A Leadership Plan for the Merger/Acquisition The success or failure of a merger or acquisition depends on the skill and integrity of the organizations’ leaders. The leaders of both organizations must be skilled in communication. Effective communication is the most important element in organizational behavior and is the key ingredient of successfully integrating two corporate cultures. Effective communication in this situation is merely a method of delivering ideas specific to organizational restructuring. Management must be cognizant of the need for continuous open and timely communication within the new organization.
Executive Summary The following paper is an analysis of participative and directive leadership styles in relation to performance in in organizations. The views of different authors are explored and analysed for their strengths and weaknesses. Findings on strengths include empowerment and innovation when applying participative leadership, and channelling people towards a same direction for autocratic leadership. Findings on weaknesses include lack of experience when making decisions for directive leadership and difficulty to reach consensus for participative leadership. Under the theories discussed it is assumed that managers have the ability to choose the right kind of leadership under any situation.
Homan’s (2007) definition portrays this more holistic approach to ‘individuals’, stating that ‘Cultural competence is the capacity to respond appropriately to the various cultural environments in which we may participate, enabling us to strengthen our relationships and accomplish our mutual purposes’, adding that ‘Cultural competence is both a value and an essential set of skills in our mobile, fluid society’. More recently, Ben-Ari & Strier (2010) concludes that all fluid concepts of cultural competence currently share two basic assumptions. Firstly that it is a “necessary and sufficient ‘condition’ for working effectively with differences and secondly; that it can be taught, learned, trained and attained”; and therefore presumably measured? Miller et al. (2010) talk of ‘Camphinha-Bacote’s Cultural Competence Model’ (2002) which states that there are five key constructs of cultural competence – ‘cultural desire, cultural awareness, cultural knowledge, cultural skill and cultural encounters’.
Scholars and practitioners have increasingly acknowledged the gap of trust between leaders and followers, which undermine employees’ commitment, impair wealth creation, and create increased transaction costs in organizations throughout the world (Caldwell et al., 2010). This indicates that leadership of a company needs to ensure that they develop an organizational culture that uses ethical stewardship to develop a sense of corporate trustworthiness among its various stakeholders so that it can enhance its sustainability in a highly competitive market. Leadership Behavior According to Gini (1998), ethical leaders are leaders who use their social power in their decisions, their own actions, and their influence on others in such a way that they act in the best interest of followers and not enact harm upon them by respecting the rights of all parties. Rather than focusing on the intent or motivation of ethical
By focusing on the partner promotion process, we are able to evaluate strengths and weaknesses of the process, which are presented hereafter. A strength of the Bain Promotion Process is the existence of clear frame conditions. The company has clear objectives of performance appraisal. In view of the strategic components, Bain links the individual job behaviors to strategic objectives. The CPC is looking for people who match the principles of Bain.
Project Portfolio Management (PPM) is a systematic approach to decision making, selection and management of projects based. PPM is the strategic process that determines the level of priority of projects and whether the project will be successful or terminated. PPM is vital to organisations as it identifies and quantifies projects by prioritising the projects based on the highest value in accordance to the organisation’s resource capabilities. PPM is an effective process that enhances an organisation’s competitive edge by evaluating factors such as practices, procedures, organisational structures and human factors. These factors consider the organisation’s team and reporting structure, level of support and commitment and the overall impact to the organisation.
Contributing factors like the type of the organization, its size, experience, and how consistent the culture is with its leadership behavior, do have an effect on its development (Valentine, 2011). This paper will attempt to explain how leadership styles and organizational cultures are connected, and what role leadership must take to maintain it. Does the culture shape the leader or does the leadership shape organizational culture? Comprehensive review of the scholarly literature Most organizations have a set of values. It is the degree in which those values live that determine whether they become a part of its culture.
The successful observations of management to assess or modify his or her style of motivating and leading is the key to reaching the mission and vision statement of the organization. The theories discussed are the situation and path-goal leadership and the expectancy and reinforcement motivational theories. In understanding and analyzing the theories, they are applied to the case study of Alex and Stephanie. The positive and negative skills of each respective manager are apparent to the observer. The Situation Leadership Theory The situational leadership theory is a method developed by Kenneth Blanchard and Paul Hersey.
The specific objectives were to identify the relevant codes the organisation follows, why they are important and review the structure, process and effectiveness of the governance of the organisation. Throughout the report, it was evident that Paramount although a successful multinational organisation there were some governance issues that can and should be improved for the best interest of the company and its policyholders. Finally, several recommendations for improvement of the organisation’s governance were delineated. Table of contents 1
And they understand the importance of reviewing and redesigning their structures on an ongoing basis. According to renowned management theorist Henry Mintzberg, an organization's structure emerges from the interplay of the organization's strategy, the environmental forces it experiences, and the organizational structure itself. When these fit together well, they combine to create organizations that can perform well. When they don't fit, then the organization is likely to experience severe problems. Different structures arise from the different characteristics of these organizations, and from the different forces that shape them (which Mintzberg calls the "basic pulls" on an organization).