PPM has helped project officers negotiate between stakeholders according the to the organisation’s PPM status. PPM improves organisations understanding about decisions and the consequences prior to accepting projects. This allows organisations to evaluate whether the resource is well utilised and if it isn’t, the PPM prioritisation criteria will determine whether the project is to be avoided or terminated. The maturity model which is a technique used in PPM which focuses on developing
SUMMARY Before a change agent or leader can anticipate to work effectively within an organization, they need to understand its exclusive qualities and specific needs. This will need reviewing policies, measures and any related present data. Such as connecting with people in the organization who has clear vision of where the organization needs to go and also be creative about how that can happen. Generally speaking one of the most significant contributions of a change agent is to produce positive change to continue the organization’s current performance and guarantee its future performance. Example is allowing people to work effectively as they plan, implement and experience change and rising people’s capability to cope future change.
Values influence the leader’s character and professional development, instilling a desire to acquire the essential knowledge to lead. Leaders apply this knowledge within a spectrum of established competencies to achieve successful mission accomplishment. The roles and functions of leaders apply to the three interconnected levels of leadership: direct, organizational, and strategic. Within these levels of leadership, cohesive teams can achieve collective excellence when leadership levels interact effectively. According to the presented research, the relation between cultures and leadership styles is confirmed, therefore the managers are recommended to pay attention to cultural differences in the organizations in order to have more effective and efficient leadership, and to recognize cultures existing in their work scope correctly to provide a suitable style of
Outline how you, as an organisational leader, would gather information about continuous improvement needs and would contribute to and implement continuous improvement initiatives. Draft a memo to employees providing information about changes to plans and operations, the outcomes of continuous improvement efforts. Lastly, also consider customer service and feedback from customers that might contribute to identification of improvement opportunities. Include reference to the impact of change on individuals and groups within an organisation, risk assessment, risk management and techniques for successfully managing the different types of change. What actions would you take to ensure that employees in the organisation understood the need for improvement and were able to cope with the accompanying changes?
Reflective practice is essential to personal development and the goals and targets put in place at performance reviews can help to focus you and give you a renewed sense of ability to succeed and achieve. If needs have been identified then additional training can be arranged to help you become more effective in your role and improve your confidence. When considering reflective practice you need to be open to ideas and criticisms of others. Your should reflect on your own work and the work of others around you. You need to be constantly thinking of ways to develop and improve your practice and be able to
Refocusing on your thinking and knowledge to generate new ideas. Look at your behaviour, learning needs and your judgement. Why is reflective practice important? Reflective practice is important for you to focus on how you interact with your colleagues, customers and the each environment that you will be in. It’s an impact on yourself learning and knowledge you have gained.
How restructuring can affect a health and social care organisation both negative and a positive will be explored and ways to reduce shortcomings after a restructuring. Definition Leadership refers to the managing of resources and is also the process of developing and communicating the future vision for the future of the entity. The role of leadership in an organisation is also to motivate employees and get their commitment and engagement. In contrast, an Organisation is a body where two or more persons work together to achieve an established goal or a common purpose by utilising its resources (Delahaye 2000). Apply theoretical concepts to organisational structure and culture.
Our goal is to establish proper processes and stabilize service operation. To make sure that it will increase value through service optimization and that the goals are clearly defined, documented and we manage customer expectations
The purpose of an Organisational Development (OD) intervention is to aid an organisation increase its competency. It is basically a set of sequenced and planned actions or events that someone does to an organisation or something that is going on. Through interventions, it is intentionally used to the interrupt or destroys the order of the existing state of affairs like political and social issues. In selecting a specific OD technique, the practitioner and client must consider the potential results of the technique, potential implementation of technique that includes the costs against benefit and the potential acceptance of the technique. To add on, there are three characteristics to effective OD intervention.
In her literature review, Chio (2011) explains how studies on organisational change focus on attitudinal constructs that represent employees’ attitudes toward change, such as readiness for change. She explains how employees evaluate the need for organisational change and to what extend they are likely to have positive implications for them specifically and the organisation in a more holistic sense. This is then what comprises individual readiness for organisational change (Choi, 2011). A popular definition of readiness is that it is an individual’s “beliefs, attitudes, and intentions regarding the extent to which changes are needed and the organisation’s capacity to successfully undertake those changes” (Armenakis, Harris, & Mossholder, 1993: