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Talent Management Strategy
The objective of this study is to determine which performance management process will be employed to measure employee talent and analyze the key concepts related to the talent pool and the talent review process. This study will develop appropriate talent management objectives to measure functional expertise and assess the key elements of global talent management as they apply to the organization. Finally, this study will recommend a process that optimizes a sustainable talent management process.
From the View of Senior Executives
It is the claim of senior managers that people serve to drive business value. In a recent survey the Economist Intelligence Unit for Oracle reports that "senior executives at corporations worldwide judge the ability to attract and retain people as one of the most critical enablers of growth." (Economist Intelligence Unit, 2007, p.4) Employee skills and knowledge ensure that they are in demand and provide value…
Acquiring Skilled Employees (2013) Profiles Research Institute. Retrieved from: http://www.profilesinternational.com/solutions/strategic-talent-management/acquiring-skilled-employees.php
Blakely, A. (2012) Top Ten Talent Management Strategies for 2012. On Balance. Jan/Feb. 2012. Retrieved from: http://www.wicpa.org/Content/Files/PDF/On%20Balance/JanFeb12/Top10.pdf
Why Smart Employees Underperform (2009) Expert Insights. Profiles Research Institute. Retrieved from: http://info.profilesinternational.com/Portals/63683/docs/report-14-why-smart-employees-underperform.pdf
TALENT Management AT BofA
BofA Talent Management
Bank of America's talent management program led to success for the company
Bank of America's executive performance and retention strategy breaks down into the objectives set out in Figure 2.1 (Fisher and Congel, 2009, p. 22), 'attract, retain and develop great leaders.' This process occurs in distinct phases over the first 36 months of executive promotion but begins even before the new hire, if 'attracting great leaders' requires adequate compensation, with "clear and calibrated" (Fisher and Congel, p. 25) criteria screened by recruitment specialists. This includes more than business skill, extending to integration into the existing executive team as well as the total human resource silo the executive will ultimately oversee. This overall fit is assessed in order to prevent "derailment" (Fisher and Congel, 2009, p. 24) through conflict or loss of credibility at the head of a changing and challenging culture. Thus…
Bank of America (2011). 2010 Annual report. Charlotte, North Carolina: Bank of America
Corporation. Retrieved from: http://phx.corporate-ir.net/phoenix.zhtml?c=71595&p=irol-reportsannual
Bingham, T. And Galagan, P. (2011). Success at SUNTRUST begins and ends with talent. T + D,
Nov. 2011, 38-42. Retrieved from www.astd.org > T+D > At-C-Level
Discuss how the economic environment has influenced the need for talent management practices.
The current economic environment is one that is knowledge-based rather than agrarian or industrial (Friedman, 2005); talent management agents working in modern society have to recognize that even now while they focus on knowledge they must shift their attention to conceptual ideas; wider audiences must be targeted. Friedman suggests than talent managers must focus on a "post-knowledge, worker economic stage" where horizontal relationships will be critical to the success of organizations (Friedman, 2009; 2005). The economic environment of old did not require specialized talent. Almost anyone could find a job, because work was not specialized. ote memorization could get someone a job. Today, creative thinking is in high demand. Technology has allowed a global market to boom, and in this market, creativity is highly valued. Entrepreneurs are highly sought after for their creative talent. For…
Friedman, Barry A. (2009). "Human resource management role: Implications for corporate reputation. Corporate Reputation Review, Vol. 12: 3, Retrieved August 13, http://www.palgrave-journals.com/crr/
Friedman, T. (2005). The world is flat: A brief history of the twenty-first century. New York: Farrar, Straus and Giroux.
Mathis, R.L, & Jackson, J.H. (2008). Human Resource Management, 12th Edn. Thomson South
Talent Management Strategy: Talent Company X
The purpose of any successful talent agency is to find employment for actors, authors, film directors, musicians, models, producers, professional athletes, and the like. As such, it is essential for every successful talent agency to employ a staff that is both proficient enough and large enough to handle a steady influx of clients in many different areas of the entertainment business. At hand is the fictional talent company, Talent Company X, which employs a workforce of 200 individuals, with 20 of these individuals identified as leaders who are capable of heading divisions of the company and/or projects and initiatives. In understanding the size of the company at hand as well as the many different areas of talent with which these individuals will deal, it is essential that Talent Company X derives a management strategy that is able to encompass the entire talent requirements of…
Capelli, P. "Talent Management and the Twenty-First Century." The Harvard
Business Review, 2008. pp. 98-105. Accessed on 11 May 2012. Retrieved
Build a strong achievement ethic throughout the business
Create exciting, challenging jobs in which people can excel.
Select and develop outstanding leaders.
Make talent management a critical corporate priority
Foster a talent management mindset.
Develop managers who can coach, mentor, empower and sponsor talent -- and deploy it to best advantage.
Develop the necessary skills to lead and manage talent.
Make managers accountable for managing talent.
Create the means to identify and select outstanding talent
Be clear about what talent is needed for the business.
More scarce than ability is the ability to recognize ability.
Be able to recognize it when it is demonstrated.
Be aggressive in securing the services of identified talent.
Engage talent fully -- manage it and continue to develop it.
Promote talented people early and often.
Today's high-performers need to be both valued and fully involved.
Give feedback, coach and mentor.
Confront -- and deal with…
Berger, L., & Berger, D. (2003). The talent management handbook. New York: McGraw Hill.
Burke, R.J. & Cooper, C.L. (2005). Reinventing human resources management: Challenges and new directions. London: Routledge.
CO facts: A quarterly digest of states & facts. (2010, 2nd quarter). Continental Airlines. Retrieved from http://www.continental.com/web/en-U.S./content/company/profile/continental
Others -- other components of job specification are recurrent from the previous sections and may include the title of the position, ordinary and extraordinary characteristics required from the occupant of the position, the main tasks of the job, or the expertise required from the candidate
4. Job Design
Introduction to Job Design
A major part in conducting a proper process of talent management is that of creating an adequate environment in which the organizational staff members feel free to professionally express themselves. It is crucial to set the basis of an environment which fosters creativity, originality, hard work, collaboration and even competition. A working medium in which the employees are encouraged to express their views, opinions, satisfactions and dissatisfactions related to the job they are performing or the workplace is often promoted as an organizational incentive. Modern day companies forward the idea of a pleasant working environment as a means…
Discuss what factors emerged at Whirlpool that impacted its talent needs.
There are several different factors which had an impact on Whirlpool and its talent needs. To include: the growth of the business, consumer demand for new innovations and the necessity to attract / retain the best talent. As far as the growth of the business is concerned, the company was focused on expanding into a number of different markets and acquiring competitors that could help to them improve their business model. This created a need for the firm to seek out new talent in areas that would help the organization to maintain and increase their momentum in different segments. Consumer demand for innovative products meant, that Whirlpool had to find the best executives and engineers that could incorporate the use of the latest technology as part of their strategy. This had an impact on their talent needs,…
Goldsmith, M. (2010). The Best Practices in Talent Management. San Francisco, CA: Pfeiffer.
Hunt, M. (2006). The Coaching Organization. Thousand Oaks, CA: Sage Publishing.
Johnson, J. (2003). Global Marketing. New York, NY: McGraw Hill.
Kluyver, C. (2010). Fundamentals of Global Strategy. New York, NY: Business Experts Press.
talent management is and why it is a considerations addressed by a growing number of employers.
"Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market" (Heathfield 2012). In an increasingly competitive workplace, service is one of the best ways a company can distinguish itself against its competitors. America has become less of a nation that 'makes things,' versus a service labor-based nation that 'does things.' Furthermore, some of the most successful companies in the marketplace today, such as Apple and Google, have succeeded primarily because of the talent of their workforce: new technology is ultimately generated by creative technological minds. That is why Google allows its engineers time to pursue their own projects, to further stimulate growth and new ideas. Google states: "we offer our engineers '20-percent time' so that they're free to work on what they're…
10 secrets to an effective performance review. (2012). Business management daily.
Engineer's Life. (2012). Google. Retrieved:
Talent Management on Productivity
Increasing productivity is considered a vital goal in a business environment. Unfortunately, in most instances the activity is rarely accepted by many H professionals as a genuine mandate. Even though, many professionals admit that their job involves establishing strategies, procedures, and initiatives governing management of individuals, few try to associate such elements to increasing the output of the employees. Bonus packages are typically endorsed to keep total compensation in accordance with the trends in the market. This is regardless of the work value warranting inducement compensation.
Training tools are frequently secured using the lowest-cost earner method, taking into consideration minimal consideration given to the provider that would be highly effective. ecruiting practices are mostly managed with the aim of minimizing cost and not taking into consideration business capability (Geddes 2012). Nevertheless, the function of the H is focused on executing transactions instead of offering productivity solutions.…
Geddes, E.L., & Gill, C. (January 01, 2012). Annual performance appraisal: one organization's process and retrospective analysis of outcomes. Healthcare Quarterly (toronto, Ont.), 15,
Schoessler, M.T., Aneshansley, P., Baffaro, C., Castellano, T., Goins, L., Largaespada, E.,
Payne, R., ... Stinson, D. (January 01, 2008). The performance appraisal as a developmental tool. Journal for Nurses in Staff Development: Jnsd: Official Journal of the National Nursing Staff Development Organization, 24, 3.)
Talent Management and Culture
1. A strategically aligned talent management (TM) system impacts overall business strategy and integrates multiple people processes (recruiting, performance management, talent review and development, compensation, etc.), but sometimes TM systems are not transparent
a. Describe the talent management system within the United States Air Force
The talent management system within the United States Air Force can be deemed stringent as it adheres to set components. The USAF has set out an incessant, well-delineated set of expectations, benchmarks, and opportunities for growth for all Airmen, irrespective of their different specialties. The USAF achieves this by means of the enlisted structure of the entity, and force development construct that is dependent on a mutual language, and competencies for the institution. Imperatively, these competencies comprise of management, leadership and warrior ethos qualities necessitated by all Airmen (Department of the Air force, 2012).
b. How should a senior…
Department of the Air Force. (1997). UNITED STATES AIR FORCE CORE VALUES. Retrieved from: https://www.uc.edu/afrotc/future-cadets/media/jcr%3Acontent/MainContent/download_19/file.res/USAF%20Core%20Values.pdf
Department of the Airforce. (2013). The Enlisted Force Structure. Air Force Instruction, 36-2618.
Effron, M., Ort, M. (2010). Talent Management: Eliminating Complexity, Adding Value. Massachusetts: Harvard Business Press.
Gleeson, G. (2018). 5 Powerful Steps To Improve Employee Engagement. Forbes. Retrieved from: https://www.forbes.com/sites/brentgleeson/2017/10/15/5-powerful-steps-to-improve-employee-engagement/#2d1d72cb341d
Talent Management Strategy
Talent Management System
Talent management is a major requirement for company success within a competitive market environment. By definition, talent management refers to the application of integrated techniques tailored to enhance productivity of the workplace via coming up with enhanced procedures for attracting, developing, maintaining, as well as using individuals who possess the needed expertise and abilities to satisfy the present and future business requirements. According to current research, 85% of human resource managers mention that the one major difficulty in workplace management is the establishment or sustenance of their organization's ability to compete for talent (AberdeenGroup Inc., 2005). Currently, efficient talent management, without a doubt, offers one of the vital points of tactical leverage.
Formulate a talent management strategy to encompass the entire talent requirements of the organization.
Human resource (H) assumes several positions being a major owner of talent management; that of the driver of…
AberdeenGroup Inc. Human Capital Institute. (2005). Retaining talent Retention and succession in the corporate workforce. Boston: Author.
Alma'aitah, M.A., Al-Shalabi, F.S. & Aljamal, W.H. (2013).Talent Management and Competitive Advantage: The Moderating Effect of Knowledge Integration. International Journal of Computer Applications (0975 -- 8887) Vol. 66, No.11.
Burke, M.E. (2005, March). 2005 reward programs and incentive compensation survey report. Alexandria, VA: Society for Human Resource Management.
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The Conference Board.
All in all, talent management refers to the totality of actions and decisions made in relation to the staff members. Talent management commences with the identification of the organizational staffing needs and the assessment of the skills required from the future candidate. It then continues with the selection and recruiting of those candidates who meet the desired conditions. The next step is that of hiring the individuals who meet the initially stipulated conditions and which also reveal an increased ability to become integrated within the working climate and the institution's culture. Throughout the employment contract, talent management continues with a series of motivational, stimulation, reward and retention strategies which ensure that the most talented staff members continue to generate organizational value (Bnet).
4. Talent management practices and talent retention
As early on motivational theory has shown, each individual -- or at least each specific and homogenous group of individuals --…
Schiemann, W.A., 2009, Reinventing talent management: how to maximize performance in the new marketplace, John Wiley and Sons
Talent management, Bnet, http://www.bnet.com/topics/Talent+Management last accessed on August 5, 2010
2010, The world factbook, Central Intelligence Agency, https://www.cia.gov/library/publications/the-world-factbook / last accessed on August 5, 2010
2009, 2009: economic crisis or opportunity, HR Malaysia, http://hrmy.wordpress.com/2009/02/19/2009-economic-crisis-or-opportunity / last accessed on August 5, 2010
Discuss the importance of aligning human resource processes with business strategy.
H strategy has to align with business strategy in order to enable the growth of a business. This in turn allows employee performance to improve, lowering the overall cost of doing business. When employee performance is decreased, this may cost the organization more in turnover, absenteeism, and other expenses associated with dissatisfaction or inefficient operations. H strategy is not just about employee satisfaction however; it is also about aligning employee goals with organizational goals so the employees can feel they are supporting the organization as much as the organization supports them. Aligning H strategy and business strategy is a complex process that involves communication, collaboration and planning. One of the ways of doing this is by benchmarking, surveying and assessing employee needs, organizational needs, and the needs of the customers, internal and external, that the organization services. Measuring…
Boxwell, Robert J. Jr. (1994). Benchmarking for competitive advantage. New York: McGraw-
Charan, R. Drotter, S, & Noel, J. (2001). The leadership pipeline: How to build the leadership-
powered company. San Francisco: Jossey-Bass.
Bank of America
The author of this report has been asked to analyze and answer to a case study that covers the Bank of America. There will be an outline of the talent management system used at the Bank of America. Further, there will be an assessment of the strengths of the program and how they have led to goal accomplishment. Next, there will be a description of the opportunities for improvement that exist within the broader talent management process. Finally, there will be a creation and naming of at least two more effective approaches to meet the talent management challenges that will surely exist in the future. While Bank of America has stumbled a bit in recent years in terms of corporate image and profits, they do seem to be on solid footing overall and their talent management frameworks and systems would seem to support that being the case.…
Garavan, T.N. (2012). Global talent management in science-based firms: an exploratory investigation of the pharmaceutical industry during the global downturn. International Journal Of Human Resource Management, 23(12), 2428-2449.
Goldsmith, M., & Carter L. (2010). Best practices in talent management: How the world's leading corporations manage, develop, and retain top talent. San Francisco: Pfeiffer.
Kim, Y., Williams, R., Rothwell, W.J., & Penaloza, P. (2013). A Strategic Model for Technical
Porter Novelli Case Study / Porter Novelli: Performance Management and Talent Management
ole Played by Leaders
Effectiveness of Talent Management Strategy
Critical Evaluation of Talent Management Strategy
Porter Novelli is one of the world's top public relations firms. With ninety offices in about 60 nations, the firm provides best-in-class service to its customers all around the world. As the firm that started social marketing, it's heritage is anchored in influence encouraging individuals to transform deeply ingrained mannerisms and behaviors that are grounded in social and cultural conditioning or norms. This is attained through identifying and then activating thoughts that are the forces behind transformational change -- and thus Porter Novelli goes beyond simply solving a problem; their work is not just to influence people, it is also about making people believe (Porter Novelli, 2015).
Moreover, the firm has a good reputation, in that among its clients are some…
Eckerson, W.W. (2009). Performance Management Strategies: How to Create and Deploy Effective Metrics. TOWI Best Practices Report. Media, Inc.
Gierschmann, F and Teramachi, S (2015). Self-nomination: An alternative approach to talent management. HKP Group. Retrieved from http://www.hkp.com/en/site-wide-content/interviews/20150713-interview-ste-fgi-selbstnominierung.html
Goldsmith, M., & Carter, L. (2010). Best practices in talent management: How the world's leading corporations manage, develop, and retain top talent. Pfeiffer. San Francisco. CA.
HireRight. (2009). 5 Simple Talent Management Strategies. e-Recruiting Integration. HireRight, Inc. Retrieved from
Human Resources: CALIDAD COCHES: MOVING AHEAD
Recruitment Advertisement for the Site Manager Position
Echoes the Company Ethos
Calidad Coches is seeking 7 site managers through internal recruitment of employees now working in Mexico (parent country nationals) to join the company's rapid, aggressive expansion into the car rental trade of Belize. e anticipate a short turn-around of 4 weeks for the management staffing, rebranding and operational retooling of the former BAR sites before the tourist season kicks into high gear. Fortunately, the company has built considerable good will and trust through promotional opportunities and careful succession planning. In its 30-year history, Calidad Coches has developed international expertise informing cross-border expansion through strategy-driven, team-based excellence. The secret of Calidad's high return business and consistent success is our focus on quality customer service. The company is now capitalizing on the lucrative tourist trade supported by Belize's great beach recreation and Mayan history. Based…
Chitakornkijsil, P. (2010, Fall). The internationalization of human resource management in the host nation context & strategic approach of IHRM. Retrieved March 16, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/763168519
Coderre, J. (2010, December 13). Borderless world presents challenges for North American HR leaders. Retrieved March 16, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/821296849
Jassawalla, A.R., Asgary, N., & Sashittal, H.C. (2006). Managing expatriates: The role of mentors. Retrieved March 16, 2014 from search.proquestion.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/212841059
JCN Newswire - Japan Corporate News Network. (2012, February 1). Hays: Top ten global skills shortages. Retrieved March 16, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/918901975
Talent Management - A Critic
In today's business environment, there exists cutthroat competition for talent as well as need for strategic business growth. The contemporary environment for business calls for strategic measures to recruit, manage and retain an effective and talented workforce. This creates the need human resource management through a well formulated planning strategy (Budhwar & Mellahi, 2016). According to Budhwar and Mellahi (2016), human resource planning entails, coming up with measure of identifying talent among the workforce and managing these talents in a strategic manner. This paper presents a critical on strategic talent management by Collings and Mellahi (2009).
Summary of the Article
The authors identify the scope of talent management by highlighting the different components of human resource management and their contribution to a sustainable organization. In the article it is evidenced there is no clear and concise definition of talent in the field of human resource…
Budhwar, P. S., & Mellahi, K. (2016). Handbook of Human Resource Management in the Middle East.
Collings, D., & Mellahi, K. (2009). Strategic talent management: a review and research agenda. Human Resource Management Review, 19(4), 304-313.
Conkin, D. J. (2005). Critiquing research for use in practice. Journal of Pediatric Health Care, 19, 183-186.
People and Talent Management
Concepts of People Management and Talent Management.
People management and talent management go hand in hand. While people management is about hiring, retaining and managing all employees in an organization, talent management refers to the subgroup of attracting and retaining talented and highly skilled workers for the future needs of the organization. Armstrong (2006, p.3) has defined people management as, "a strategic and coherent approach to the management of an organization's most valued assets -- the people working there who individually and collectively contribute to the achievement of its objectives." It includes the philosophies, strategies, practices and programs that have been developed to manage the people in an organization.
Davis (2007, p.3) defines talent management as, "the recruitment, development and retention of individuals who consistently deliver superior performance." From the above two definitions, it can be inferred that talent management is the policies and programs that…
Armstrong, Michael. 2006. A Handbook of Human Resource Management Practice. London: Kogan Page Publishers.
Davis, Tony. 2007. Talent Assessment: A new strategy for Talent Management. Burlington: Gower
Garrow, Valerie; Hirsh, Wendy. Winter 2008. Talent Management: Issues of Focus and Fit. Public Personnel Management. Vol 37(4). pp389-402.
Galagan, Pat. May 2008. Talent Management: What is it, Who owns it and why should you care? T+D. Vol 62(5). pp40-44
People and Talent Management
The following work examines people and talent management and the importance that this has for today's organizations. The works reviewed in the study demonstrate the need for and the methods used in today's people and talent management. eviewed is the work of Stockley (2011) as well as other various works that relate the processes and methods of people and talent management in today's organizations.
Findings in this study include that talent management is somewhat different for each organization because talent is different for each organization, or in other words, what is valued as talent in one organization may not necessarily be valued as 'talent' in another organization. Talent then is organization specific and each organization provides support toward talent management based upon that specific organization's values and what they view as 'talent'. It is necessary to manage the people within the organization in order to identify…
After Talent Management: Enter People Management (2008) Kaiser Permanente. 17 Dec 2008. Retrieved from: http://bersin.wordpress.com/2008/12/17/exit-talent-management-enter-people-management/
After Talent Management: Enter People Management (2008) Kaiser Permanente. 17 Dec 2008. Retrieved from:
1. I was first inspired to study the identification and development of high potential employees from the human resources management perspective, which is inherently a multidisciplinary approach. Although my dissertation project seems a long way away, now is a good time to dive into the body of evidence and theory surrounding this important issue. Understanding how to identify, motivate, and develop high potential employees is something that can add value to an organization and increase its overall productivity, effectiveness, and competitiveness in a dynamic market environment.
My research has thus far introduced me to a number of different theories and approaches to studying this topic. For example, some research focuses on theories of motivation and is more within the realm of psychology. Other studies take a more sociological approach or even the anthropology of business approach to show how organizational culture and structure impact decisions related to the identification and…
Truly talented employees want to be challenged, and managers must give top talent creative scope and foster the potential for personal growth through the projects they assign to such individuals. Employees who are talented likely want to improve themselves, and to challenge themselves. Retention strategies should reflect this. For example, offering tuition reimbursement for employees seeking higher degrees part-time, allowing time to be spent in self-improvement activities (such as the paid yoga classes at Google, which are designed to sharpen employees' focus as well as serve as a perk of employment), and offering on-site training courses are all ways an organization can acknowledge employee's needs to advance their skills and careers. Finally, simply creating an atmosphere where employees are treated with respect, and are asked for suggestions and input when new projects are undertaken, can have tremendous benefits in retaining employees.
Talent Development: Describe HR's role in developing employees, development…
Coaching programs will tend to serve the purpose as an assistive
training phase in helping the development of talent. The implementation of
a coaching program will usually place a developing talent with an
experienced individual who can help the candidate to navigate and contend
with some of the more challenging aspects of the job. The outcomes which
are expected of coaching generally concerned the evolved independence of
the candidate in the performance of his or her job responsibilities. This
differs from mentoring, which is more driven toward the outcome of training
the candidate to actually eventually serve in the role filled by the
mentor. This implies a purpose of advancement which is not only different
from the primacy of mere independence in coaching, but it also strikes as
the more superior approach to promoting commitment by the individual in
training. This is because the implications of advancement may…
If this aspect of the job is conducted correctly, retention should be a natural offshoot of bringing aboard candidates with the proper personal makeup, experience and skill set.
Training and development cost money and time, the latter of which could be used to begin the new hire down the path of functional familiarity. Therefore, it could be detrimental to the advancement of this process to retain a possible candidate to be retrained in areas where knowledge and skill have already been claimed. Therefore, the effective organization will consider the various skills sought and claimed during the selection process. If a candidate has expressed an expert level familiarity with a certain type of software or networking system, money and time could be spared in the training process by skipping these steps. Individualizing training and development can be worth the added specificity given the potential for saving both time and…
At which point, PepsiCo will use the talent management model to help retain key individuals. This is significant, because it shows how all three of these different pieces work together, with the company being able to effectively identify and recruit talent. Then, show them how PepsiCo is different, in managing this talent. Together, these elements have allowed the company, to adapt to changes in consumer tastes and new competitors. However, in the future this model faces several challenges the most notable would include: retirement, globalization, maintaining an effective talent management system and the loss of talent to competitors. This is important, because it shows that while the current system is effective, the company must be prepared to adapt to these challenges in the future. It is through examining the current model and the challenges that if faces in the future; that highlights the effectiveness of PepsiCo's employee talent system.
Byham, W. (n.d.). Taking Your Succession Management Plan into the 21st Century. Retrieved Jul. 129, 2010 from DDI website: http://www.ddiworld.com/pdf/ddi_gyol_wp.pdf
Cummings, T. (2009). PepsiCo's Career Planning. Organization Development and Change. (pg. 464). Mason, OH: Cengage.
Silzer, R. (2010). Take the Pepsi Challenge. Strategy Driven Talent Management. (pp. 617 -- 620) San Francisco, CA: Josey Bass.
Silzer, R. (2010). Take the Pepsi Challenge. Strategy Driven Talent Management. (pg. 625) San Francisco, CA: Josey Bass.
Talent Practices in HR
Home Depot has long recognized the value of talent management, for a number of reasons. This has led them to a policy of promoting from within, especially for their front-line managers. The company believes that its front-line managers and staff give it a competitive advantage in the do-it-yourself industry because this talent increases the talent level of the workers, improves customer service, and allows the corporate culture to be better disseminated through the organization.
The company's hiring policies, in particular with respect to the talent pipeline, are focused on hiring and retaining the workers that are best able to meet the challenges and objectives of the human resources department. Home Depot believes that if it provides a high level of service to its customers, for example, that this will give it a competitive advantage in the industry. It found that certain types of workers (older, ex-military)…
Joyce, L. (no date). Chapter 17: They can do it! You can help! P.655-667 In possession of the author.
In terms of talent development, job security is a formative factor.
At will policies that actively attack this security also tend to negatively
impact talent development. Individuals with the capacity to advance to
leadership roles or to a point of greater strategic importance to the
company are less likely to invest these abilities into a set of long term
expectations. At will policies may prevent one from rationally investing
future intentions in the specific organization. That means that in many
cases, employers are functioning to their own disadvantage by failing to
offer security. Those who do demonstrate the greatest degree of talent and
potential are likely to consider an at will circumstance as a training
ground by which future opportunity may be sought with another organization.
Talent management is yet another area that suffers when employees
commit to an at will policy. Particularly, the outward unwillingness…
Previously the element of interest and personal motivation were found missing, the technical capabilities of the employees have never been a matter of debate, however the personal and mental capacities and limitations are either ignored or not respected which resulted in the poor performance of the organization. Apparently, the rise in the demands pertaining to the particpation of the employees and the industrial democracy has also distorted the professional environment. Such all complains were lately resolved and answered through the unique approach of the organization, the organization has understood the significance of the employees, and had realized that their performance is not based upon their professional capabilities, but rather it is the function of the mental capability of the employee related to the friendly and conducive environment offered to the employees occasionally. The need of the employees that focus upon peaceful, conducive and liberal environment has been ensured, which required…
Hamel, G. Leading the Revolution. Boston, MA: Harvard Business School Press. 2000. Pp. 123-124.
Keely, L. Strategic Choices. Dublin Group presentation materials, unpublished. 1999.
Mahler, W., & Drotter, S. The Succession Planning Handbook for the Chief Executive, Midland Park, NJ: Mahler Publishing Co. 1986.
McKinsey and Co. The War for Talent Survey, New York, NY: McKinsey and Co. publication. 1997.
Strategic Planning of Talent Management
After reading on talent management, my personal views on talent have been slightly changed. This is because I had always assumed talent meant having a special skill that one is born with and it was not easy to link this in an organizational setup. Thinking of talent in terms of skills learned and how these skills can be used within an organization. The main goal of talent management is ensuring that an organization has employees with the skills required to navigate the organization into the uncertainties of the future. According to Perkins and Arvinen-Muondo (2013) one has to realize that it is not easy to define talent and this is a mistake that many individuals make especially when referring to talent from an organizational perspective. There is a multitude of factors that one has to consider when defining talent. A group of individuals who are…
Perkins, S., & Arvinen-Muondo, R. (2013). Organizational behaviour: People, process, work and human resource management. London, UK: Kogan Page Publishers.
Sparrow, P., Hird, M., & Cooper, C. L. (2015). Strategic Talent Management Do We Need HR? (pp. 177-212). Berlin, Germany: Springer.
Leadership Styles in Movies / Management Lessons about Leadership styles in Movies
Leadership is a major organizational resource, demonstrated by individuals via a wide range of skills and talents (Lester, 2015). Leadership represents a key means by which individuals change others' minds, moving people and organizations forward for achieving established aims (IAAP, 2009). Several leadership models exist, with some of them proving to be rather effective and helpful. However, rapid transformations in the world, particularly in the last decade, owing to emergence of globalization and extensive adoption of information technology, have led to drastic changes in workforces' behavior and expectations. One cannot now lead a workforce using conventional techniques of the past, if one desires to leverage staff talents and achieve optimal performance. A majority of successful companies today seek knowledge workers -- well-trained, skilled and experienced individuals desiring to utilize their abilities to their optimum potential in a work…
Argintar, L. (2014). The Devil Wears Prada, A Boss, Not AB*tch: Why Women In the Workplace Get A Bad Rep. Elite Daily. Retrieved from http://elitedaily.com/women/devil-wears-prada-boss-btch-women-workplace-get-bad-rep/
Balzac, S. (2015). Princess Bride Problem Solving. LinkedIn. Retrieved from https://www.linkedin.com/pulse/princess-bride-problem-solving-steve-balzac
Batke, k. (2015). How Not to Manage Like Bill Lumbergh. Jostle Corporation. U.S.. Retrieved from http://www.jostle.me/blog/how-not-to-manage-like-bill-lumbergh
Casse, P & Claudel, P. (2011). Leadership styles: a powerful model. Training Journal. www.trainingjournal.com.
Managing Diversity and Equal Opportunity
With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus on the companies' and managers' response to diversity, be it of any form (Watson, Spoonley, & Fitzgerald, 2009).
If the workforce of the present times is compared with the one that was found 20 years ago, it will be easy to observe that there are "more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes (i.e., baby boomers, Generation Xers, and Generation Nexters)" (iccucci, 2002) today. This situation has given birth…
Hemphills, H., & Hayne, R. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Westport, CT: Quorum Book. Retrieved December 15, 2012, from http://www.questia.com/read/23366693/discrimination-harassment-and-the-failure-of-diversity
King, A.S. (1995, December). Capacity for Empathy: Confronting Discrimination in Managing Multicultural WorkForce Diversity. Business Communication Quarterly, 58(4), 46+. Retrieved December 14, 2012, from http://www.questia.com/read/1G1-18023663/capacity-for-empathy-confronting-discrimination-in
Ollapally, A., & Bhatnagar, J. The Holistic Approach to Diversity Management: HR Implications. Indian Journal of Industrial Relations, 44(3), 454+. Retrieved December 15, 2012, from http://www.questia.com/read/1G1-210224380/the-holistic-approach-to-diversity-management-hr
Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder, CO: Westview Press. Retrieved December 14, 2012, from http://www.questia.com/read/100875091/managing-diversity-in-public-sector-workforces
Managing ecruitment and Selection
Being able to successfully manage the recruitment and staffing of an entire Human esources (H) department is the foundation of a successful enterprise. For example, eese and French cite the work of Bratton and Gold in saying, "ecruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements" (2010). This quote aptly highlights the extreme importance of being able to successfully woo and establish a team of competent people who are equally invested in doing an exemplary job with a given company. Thus, the H department needs to understand the nuances and strategies that go into the process of successfully winning over the…
Burton, J., 1998. Managing Residential Care. New York: Routledge.
French, R. & ., 2010. Recruitment and Selection. [Online]
Available at: http://www.cipd.co.uk/NR/rdonlyres/01F95685-76C9-4C96-B291 -
This would allow IM to find individuals from other countries and also to take a more global approach to training and staff development. Hire the "best and the brightest" to rapidly reenergize the organization and product line.
Grow existing lines and existing customers -- Instead of trying to grow rapidly, IM could target its current user base and simply solidify their needs by using market research to contact them and find ways to improve and maintain market share while retaining talent in the current geographical model. This model would be more conservative about hiring and wages, and would of course allow for some expansion, but keeping most of the &D in Waterloo, Canada. This would also retain more control over the design and marketing of the product for those in the organization who prefer to manage each instance and aspect of the organization from a Central --( field mentality.
Research in Motion: Managing Explosive Growth. (2008). Ivey Management Services. Cited in:
Patel, N. (January 22, 2010). Motorola Asks ITC to Ban Blackberry Imports. Endgaget.
Cited in: http://www.engadget.com/2010/01/22/motorola-asks-itc-to-ban-blackberry-imports/
Sweeney, a. (2009). Blackberry Planet: The Story of Research in Motion and the Little Device
A second problem can be seen in the differences in cultures. This is especially apparent when looking at management styles. What might be considered acceptable in the United States might often be a cultural nightmare in another country. Trying to manage personnel in other parts of the world also brings about issues with communication. The ways in which people communicate is very different around the world. Again, something that would be perfectly acceptable here may often be seen as offensive in another part of the world.
A leader and manager must evaluate organizational competencies and intellectual capital and create and integrate models in order to establish a framework for application of duties to the employees so as to create a good healthy working condition. This will help to motivate all the employees to do their best at the work that they perform. An organization has to focus on determining different…
Globalization. (2010). Retrieved from Answers.com Web site:
Leadership vs. Management. (2010). Retrieved February 28, 2010, from Changing Minds Web
(Building and Maintaining a Diverse Workforce)
Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)
The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and…
Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at http://www.opm.gov/Diversity/diversity-3.htm . Accessed on 15 January, 2005
Creating a Diverse Workforce" Retrieved from Retrieved at http://www.businessweek.com/adsections/diversity/diversework.htm . Accessed on 15 January, 2005
Recruiting and Managing a Diverse Workforce" Retrieved at http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed on 15 January, 2005
Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at http://www.minoritygraduate.com/feature27.asp. Accessed on 15 January, 2005
When all the needs or expectations of the stakeholders are met, the business will continue to thrive.
Core Human esource Functions
Involuntary turnover is rampant among employees of high talent. These employees form then crucial asset that determine the overall success of the organization. Involuntary turnover occurs due to issues such as frequent absences, premature termination of contracts, sexual harassment or by the mere fact that an employee becomes overqualified for a particular job. Supposing I were a top H manager in my firm I would hire people who are qualified to fill any vacant positions taking keen attention to exclude overqualified persons so as top avoid the occurrence of involuntary turnover in the future (Taylor, 2005).
Additionally, I would introduce strategies that seek to retain employees in the organization. One of the strategies would be to introduce teambuilding activities such as retreats and workshops. I would also ensure that…
Svensson, G., & Wood, G. (2003). The dynamics of business ethics: a function of time and culture -- cases and models. Management Decision, 41(4), p350.
Taylor, S. (2005). People resourcing. London: Chartered Inst. Of Personnel and Development.
Some or all such authority may be in fact unlimited. This is when a committee can counterbalance authority and diffuse power within an organization since effectively only a small faction is making important decisions. The best use of committees is to have limited power to make decisions but have unlimited power to make recommendations on how things should be done.
2. Identify the initial issue that should always be thoroughly addressed when the establishment of a committee is recommended.
The initial issue that should be addressed is that of making sure that those on the committee are the people capable of carrying out the agenda of the committee and that the committee will have limited power to make organizational decisions.
3. In what ways may committees be said to dilute the recognition and diffuse the blame or responsibility? Where, based on your personal experience, have you seen one of these…
Baker, L. 2002. "Managed care, medical technology, and the well-being of society," viewed 21
February 2011, < http://www.ncbi.nlm.nih.gov/pubmed/12055455 >
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21 February 2011,
At the same time, he then acts as an interface and communicates to the team the general directions in which the company is moving. However, the project manager also acts as an internal motivator within the team, a coordinator and organizer.
A similarly important role will be played by the project manager in his capacity to act as an interface between the different entities and shareholders involved in a certain project. In order to control scope, several documents should be used, such as, for example, the statement of work, as part of the requests for proposals, or scheduling and budget estimates. For these, the project manager will work with representatives from other departments (marketing and sales etc.), but also with the clients. At the same time, the project manager will have consulted previously with his own team, thus being able to carry to these meetings their own evaluations and estimates.…
g. In U.K.), organizations are tempted to use positive discrimination for corresponding to contemporary requirements. This implies hiring disadvantaged applicants regardless of their professional competency. For instance, last year, UK's Gloucestershire Police and Avon and Somerset police confessed to have rejected white men for hiring women and ethnic minorities in order to meet Government requirements (http://www.workplacelaw.net/display.php?resource_id=8292&keywords).This is an extremely negative phenomenon as it succeeds in increasing the gap among different groups. Therefore, when encouraging such a strategy, authorities should pinpoint the rationale behind it and should organize conferences and workshops debating this issue.
Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce. http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102 (Accessed March 8, 2007).
Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine. http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20 (Accessed March 8, 2007).
usinesses doubt the benefits of…
Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce. http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102 (Accessed March 8, 2007).
Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine. http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20 (Accessed March 8, 2007).
Businesses doubt the benefits of an ethnically diverse workforce. 2007. http://www.workplacelaw.net/display.php?resource_id=8292&keywords (Accessed March 8, 2007).
Cendant embraces diversity as a corporate way of life: Company aims to achieve a workforce that reflects its customers and markets. 2003. Human Resource Management International Digest 11: 12-15.
Managing High Performance
A familiar challenge for any expanding enterprise is how to find and manage the highest potential employees who can over time mature into leadership positions. While there are always more applicants that positions available in senior management, the task of any leadership team is to accurately and with insight find those employees with the greatest potential of success (uggiero, 2008). From the very informal succession planning techniques small businesses use that are tantamount of planning sessions, to the much more rigorous and thorough high potential employee development programs, there is a very wide variation in approach and results (Bloch, 1996). The intent of this analysis is to provide a small, rapidly growing company with insights into how best to manage the dilemma of having 50% of its workforce looking to advance their careers with a limited number of positions available while also giving the majority of employees…
Bloch, Susan. (1996). Coaching tomorrow's top managers. Employee Counseling Today, 8(5), 30-32.
Kevin S. Groves. (2007). Integrating leadership development and succession planning best practices. The Journal of Management Development, 26(3), 239-260.
Ruggiero, J. (2008). Identifying and Developing High Potential Leadership Talent. Journal of Personal Finance, 7(2), 13-33.
Empowerment and Performance of Middle Management
The empowerment of middle managers is a paradox that is not easily solved. As this strata or level of management is often given responsibility for making sure goals are achieved yet often they have little actual authority to demand results or use legitimate power (French, aven, 1960). Empowerment from senior management is one potential approach to augmenting the effectiveness of this level of management yet the context of empowerment is just as critical as the support given (Bartunek, Spreitzer, 2006). This paper will analyze the approaches for middle managers to be more effective in their roles, with empowerment being an enabler, not the foundation, of long-term change. For middle managers to achieve that, they must also continually improve and transform themselves from supporters of the status quo (as managers often do) to being transformational leaders in their own right (Jackson, 1991).
Jean M. Bartunek, and Gretchen M. Spreitzer. 2006. The Interdisciplinary Career of a Popular Construct Used in Management: Empowerment in the Late 20th Century. Journal of Management Inquiry 15, no. 3, (September 1): 255-273.
David Collins. 1996. Whither democracy? Lost debates in management empowerment. Empowerment in Organizations 4, no. 1, (January 1): 12-24.
Eisenbeiss, S., and S. Boerner. 2010. Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management 19, no. 4, (December 1): 364-372.
French, J.P.R. Jr., and Raven, B. (1960). The bases of social power. In D. Cartwright and A. Zander (eds.), Group dynamics (pp. 607-623). New York: Harper and Row.
The best place to start, then, is with the creative, skilled professionals, who many need this sort of environment. In addition, it will be important to manage the relationship between creative, skilled professionals and other workers, as it may seem that these workers are being extended privileges that do not apply to other workers.
In addition, managing creative, skilled professionals may pose problems as they may see their work as independent from the company itself. For instance, they may be reluctant to take criticism or recommendations because they feel close to their own work. They may have trouble implementing the decisions made by higher-level management, as they may feel their innovations are superior. In this circumstance, it will be crucial to remind the creative, skilled professional of his or her vital role in helping the company move forward.
Managing Across Cultures
Internationalization of the economy has influenced companies to operate their business globally. The global operation has impact managers with several challenges. Market, product, and production plans must be coordinated on a worldwide basis. The global operation necessitates organization structure to balance centralized home-office control with adequate local autonomy. As companies have started their business operation on the international front, the number of their employees has increased. Increase in the employee's abroad management is faced with new global challenges. The three broad international business management challenges were identified by the management gurus as follows (obert, Kossek & Ozeki, 1998):
a) Deployment: To get the right skills where it is required in an organization regardless of the geographical location.
b) Knowledge and creativity distribution: Spreading the knowledge and practices throughout the organization regardless of where they have actually originated.
c) Talent identification and development on global basis: To identify…
Drucker, P. (1988) The Coming of the New Organization. Harvard Business Review issue
Fadel, J. & Petti, M (1997). International HR policy basics.
Global workforce issue April 1997, pp. 29-30
Since, this one lacks structure means that many employees can become confused about their responsibilities. Once this occurs, it can often lead to employee issues, where this confusion can become an issue of contention between the staff and management. As management is telling them to engage in particular activity, yet they don't understand why they are doing such tasks. Over time, this can cause moral to drop as those employees who do not thrive under such a system, begin to lower the overall positive attitude in the work environment. ("Contingency Theory," 2010)
Despite some of the obvious weaknesses, the contingency theory is effective for those organizations that are small. This is because the in formalized structure allows managers / owners the opportunity to adapt to changes that are occurring in real time. Where, they can use their experience and common sense to adjust to various business conditions. As a result,…
Building Emotional Capital. (2004, June 24). Retrieved April 10, 2010, from Executive Education website: http://executive.education.insead.edu/programme/documents/Nissan_004.pdf
Contingency Theory. (2010). Retrieved April 9, 2010, from Values-Based Management website: http://www.valuebasedmanagement.net/methods_contingency_theory.html
Babineck, M. (2006, March 13). The Enron Trial. Retrieved April 10, 2010 from Chron website: http://www.chron.com/disp/story.mpl/special/enron/3718892.html
Bissonette, Z. (2008, August 1). How Does General Motors CEO Rick Wagoner Still Have a Job. Retrieved April 10, 2010 from Blogging Stocks website: http://www.bloggingstocks.com/2008/08/01/how-does-general-motors-ceo-richard-wagoner-still-have-a-job/
Diversity is a fact of American and International business and is a broader, more complex issue than one might initially believe. A universally vital element of global commerce, Diversity has spawned an abundance of theorists, journals and specialists, some of whom are encountered in this composition. Addressing the remarkable breadth and complexity of Diversity, this essay reviews: the nature of Diversity; legally protected classes within the United States; aspects of Diversity that fall outside the scope of U.S. legal protections; the benefits of Diversity for employers; the differences/challenges presented by Diversity for employers; general business adjustments/accommodations for Diversity; and suggested specific business adjustments/accommodations for Diversity. Though this work cannot exhaustively address all aspects of Diversity, it is meant to give a good overview of modern businesses' Diversity issues and possible solutions.
Nature of Diversity:
"Diversity" involves legally protected classes of people but also involves other classes of…
Akbari, H. (2008). Education business professionals for year 2010 and beyond: Six critical management themes and skills to emphasize. International Business & Economics Research Journal, 7(7), 57-62.
Comperatore, E., & Nerone, F. (2008). Coping with different generations in the workplace. Journal of Business & Economic Research, 6(6), 15-30.
Domina, C.S. (2011). Our strength is in our Diversity: Fact or fancy? Journal of Diversity Management, 6(1), 1-9.
Figiel, V.L., & Kummel Sasser, M.A. (2010). Factors contributing to employee decisions to ignore Diversity policies. Journal of Diversity Management, 5(4), 11-17.
Yes, managers are important to organizational success. But this is a logical fallacy question. All organizations, both the successful ones and the utter failures, have managers. So the question isn't about whether managers are important to success -- mathematically there is 100% correlation between having managers and being successful, but also 100% correlation between having managers and being unsuccessful.
Then there is the issue of where organizational success comes from. First, one must define success -- is it profitability? Or exceptional profitability? Short-term, long-term? And there are a lot of variables that contribute to organizational success, not just the actions of management. Further, to determine whether managers are integral to success, and to what degree, would require a control. It is almost impossible to define a control. You could say the managers at Google are really good, but unless there is a parallel universe Google with different managers, how…
Burns, T. & Stalker, G. (1961). The management of innovation. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship
Courtright, J., Fairhurst, G. & Rogers, L. (1989). Interaction patterns in organic and mechanistic systems. The Academy of Management Journal. Vol. 32 (4) 773-802.
Eyre, E. (2015). Mintzberg's management roles. MindTools.com. Retrieved July 5, 2015 from http://www.mindtools.com/pages/article/management-roles.htm
MSG (2015). Steps in strategy formulation process. Management Study Guide. Retrieved July 6, 2015 from http://www.managementstudyguide.com/strategy-formulation-process.htm
Managing Diversity in Organizations
Diversity can be described as the manner of recognizing, appreciating, accepting, respecting, and reveling dissimilarities among individuals with regards to age, class, ethnicity, sex, physical and intellectual capability, race, and sexual orientation (Esty et al., 1995). Diversity has become a significant and beneficial component for organizations. With the constant increase in globalization, organizations have been forced to diversify their set of personnel in the work environment. Employees come from diverse backgrounds, geographical areas, tribal and ethnic origins and bear distinctive diverse abilities and aptitudes. It is essential for people to work together and combine abilities and manage diversity commendably in the environment. Every individual's opinions, activities, and also principles are molded by his or her culture. Organizations have to institute diversity into their structures and policies in order to attain the projected goals and objectives (Esty et al., 1995).
The issue of diversity does not just…
Bolen, L., &Kleiner, B. H. (1996). Managing diversity in the workplace. Cross Cultural Management: An International Journal, 3(4), 3-8.
Cox, T., & Beale, R. L. (1997). Developing competency to manage diversity: Readings, cases & activities. Berrett-Koehler Publishers.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
Estyy, K., Griffin, R., Schorr-Hirsh, M. (1995). Workplace Diversity: A manager's guide to solving problems and turning diversity into a competitive advantage. Massachusetts: Adams Media Corporation.
The attitude of the followers toward the leader is another significant indicator of leader effectiveness.
esearch on performance-oriented and relationship-oriented behavior gave evidence that both the dimensions of behavior are necessary for leadership effectiveness (Dhar & Mishra, 2001, p.256). One thing that has proven consistent throughout the research of Dhar & Mishra is that regardless of the level of management there are certain characteristics that are necessary throughout in order for that person to be an effective leader. The characteristics that are consistent regardless of managerial level are Ability to facilitate, ability to influence, ability to be accountable, ability to build teams, ability to negotiate, ability to reward, ability to manage time, interpersonal orientation, and analytical skills. In contrast, there was a list of skills stated to be necessary depending on ones organization (Dhar & Mishra).
In conclusion, one could state that even though there are different levels of management…
Dhar, U., & Mishra, P. (2001, September-December). Leadership Effectiveness: A study of Constituent Factors. Jornal of Management Research, 1(4), 254-266.
Financial resources are also crucial to the procurement of more equipment to enhance the process of service delivery at Talent Dry-Cleaning Company. The equipment would allow the company to reduce the number of turnaround to lower than the three to four days. This makes financial resources critical to the provision of services by the company hence the adoption of the three or four-day turnaround. The manual ironing system and insufficient financial systems would not support the two or one-day turnaround (Plenert, 2009).
The company has the capacity to reduce the turnaround to two or less by focusing on the crucial aspects of the organization. The company needs to address the shortcomings such as financial resources and plant utilization in order to facilitate reduction of the turnaround to two or one. This would allow the company to increase the number of daily drops in relation to garments thus improvement in the…
Ruffa, S.A. (2008). Going lean: How the best companies apply lean manufacturing principles to shatter uncertainty, drive innovation, and maximize profits. New York: American
Drew, J., McCallum, B., & Roggenhofer, S. (2004). Journey to lean: Making operational change stick. New York: Palgrave Macmillan.
Plenert, G., Dey, R., & Banerji, a. (2009). Lean management principles for Information technology. Boca Raton FL: CRC Press.
Management and Leadership
Impact of management and leadership
The aspect of management and leadership are very crucial in the success of any organization as long as they are practiced in the right manner and leadership as well as management tenets are put into proper use. These two principles cannot do without each other and they have a kind of symbiotic relationship where one cannot efficiently operate without the presence or influence of the other.
A leader is noted to be that person who has the ability to influence others in order to achieve a common goal that has been agreed upon. A true leader for that matter is one who does not have selfish interests but the interests of those whom he or she relates with and leads in the process of achieving a required goal (Woodroffe Noel, 2012).
The issue of leadership has for long been the subject of…
Center for Creative Leadership, (2009). Developing a Leadership Strategy: A Critical Ingredient for Organizational Success. Retrieved May 13, 2012 from http://www.ccl.org/leadership/pdf/research/LeadershipStrategy.pdf
Drew Stevens, 2003. Finish Line Leadership - Qualities for Successful Leadership. Retrieved May 13, 2012 from http://www.expertmagazine.com/EMOnline/030103/finishline.htm
George Ambler (2008). Leaders vs. Managers….. Are they really different? Retrieved May 11, 2012 from http://www.thepracticeofleadership.net/2008/04/08/leaders-vs.-managers-are-they-really-different/comment-page-2/
Larry C. Spears, (2010). Character and Servant Leadership: Ten Characteristics of Effective,
Still, since it is looking to sell a property asset that is not their main residence, they will be required to pay a capital gains tax, in the amount of 18 per cent (Direct Gov). For an estimated retail price of £150,150, and a tax rate of 18 per cent, Olly Lloyd would have to pay £27,027 in taxes.
For the new employment contract, Lloyd would have to pay taxes in the amount of £5,281. The sum is decreased significantly by deductions adherent to contributions made by Olly to the pension funds (Listen to Taxman).
c) Suggestions for financial management
Leone Lloyd-Cardle is, without a doubt, facing severe problems. In order to restore the responsibility and stability of her financial decisions, the following financial management recommendations are made:
Discussing the problem with her husband. Having reached such a high level of debt indicates severe problems which cannot be overcome by…
Davis, E.P., 2009, Financial stability in the United Kingdom: banking on prudence, OECD Economics Department Working Papers, No. 717, http://www.ephilipdavis.com/uk%20financial%20stability%20oecd.pdf last accessed on December 19, 2011
Inmann, P., 2008, Traders predict house prices will fall by 50% in four years, The Guardian, http://www.guardian.co.uk/business/2008/jun/09/housingmarket.houseprices last accessed on December 19, 2011
2009, Residence, domicile and the remittance basis: operation changes, HM Revenue and Customs, http://www.hmrc.gov.uk/briefs/income-tax/brief1709.htm last accessed on December 19, 2011
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Because unresolved conflict within teams can undermine the talents and efforts of even the most dedicated individuals, conflict resolution is an essential component of modern business management. Specific approaches to conflict resolution generally consist of strategies intended to prevent conflict preemptively and strategies intended to resolve conflicts after they arise. As a rule, eliminating conflict prospectively is more effective and more efficient than resolving conflict after it emerges. Generally, once conflicts erupt within a working group, more time must be dedicated to their resolution than would have been required to avoid the conflict prospectively. Likewise, conflicts that require resolution waste the time dedicated to the conflict, even before any efforts at resolution. However, the primary reason that conflict resolution strategy should emphasize prevention ahead of time is that the mechanisms for resolution are essentially the same, but preventing conflicts in advance spares the organization the lost productivity associated directly with…
Bass, B. (1985) Leadership and Performance Beyond Expectations.
New York: Free Press
Kinicki, a., Williams, B. (2005) Management: A Practical Approach.
New York: McGraw-Hill.
Management Issues and Practices
James Strong, the former CEO and managing director of Qantas Airlines, twice sat on the panel convened at the Sydney office of CPA Australia to select those who would be recognized for the annual 40 Young Business Leaders list. Strong believed in the importance of nurturing young talent and threw himself wholeheartedly into leading much of the discussion among prominent leaders from all over the globe. Criteria for entrants included "the ability to land a top job, develop others and get the most from a team, and leading by example was also a must-have attribute" ("CPA Australia," 2014). To provide the scope and depth of the list-building endeavor, it is informative to explore the names of other participants on the panel, and to match them to the criteria they articulated for entrant evaluation. Here is a quick run down: James Strong looked for entrants who had…
40 young business leaders. In the Black. 2014 CPA Australia Ltd. Retrieved from http://www.itbdigital.com/lists/40-young-business-leaders-2013/
Bennis, W. (1997). Managing people is like herding cats. Covey Leadership Center.
Braithwaite, J. & Mannion, R. (2011). Managing change. In K. Walshe & J. Smith, Healthcare Management, pp. 830-861. New York, NY: McGraw-Hill Education.
Cummings, G.G., McGregor, T., Davey, M. Lee, H., Wong, C.A., Lo, E., Muise, M. & Strafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 47(3), 363-385. doi: 10.1016/j.jnurstu.2009.08.006.
Nearly everything the company does…is aimed at reducing the cost and expanding the scope of Internet use" (Carr 2008, p.2). Because of its business model, Google thrives on innovation, so it can encourage its employees to take more risks in their work and act more independently: "Google faces far less risk in product development than the usual business does. It routinely introduces half-finished products & #8230;even if the offerings fail to win a big share of the market they will still tend to produce attractive returns by generating advertising revenue and producing valuable data on customer behavior. For most companies, a failed launch of a new product is very costly. For Google, in general, it's not. Failure is cheap" (Carr 2008, p.2).
This stress on innovation and its ability to minimize financial damage from failure because of its advertisement-driven model allows one of the most substantial advantages of taking a…
Carr, Nicholas G. (2008, January 1). The Google enigma. E-News: Developments in Strategy and Business. Journal published by the global commercial consulting firm Booz & Company.
Retrieved April 7, 2009 at http://www.strategy-business.com/press/enewsarticle/enews013108
Helft, Miguel. (2007, March 10). Google's buses help its workers beat the rush.
The New York Times. Retrieved April 7, 2009 at htp://www.nytimes.com/2007/03/10/technology/10google.html?scp=10&sq=google working&st=cse
Influence on organization
Influence can be defined as "a power to affect persons or events especially power based on prestige…" (wordnet, 2011). It is due to influence that in an organization many may like a particular individual in a department or a particular manager and not the other.
There are nine ways according to Johannsen (2011) that a leader can exert influence on others in an organization. The nine ways can be discussed in brief as follows;
Influence with authority; is one that comes due to the position the person exerting the authority holds. It is top-bottom and is based on obedience like patience to doctor due to authority
Influence by coaching; where one provides new knowledge and skills and in the process influence them in the organization. This may also involve mentoring and also teaching.
Influence by persuasion; this has been used for long time in history. It…
Johannsen M. (2011). How To Influence People: Understanding The Nine Spheres of Power.
Retrieved March 5, 2011 from www.legacee.com/Info/Leadership/Influence.html
Stephen P.R. And Timothy A. J, (2007). Organizational Behavior. 12th Ed. Prentice Hall;
Pearson Education, Inc.
Managing and Leading
Many people think managers came into their positions because they are exceptional leaders. The truth is that most organizations must be aware of the distinct difference of managers and leaders. Acquiring management positions has to do with ones ability to achieve short-term results. Exceptional leaders have the ability to produce effective long-term results, sometimes and quite often at the expense of immediate gratification. Most organizations have no clear demarcation between the roles of leading and managing. Many organizations do not value or support the development of leaders; nor do they select managers based on their leadership abilities. Organizations that support the development of leadership in their managers will be more profitable and successful, as well as able to withstand stiff competition. This essay will discuss the difference between leadership and managing, and how a businesses protection and success depends on its qualified managers.
The Houston TX-based company…
Communicate With Confidence
Enterprise/Salt Lake City
Kappel, M., 3/2000
History of Reebok
he company of Reebok started in England in around 1890 to provide shoes which could help athletes run faster. he cleated running shoes were developed by Joseph William Foster and he had then started a company to make hand-stitched athletic shoes for the runners of that time. he enterprise continued in that manner and started with the name of Reebok International due to the starting of a new company by the grandsons of JW Foster. he name was taken from the name of an African gazelle. he company came to USA in 1979 when Paul Fireman bought an exclusive license for distribution of Reebok in North America. From the beginning itself, the products were the most expensive, and were being sold for $60 a pair even in 1979. he sales increased over time, and became $1.3 million in 1981, and then the production capacity of…
The international sales of Reebok were organized from the corporate office in Canton, and this office directly controlled sales in Latin America. The operations in Europe were controlled from the offices in Lancaster and London in England, as also the sales in the Middle East and Africa. There were wholly owned subsidiaries for marketing the Reebok branded products in Austria, Belgium, France, Germany, Ireland, The Netherlands, Italy, Poland, Portugal, Sweden, United Kingdom, Japan and South Korea. There were also majority owned subsidiaries for India, Mexico, and Spain. There were also 26 independent distributors and two joint ventures in which the company had minority interest. The entire effort marketed Reebok products in 170 countries and territories. During 2001, the total sales from international operations reduced to $1.170 billions from the previous year's figure of $1.176 billions. This was mainly due to weakening of the currencies against the dollar.
What are Reebok's and the industry's advertising and public relations strategies?
It has been stated earlier that the main strategy for all American sports footwear company has been to depend on celebrity endorsements, apart from New Balance. Even they had tried it initially. New Balance advertising featured unknown athletes and was generally released in special magazines like Outside, New England Runner and prevention as also on cable TV channels like CNN, the Golf Channel and A&E. The main slogan of the company is 'Achieve New Balance' and the slogan has not changed in five years. The headlines for the advertising are also different and like 'Life sucks go for a run'. The media strategy is clearly targeted at older people. This is the reason for Reebok to worry as the main buyers for Reebok are older people and kids who cannot spend $80 to $90 for a pair of shoes. Will New Balance finally upset the Reebok balance?
I understand that by improving my communication skills I can remove a constraint on my ability to make deals happen -- I can bring together that Japanese money with those Arab engineers and make my U.S. employer a lot of money. That is the combination of skill and talent that I will bring to my chosen career in investment banking.
Essay 2: Innovation is everything in business today. Great ideas are the only source of true competitive advantage, so it is critical that I improve on my ability to think in an innovative way. That is one of the biggest appeals to me of the UC Irvine MBA program. I am seeking an MBA because the knowledge and skills that I acquire in the program are essential components of my toolbox, and UC Irvine will give me the knowledge and skills that I seek. The school has an excellent reputation…
To do this, her duties could be diversified, and her position modified in order to give her a greater sense of responsibility. One way to do this could be to appoint assistants whom Sue could train to handle her more elementary duties. She could then learn to assist some of the higher-level positions within the company and work her way towards a leadership position.
In today's democratic and equal society, the law protects workers in diverse workplaces. Indeed, democracy and equality in the workplace and society are two of the most important paradigms in the United States today. As a company that reflects the society it serves, it is the aim of WWW.toprovide its workers with optimal satisfaction and opportunities to realize their work related dreams. In order to do this, it is the manager's job to become familiar with all the legislation relating to workers, their protection and their…
" (Kotler and Lee 2005, p.3). Since this study was published, the contributions have steadily increased making CS an integral part of every major company today.
A report by Price Water Cooper House in 2010 shows that the CS initiatives and reporting has increased despite the sagging economy and this points to a positive change in the mindset of the management of companies. "PWC explains that such reports have become critical to a company's credibility, transparency and endurance." (Business & the Environment 2010, p.5). The reduced role of the Government in business circles is only going to further increase this trend because companies feel they have an obligation to the society at large and they want to make this country a better place for living. All this is done out of their own interest and initiative rather than any force by any external institution. Also, many companies understand the significance…
Associated Press. 2011, February 25. State and Local Budget Cuts are slowing the U.S. Economy. Fox News. [Online] Available at: http://www.foxnews.com/us/2011/02/25/government-budget-cuts-pose-threat-recovery / [Accessed 27 March 2011]
No Author. 2011. Political Conditions. United States Country Review. 1(5). pp29-258.
Kotler, Philip; Lee, Nancy. 2005. Corporate Social Responsibility: Doing the most good for your company and your cause. New York: John Wiley and Sons.
BSD Global. 2011. Corporate Social Responsibility. International Institute for Sustainable Development. [Online]. Available at: http://www.iisd.org/business/issues/sr.aspx [Accessed 27 March 2011]
These are the systems in which people are eager to utilize all of their capabilities for their jobs and carry out their task effectively. (Lancioni, 2002) These Workshop engage all the participants rapidly in the simulations. Throughout these simulations participants agree upon the fact that everyone -- every individual -- at different times, experience being on the Top, or sometimes in the Middle, sometimes in the Bottom, we are sometimes Customer and sometimes Supplier -- and our position changes a lot of times even in one day. The Organizational Workshops are highly effective in increasing knowledge and giving insight of systemic conditions that are present in an organization and how everyone react individually towards such conditions. They provide an opportunity to learn latest leadership and other related strategies to handle these systemic conditions as soon they take place. These workshops teach how to improve team collaboration, job performance every day…
Collins, J., (2001) Good to Great: Why Some Companies Make the Leap... And Others Don't, HarperBusiness; 1 edition, 50- 70.
Heath, C., (2010) Switch: How to Change Things When Change Is Hard, Crown Business, 300- 310.
Kouzes, J, M and Posner, B, Z., (2012) The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, Jossey-Bass; 5 edition, 315- 350.
Lancioni, P., (2002) The Five Dysfunctions of a Team: A Leadership Fable, Jossey-Bass; 1st edition (April 11, 2002, 170- 180.