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Business Psychology/consulting/Industrial Psychology
Business Psychology/consulting/industrial Psycholog
Transformational leadership plan is a process moving leadership positions from one person to another or from one generation to another. Two major theories in relation to leadership transition plan are contingency theory and behavioral theory. Contingency theory emphasizes that there is no leadership style, which can stand alone as a proper leadership style. From the internal and external environmental factors, a leader should adapt to any given situation because leading has no redefined path. Behavioral theory emphasizes that great leaders are not born but made. The theory states that any leader can be more effective through teaching, experience, and observation. The theories can be applied in case of a sudden departure, for strategic leadership succession, and a possible planned departure (Ismail & Yusuf, 2011).
Merger transition plan is a process where two or more companies joined such that they can benefit on large capitals, reduce competition, and benefit on decision making through contribution of opinions and ideas. Disciplinary and synergistic are the major merger theories. Synergistic merger theory is emphasized on the efficiency achieved by the managers by combining and aiming at the same target. Competition will be reduced since the companies are working together to meet one target. Disciplinary merger theory emphasizes on companies targeting managers who pursue objectives rather than maximizing profits working on poorly performing organizations. The theory suggests that when the managers work together under new management full potential of the target will be realized. The theories and the transition planned are applied to reduce competition and utilize highly performing managers in poorly performing organizations (Bass, 1990).
Goal-setting plan is the process of establishing measurable, realistic, achievable, time-targeted, and specific goals. It is a useful tool used in ensuring that a group of employees working together to achieve a common goal are clearly aware of what is expected to contribute. The theory in relation goal setting is Locke and Letham's approach, which emphasizes that goals set and appropriate feedback, will motivate employees to work aiming the same target and in turn improving the performances. The plan and theory are...
The theories in this plan are Belbin's team role theory and John Adair action theory. Belbin's theory emphasizes on the individual behavior and influence on team success. The theory assists in ensuring that the necessary team-roles are applied, and behavioral weaknesses in the team are addressed. John Adair's action theory is simple and more practical because it describes how the leaders should apply it and actions the can take to implement. The theory is centered since it involves a combination of three management responsibilities (Bass, 1990). The responsibilities involve individual, group, and work. There should be teamwork for the success of all the three responsibilities. The task must be supported by a team since one person cannot accomplish it. In case the requirements or needs of the team are not accomplished, an individual will not be satisfied, and the task will suffer. If an individual is not satisfied, the task will have poor performance, and the team will suffer. Leaders must advise the employees on how the three responsibilities are incorporated for success. The plan and the theories are indicated when the organization is urging the employees or staff to work as a team (Locke, & Latham, 1996).
Talent management plan is the process of creating and using talents to achieve organizational goals and objectives. As per the previous literature, it is obvious that there should be various ways to find talents in the organization. In addition, there are no ready-made talents in an organization. Talents are selected from a group of individuals in specified positions in the organization. Conceptual model is used in identifying and managing talents in an organization. Talents are identified from external labor market, pivotal positions, and internal labor market. After identification, the talented employees are motivated, committed to the organization, and offered and extra-role behavior. Talented employees will help in proving organizational performances. Talent management plan and conceptual model are indicated when the organization wants…
References
Bass, M.B. (1990). From Transactional to Transformational Leadership: Leaning to share the vision. Organizational Dynamics. Volume 18, Issue 3: 19 -- 31
Cohen, A. & Golan R. (2007). Predicting absenteeism and turnover intentions by past absenteeism and work attitudes: An empirical examination of female employees in long-term nursing care facilities. Career Development International, Vol. 12 Iss: 5, pp.416 -- 432
De Dreu, C.K. W & Weingart, L.R. (2003). Task vs. relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, Vol 88(4), Aug 2003, 741-749. doi: 10.1037/0021-9010.88.4.741
Emery, M. (2010). When the Cure is the Cause: the Turnover and Absenteeism Problems. The Innovation Journal: The Public Sector Innovation Journal, Volume 15(1), Article 6: 1-17
Leadership, Team Building, And Communication Leadership, Communication and Team Building Examine traditional, contemporary, and emerging leadership theories and interpersonal forms of power. Create a profile of the ideal leader for the company you researched in which you describe the most appropriate leadership characteristics in terms of leadership style and interpersonal forms of power; and how these characteristics impact organizational performance. Leadership theories emerged during the early years of the twentieth century. The major
Indeed, effective problem solving in these circumstances often requires high levels of creative collaboration (Richards, 2007a, p. 34). In recognition of this reality, employers consistently name the ability to work together creatively as a primary and crucial skill -- even though many organizations have created cultures that undercut individual and collective creativity. In order to solve this problem there is a need of a comprehensive review of the facility management
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
76). As automation increasingly assumes the more mundane and routine aspects of work of all types, Drucker was visionary in his assessment of how decisions would be made in the years to come. "In the future," said Drucker, "it was possible that all employment would be managerial in nature, and we would then have progressed from a society of labor to a society of management" (Witzel, p. 76). The
conflict coaching practices in the business world. It consists of a set of arguments that support conflict coaching theory and practices for the betterment of an organization, as well as a critical analysis which highlights some of its drawbacks and challenges for the managers. This paper presents a comprehensive discussion and critical analysis of the conflict coaching theory in the context of business world. Conflicts and disputes are quite common
Management Theory As we shift into a new era of management, the outmoded theories rooted in Classical and Scientific Management apply only to specific organizations in specific situations. Newly emerging theories of management take into account not only diversity issues but also issues related to workplace satisfaction, which in turn reduces employee turnover and therefore can improve overall performance. Management theories now need to promote learning organizations and a managerial culture