These specific skills include project management, technical expertise, cognitive, and interpersonal (Yukl, 2006). Leadership is the major factor in determining how and if an organization will perform well. The leader must have the ability to develop plans to focus on the company’s requirements for short-term and long-term objectives. It is also necessary for the leader to
How does a leader, lead through change? In today’s world of highly competitive business, change is occurring frequently and organisations need to keep themselves up-to-date with change in order to meet the needs of customers, new developments in technology, globalisation and economic conditions. Managers ought to possess the right skills and abilities to effectively lead the employees and the organisation through a successful change. Kurt Lewin formulated a 3-stage process to assist managers in Leading Change Effectively called the Force Field Analysis Model used in the planning and implement of change and overcoming resistance. The Force Field Analysis Model classifies and analyses factors in order to display all forces reacting to the desired change and to enable the ability to make decisions that will make change acceptable and effective.
Leadership Assignment Title – Critically analyse why there is a need for Strategic Leadership in Organisations today. What implications may occur as a result? “I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed." Adapted from Margaret J. Wheatley Introduction The need for Strategic Leadership in organizations is subject to the past, present and future circumstances. Strategic leaders have the ability to organise, determine effective intervention angles, develop competencies and orientation, translate strategy into action and help to align people and organizations; as defined by Davies and Davies (2004).
Internal Analysis 1. Resource and Capabilities- Tangible- financial resources, physical, organizational. Intangible- employees, reputation 2. Core Competencies- Customer Centricity, human capital, numerous locations 3. Value Chain Analysis- Primary Activities-marketing and sales, service, inbound and outbound logistics, operations.
1. __________ is concerned with the acquisition, financing, and management of assets with some overall goal in mind. A. Financial management B. Profit maximization C. Agency theory D. Social responsibility 2.
Main points: 1. Do your research. 2. Analyze and prepare yourself. 3.
How does an organization determine in which direction they will go? Each organization selects a direction based on the types of customers and clients it serves and the different functions it performs. This direction is often called its purpose or strategy. To diagnose and prescribe, an organization must determine their existing internal relationship between itself and the environment. Is it adopting a nonstrategy or simply reacting to whatever change comes along?
These factors consider the organisation’s team and reporting structure, level of support and commitment and the overall impact to the organisation. The factors are then quantified and prioritised based on these criteria then reviewed to ensure the projects do not exceed the organisation’s resource capabilities. The selection criteria may also include return of investment, risks and the time frame, PPM involves a strategic process that allows the decision makers’ to visualise and monitor the performance of each project by taking into account whether the project is performing or underperforming. PPM is gaining interest due to organisations abilities to respond to challenges confronted by a globalised, information-rich, dynamic and competitive environment. PPM has helped project officers negotiate between stakeholders according the to the organisation’s PPM status.
Strategic Controls and Contingency Plans Strategic Controls and Contingency Plans Strategic control is involved with tracking the strategy during implementation, detecting any problems or possible problem areas, and making any necessary adjustments. The implementation of a strategy is long-termed and consists of a series of steps and activities (Adams, 2013). A control point within a scheduled project are key review points and allow the project manager to make important decisions regarding the project. Contingency plans augment strategic controls and afford a business an alternative plan to keep operating if an unexpected event should occur that would interfere with business activities. Contingency plans typically are developed during the analysis of the strengths and weaknesses of a proposed business strategy (Adams, 2013).
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). By understanding the organizational types that Mintzberg defines, you can think about whether your company's structure is well suited to its conditions. If it isn't, you can start to think about what you need to do to change things. ΙΙ-