It is a visionary form of leadership, as opposed to a form where the leader merely enforces the status quo, or incremental improvements in the same direction. Transformational leadership implies some sort of shift in direction. The first step is to have a vision. Then, this vision must be communicated, or sold, to the workforce. From there, the vision must be executed. All the way, the leader will continue to lead, ensuring the transformation. A d) the planning process includes developing a vision, a mission and a strategic plan. The plan must include the implementation and control processes as well, although the execution of those is not part of the planning process. It is critical to plan because planning allows the company to properly allocate resources, set realistic timelines, anticipate resources, and effectively guide workers.

A e) in order to make their best decisions, managers need to take a number of different steps. They must first understand the objectives or desired outcomes of their decisions. Then, they must weigh their decisions against the resources available. The decision should be made with regards to the best possible strategic outcome. In order to do this, risks must be considered, as well as the consequences of those risk factors occurring. Once these things have been considered, a sound decision can be made.

A f) Effective management of diversity is critical in business. From an ethical point-of-view, it is essential that all members of a diverse workforce are treated with equal respect for their cultures and viewpoints. Moreover, they should be given equal opportunity to contribute and succeed within the organization. From a business perspective, effective diversity management creates greater organizational harmony. It also gives the organization access to the full resources of the organization because often members of different races, creeds, backgrounds or genders have unique perspectives that can enhance the organization's knowledge and wisdom base. Creative solutions can be derived,...

Culture can also provide a source of motivation for employees, and reinforce standards of behavior. If the organization's culture does not support its architecture, the effectiveness of that architecture will be reduced.
A h) People are motivated by needs first and foremost. This is a form of internal motivation, but is essentially forced. Employees work, for example, primarily because they need money for food and shelter. Goals are a more powerful motivator. Employees meet higher-level needs such as the needs for achievement, relevance and self-actualization. Because the employee chooses the degree to which these needs are important, they are more powerful motivators when that choice is made. Setting goals helps to leverage the motivational power of these needs.

A i) Strategic human resource management can help an organization gain competitive advantage in several ways. First, it can help an organization attract the right type of employees. Second, it can foster a culture that supports organizational objectives. Third, it can help to align the human resource function with the organization's broader objectives.

A j) Some of the potential challenges facing managers seeking to implement TQM are employee resistance, either because of cultural issues or because employees' interests are misaligned with organizational objectives. Another potential challenge could be a lack of understanding amongst managers of how best to implement the tactic. Another challenge is that TQM involves the suppliers, and there may be issues within the supply chain that result in resistance or inability to execute TQM objectives. There may also be gaps within the organization in terms of talent, outlook, or communication that make implementing TQM more difficult.