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Human resource management theoies
Comprehensive essay on leadership development
Human resource management theoies
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In order to clearly state the human resource management goals and to identify opportunities for growth, I anticipate conducting a GAP analysis for the leadership development plan. The GAP analysis is the best choice to relay to the local directors where human resource management is currently and what can be done now to enhance the body of work either through present abilities or acquired ones. It is said that perception is reality, so it is important to assess how others see the organization. Therefore, the perception component of the GAP analysis will be the main focus of gathering feedback of the overall operation of the program. The analysis will be evaluated on a yearly basis to ensure that the program is in compliance with both State …show more content…
The GAP Analysis will outline the goals and abilities of the employee which will be used to help the employee identify and set priorities. The GAP Analysis will be very valuable to my development as it can be used to “overcome targeted needs (Hughes, Ginnett, and Curphy, 2015)”. By using the GAP Analysis, the development plan can highlight the strengths and weaknesses within the organization. Finally, the information gathered from the analysis can be used to help our organization stay focused on the development …show more content…
This will occur at the leader level and requires assistance from everyone involved. The steps that will be used to develop this change in culture will require 1) building a relationship of mutual trust 2) having open meetings regarding the plan 3) have mutual agreements on issues at hand 4) be able to explore different alternatives if something does not work right in the plan 5) provide feedback in order to strengthen the plan. Employees will naturally go the extra mile when they feel recognized and appreciated. Once the employees have buy-in of the new plan the organization will have positive outcomes and will become strengthened. 2 Timothy 2:2-3 “You have heard me teach things that have been confirmed by many reliable witnesses. Now teach these truths to other trustworthy people who will be able to pass them on to others. Endure suffering along with me, as a good solider of Christ.” While there are many military stressors in the culture of the National Guard, there are many studies done on the machismo of the Army as part of the culture. This alone would prevent many people from bringing up issues with the status quo or much less developing a new leadership development plan. However, to create a culture relevant to today’s work environment, it is a must do for the Mississippi Army National Guard. Once the implementation occurs, I believe the organization will have a better work environment, have better trained leaders
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
Denisco & Barker, (2016) discusses the foundation of leadership and the four conceptual pillars that comprise it. Understanding the leadership is a responsibility of an APN, the following final question was posed to Ms. Gordner. “Of the four pillars of leadership; professionalism, inspirational motivation, interpersonal relationships, and business skills, do you feel that one is more important than another, and why?” She responded,
...e reasoning behind how we lead should not change no matter what environment we are in. Troops listen and absorb our demeanor no matter what disposition we display. When Leaders fail to take initiative as problems present themselves in the rear, junior marines observe this complacent attitude and accept indecisive attitudes that decrease the unit’s ability to problem solve and act as issues arise. Breaking down our role as Marines we are expected and known by the outside world as hard charging, fearless men who ruthlessly wage and win wars by crushing our opponents with relentless force. However, with the ever evolving Marine Corps and the vast differences in MOS and job training we have to hold these Marines accountable, and in order to do so we must continue our long tradition of confident men, who trust their own skills and who make decisions without hesitation.
Field Mannual 6-22. Army Leadership: Competent, Confident, and Agile. (2006).Washington, DC: U.S. Department of the Army, Headquarters.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
3. —. "Training Units and Developing Leaders." APD 6-22. Washington D.C.: U.S. Department of the Army, August 2012.
ADRP 6-22: Army Leadership; Chapter 10: Organizational Leadership, HQ, Department of the Army, Washington, D.C, 10 September 2012
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
Army leadership is more than hut, two, three, four, or mindless dictated leader-development programs. According to the Army’s leadership doctrinal manual, Field Manual (FM) 6-22, Army leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization”. The "be" of the model refers to the morals and qualities that shape character; as essential qualities, and the identity of the leader. The “know “refers to the knowledge that the leader should use in leadership, as well as knowledge about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. From an Army standpoint, leaders are not operational until they apply the skills and knowledge they possess, and, as with knowledge, leaders will learn more about leadership as they serve in different positions. The “do” refers to what a leader does or his or her actions that are directly related to the stimulus they have, the situation, and those around Them (“Be, Know, And Do”,
Non-Commissioned Officers are deficient in vital areas of leadership due to a lack of training. This leads to inexperienced Soldiers becoming inexperienced leaders. The NCO corps needs to develop and enforce comprehensive interactive training that will challenge the next generation to achieve a functional level of communication skills before advancing to leadership positions. This will generate leaders who can write effectively, speak meritoriously and teach adaptively while training others to do the same.
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
In education, human resource planning serves as a link between human resource management and the overall strategic plan of the sector (Human Resource Planning, 2012, p.17). According to Beardwell & Holden (...
As stewards of the Army Profession, they are the epitome of what Soldiers aim to be. Through professional and personal experiences, Sergeants Major (SGM) acquires necessary skills and tools to effectively deal with adversity. It is for this reason that in the midst of challenges, chaos, and difficult situations Sergeants Major are the beacon of light, the common sense in the equation, the “Go To” person for guidance and hope, or the solution for all issues. Applying positive psychology, Sergeants Major are able to provide sound judgment and advice to commanders, staffs, and subordinates. Additionally, the application of positive psychology fosters camaraderie, builds a healthy work environment, and creates a positive culture within the organization. The purpose of this paper is to describe the concepts of positive psychology, positive leadership, and master resilience training (MRT) and how Sergeants Major promote these factors to enhance organizational
“A vision without action is merely a dream.” (Kevin Gates) The Army Profession Model is a great vision but if we do not fixed the basics in our upbringing of Soldiers then it will only be a dream. Imagine a panoramic view of an early morning sunrise over a military base. The sun is starting to burn off the morning dew. Formations of soldiers are starting to pop into the picture. Each soldier is in uniform dress sharp and moving as a single unit. Some formations are double timing moving out. Everyone has a purpose and stepping off to get to his or her next obstacle of the day. All Non-commissioned officers are enforcing nothing less than exceeded standards. Soldiers are toe to line in formations for inspection. Senior Non-commissioned