initiating Diagnosis Creating vision Planning Motivating Power management Implementation Management of personal transition Stabilization Monitoring and control UNFREEZING MOVE REFREEZING MGT 597 ETHICS & LEADERSHIP Initiating changes The first step in change management The importance of leader’s mental change In order to initiate changes, a leader has to: 1. 2. 3. 4. Recognizes causes and drivers of change; Develops his own awareness of the necessity of breaking with status quo Develops his wish to make changes and to make decision to start changes; Identifies and appoint a change agent, define his roles and responsibilities and build productive relationship with him MGT 597 ETHICS & LEADERSHIP Model of causes of organizatioonal changes External soruces – changes in environment The inertia of organization Internal sources -. Changes in the company 1 Anticipation of the crisis External and / or internal misbalance 1 ...
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...WHITEPAPER From Leadership Potential to Promotion Success: More Accuracy, More Insight Introduction Today, organizations realize that people are their greatest asset and they invest in them accordingly. Every employee must perform at his or her best to realize maximum success. In addition, HR and business leaders understand that early identification of leaders with potential to take on significantly greater responsibility is vital to continuing their organization’s success. Traditionally, high performance has been equated with high potential. Boss nominations have been the standard for nominating people into high-potential development programs. However, bosses tend to be highly subjective and vary widely in their observations and standards for measuring potential. No two bosses define leadership potential the same way, and they disagree on who possesses it. They form opinions about people that they see often, so they necessarily miss people with great potential who work outside of their location. Adding to this conundrum of boss nominations, one study shows that only 29 percent of high performers are actually high potentials.1 Establishing a process to accurately identify individuals with leadership potential is critical in a world where companies with the best leaders win. Retaining those potential leaders long enough to realize the benefits of their promotion is just as critical. We propose that organizations can substantially increase the success rate of internal promotion...
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...Succession Plan Risks HRM 420 Mr. Cardillo January 25, 2016 Quest Diagnostics Succession planning is "a strategy for passing each key leadership role within a company to someone else in such a way that the company continues to operate after the incumbent leader is no longer in control" (Investopedia, 2016). Quest Diagnostics is "passionate about developing innovative, ground-breaking tests, products and tools to enhance patient care, provide value to our clients, and transform information into knowledge and insights" (Quest Diagnostics, 2000-2015). Due to the commitment to its customers and company a succession plan must be in place to avoid any interruptions during transition periods. Like all plans, a succession plan also runs risks; however, the following succession plan for Quest diagnostics will consider vacancy, readiness, and transition risks for the next President and Chief Executive Officer. It will also consider internal candidates and external candidates for the positions that need filling. Vacancy Quest Diagnostics needs to have a succession plan set in place in case the current the current President and CEO of the company retires or resigns. The current President and Chief Executive Officer is Steve Rusckowski. He is currently making "$9,266,835 in total compensation." (Salary.com) Steve is only 57 years old which means that in eight years, he will be at retiring age. Quest Diagnostics needs to plan ahead in case he makes an early retirement. ...
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...| CHANGE MANAGEMENT | CIP Project | | Submitted to : Mr. Adil Hassan | Submitted by: Raunika Rawat PGDMHR IMI, New Delhi | | | TABLE OF CONTENTS S. No. | Topic | Page No. | 1. | Defining Change Management | 3 | 2. | A brief history of Change Management | 3 | 3. | Why do Change Management? | 4 | 4. | Challenges for Change Management | 5 | 5. | ADKAR Model | 7 | 6. | Kotter’s 8 step change model | 8 | 7. | Lewin’s 3 stage model of change | 8 | 8. | The change curve | 9 | 9. | Framework for managing change | 11 | 10. | Transition and Transformation Activities | 17 | 11. | Project structure Delivery Side model | 18 | 12. | Pros and Cons of Change Management | 19 | 13. | Conclusion | 21 | ACKNOWLEDGEMENT I would like to use this opportunity to express my gratitude to everyone who supported me throughout the course of this CIP project. I am thankful for their aspiring guidance, invaluably constructive criticism and advice during the project work. I am sincerely grateful to them for sharing their truthful and illuminating views on a number of issues related to the project. I express my warm thanks to Mr. Adil Hassan for his support and guidance at Mercer. I would also like to thank my project external guide Ms. Mamta Mohapatra and Ms. Soni Aggarwal from International Management Institute and all the people who provided me with the facilities being required and conductive conditions...
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...The Wounded Warrior Leadership Challenges MSG Gregory A. Camacho Vera United States Army Sergeants Major Academy Class 65 The Wounded Warrior Leadership Challenges One of the most challenging assignments that I have experienced was working as a First Sergeant at a Warrior Transition Unit (WTU) at Fort Hood. The central mission for the Wounded Warrior Unit is to heal, recover, and reintegration Soldiers back to the Force or back to the civilian communities as Veterans. Placement in the unit can be rewarding, but at the same time it comes with great challenges. The health and welfare of soldiers placed under the commanders authority is the units First Sergeant responsibility. One question to be asked when taking over responsibility would be how am I going to fulfill those responsibilities without the proper training and knowledge to identify the individual needs of a Wounded Warrior? Due to the absence of training, and knowledge on how to identify the needs of a Wounded Warrior a First Sergeant must learn and understand the Triad of Care and the Triad of Leadership techniques, followed by learning how to deal with other challenges that may present itself while on assignment. Triad of Care First and foremost the Triad of Care element of the Warrior Transition Program is the foundation of knowing the needs of a Wounded Warrior. The Triad of Care portion of the program creates the familiar environment of a military unit and surrounds the Soldier and their family with...
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...InterContinental University Abstract This paper will address the internet structure of an organization and the traditional structure of an organization. The Appalachian Lending Corporation is a small finance organization that will be used to show the traditional organization. The online retailer used will be eBay. The management and leadership roles and functions will be explained. Two challenges facing both the types of organizations will be described. The similarities of the challenges will be discussed. Suggestions will be given, about how to transition from a brick and mortar organization, to an online organization. Traditional Versus Online Management The new age of business is moving towards the internet age of business. The internet is attractive compared to the traditional brick and mortar because of the low startup costs. New companies need less capital for their initial startup and this allows more small businesses to be established. The internet also allows new businesses to reach consumer markets, which could not be reached before, by the brick and mortar businesses. With the change in the type of business comes the change in the leadership styles and management styles needed to run these businesses effectively. This paper will look at both, brick and mortar and internet organizations, and discuss the differences in structure, management obstacles and the solutions to these issues. Addressing Management and Leaders The titles Management and Leaders are sometimes...
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...Development for the Practical Nurse Leadership Reflective Essay Assignment Grade: 10% of final grade Length: 4 pages maximum, Due Date: October 19, 2015 at 7:00 pm (see below) * 12 font, New Times Roman, double spaced, excluding reference list and title page. * Hard copy and electronic copy due at beginning of class as assigned by professor * Include a copy of the rubric with the hardcopy of your essay * Submit an electronic copy to Safe Assign on your assigned due date. Topic: Reflections: Leadership Development as you transition from learner to practitioner This essay is a critical analysis of your personal journey reflecting on your leadership skills development as you transition from being a student to a practice RPN. It may be helpful to focus on one significant experience and/or challenge: Examine how it made you feel made and how you have grown and developed leadership skills as a result. The primary focus is on your development of leadership skills as you transition from learner to practitioner. It should be honest and include examples, details, and relevant literature to support your opinions and thoughts. A good reflective essay should help you to understand yourself better. It must be written in the first person. Though this is a reflective paper, you need to clearly support your thoughts and ideas with references from the literature. Theoretical references may come from the literature related to leadership theory, power, conflict management...
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...The role of moral leadership for sustainable consumption and production some theoretical and normative explorations Onno M. Vinkhuyzen1,2 and Sylvia I. Karlsson-Vinkhuyzen1,3 1 International Environment Forum, Geneva, Switzerland 2 European Bahá’í Business Forum, Tamboer 167, 6866EH Heelsum, the Netherlands, onno@ebbf.org, +31647326786 3 Public Administration and Policy Group, Wageningen University, Hollandseweg 1, 6706KN Wagenigen, the Netherlands, and Turku University, 20014 Turun yliopisto, Finland, sylvia.karlsson-vinkhuyzen@wur.nl, +31858770774 Abstract: In this paper we argue that an adequate understanding of sustainable consumption and production (SCP) involves a mature consciousness of the interdependence between ourselves and the rest of our human family and its habitat. The principles, the actions and the vision that form the basis for SCP are not unknown, but there is a considerable gap between knowledge and action and behavioural incentives are not sufficient for system change. In the conversations between the authors of this paper, a practitioner and an academic, on the reasons for this knowledge-action gap there emerged a common recognition of the potentially significant role of values and particularly values-based leadership in the processes and partnerships that work for sustainability transitions in SCP. Our starting point is that values, what we humans consider to be good, are formed by a range of factors (cultural, political, social, religious) and are...
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