HK
International and Comparative HRM BHL
Subject : To be effective , leadership and management development must be aligned to organizational strategy. Critically evaluate this statement with reference to key elements of the management development cycle to include:
- Talent management and succession planning
- Competency frameworks
- Performance management systems ; and
- Training and development activities.
Further Information
- Introduction terms of reference – 200 words
- Defination objectives and purpose of LMD -400 words
- Effectiveness of LMD and link to performance -400 words
- LMD as a strategic process-400 words ( y is strategic / how)
- Talent Management inc link to management development cycle -400 words
- Performance/management and assessment (including competency frameworks) – 400 words(performance of manger)
- Training and Development activities as a part of LMD-400wrds
- Summary and conclusion – 400 words (Keypoints nd do u wnt agree LMD to strategiv organization)
Introduction
Leadership and Management development both are very essential for an individual as well as an Organizational development.Leadership and management development (LMD) has attracted much interest from academics and practitioner’s alike.Pfeffer (2010) suggests that abot 60% of all companies offer some from of leader or manager development. While there are some significant differences in the reports on LMD spending , it is speculated that LMD is a $250 billion worldwide industry ( Science Encyclopaedia 2010). Every organization in present time needs to develop an organizational strategy which will lead it to create, implement and evaluate decisions within organization to enable it to achieve its long-term objectives. Organizational strategy s...
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...s ,competitiveness of organizations and providing programmes that people will pay for , but associated with these are a number of rather diverse philosophical perspectives on the role of management and leadership within organization and how best to develop them.
From a review of the literature Yukl proposes that conditions for successful leadership training include : clear learning objectives : clear , meaningful content, appropriate sequencing of content , appropriate mix of training methods, opportunity for achieve practice, relevant, timely feedback , high trainee self-confidence, and appropriate follow-up activities. Thus a well considered approach that clearly articulates how particular interventions will impact upon management and leadership capacity and , in turn, influence individual and organizational performance is most likely to yield effective results.
Much has been written about the difference between management and leadership. In the past, competent management staffs ran effective companies. In light of our ever-changing world, however, most companies have come to realize that it is much more important to lead than to manage. In today's world the old ways of management no longer work. One reason is that the degree of environmental and competitive change we are experiencing is extreme. Although exciting, the world is also very unstable and confused. In an article entitled What’s the Difference between Your Hospital and the Other? Gary Campbell states that the difference between a manager and a leader is that the manager “finds himself quite willing to take risk, but seemingly afraid to take the risk of being different.” That being true, a manager will always be reactive instead of proactive. A true leader will be proactive. He will embrace change and will look for ways to differentiate himself and his company from the competition.
The main component of an organization is people. A team of people work together to achieve the common goal of the organization. For an organization to operate successfully it must have a vision, policies, procedures and governance. Each of these four items are determined, implemented and overseen by the leaders of the organization. Leadership is an important part of each phase of an organization beginning with the start of the organization and continuing until the disbanding of the organization. Since leadership of an organization has a strong impact on every organization it is often researched in the study of organizational behavior (OB) (Kreitner & Kinick, 2014).
Kotterman begins by highlighting the varying connotations often attached to the terms management and leadership; the former being primarily negative and the latter generally positive. From here he highlights the necessity to more clearly define these two terms and the means by which he shall do so. Kotterman uses the results of numerous management and leadership studies, the majority of data being based on subordinate opinions of role and effectiveness, to draw his comparison and thereby define the key terms. He juxtaposes management and leadership via a set of four processes. These processes are vision establishment, human development and networking, vision execution, and vision outcome (Kotterman, 2006). Following from each of these processes, a set of descriptors is offered for both management and leadership from which Kotterman draws meaning. Kotterman concludes that the two roles vary conceptually but are not necessarily mutually exclusive. Management is essentially task-centered, concerned with physical process, production, budget, and structure. Leadership is primarily human-centered, concentrating on motivation, inspiration, and needs. (Kotterman, 2006). This concl...
Its about the practices leaders use to transform values into actions, vision into realities, obstacles into innovations, separateness into solidarity and risk into rewards.
Leadership skills are essential for those who wish to lead change in an organisation. According to Kouzes and Posner leadership is a relationship between those who aspire to lead and those who choose to follow (2007). How this relationship works can be a determining factor in the success of a project or indeed an organisation. Not everyone is a born leader, but leadership skills can be developed and many theorists have come up with strategies and processes that can be followed to achieve this goal. Kouzes and Posner outlined a very successful 5 step model called the leadership challenge. Their theory is based on many decades of research that discovered that organisations, communities and individuals can and will
All organisations require management and management in turn, require a certain level of leadership abilities. The long-term success of an organisation depends on its ability to take advantage of the competences and knowledge of its employees. In an increasingly competitive environment, organisations must motivate its employees and encourage initiative within the organisation. This new organisational climate requires more than a traditional manager and organisations must find ways to develop leadership skills in order to increase effectiveness and to stay competitive. In any organisation leadership is often argued to be a critical factor for success or failure. It can also be said that a leader can be a manager but a manager is not always necessarily a leader (Gandz, Crossan, Seijts & Reno 2014). It is therefore vital for organisations to recognise traits and techniques that defines a success...
We live in an era of communication challenges. It is an age of increasingly scarce management and education to the markets of tomorrow. To solve this problem, to improve and restore the competitive edge of business, I recommend teaching leadership as well as organization. We need to move beyond the simplistic and boring, everyday organizational skills commonly taught in core courses in business schools. Important as these skills are, we need to redirect our foci towards the essential ingredient required to put these skills to work – leadership. As Warren Bennis and Burt Nanus have expressed it, “The problem with many organizations…is that they tend to be over managed and under led. There is a profound difference between management and leadership, and both are important.” “To manage” means “to bring about, to accomplish, to have charge or responsibility for, to conduct.” “Leading” is “influencing, guiding in direction, course, action, opinion.” Other characteristics include: motivating and inspiring individuals, providing direction and vision, earning the respect of others, turning talent and efforts into results, and being an excellent communicator and listener.
Leadership skills are essential for those who wish to lead change in an organisation. According to Kouzes and Posner leadership is a relationship between those who aspire to lead and those who choose to follow (2007). How this relationship works can be a determining factor in the success of a project or indeed an organisation. Not everyone is a born leader, but leadership skills can be developed and many theorists have come up with strategies and processes that can be followed to achieve this goal. Kouzes and Posner outlined a very successful 5 step model called the leadership challenge. Their theory is based on many decades of research that discovered that organisations, communities and individuals can and will
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
There are a myriad of publications available to assist with leadership issues. Most consistently refer to the specialized skills and traits needed to be an effective leader. Choosing a leader with these specialized skills is only part of the challenge facing organizations today. Providing effective training for new and existing leaders is becoming increasingly important. Such training should include recommendations on how to plan for and address real-world scenarios as well as examples of situations that may occur in order to strengthen comprehension. Leadership training should be viewed as a process, not a one-time event. Training leaders on how to plan and deal with obstacles, as well as how to motivate and inspire employees is critical to organizational success. Leadership should be a focus at all levels of the company whether it would be individual, departmental, or organizational. The key to successful leadership is to create a sense of belonging by getting all parties involved.
The main challenge to leadership development is that focus has been on leader development instead of leadership development (Day, 2001). As such, if that leader leaves the organisation, they have to start all over
Hall, Peter, & Norris, Peter. (1993). Learning for leadership. Leadership & Organization Development Journal, 14(7), 35. Retrieved August 25, 2011, from ABI/INFORM Global. (Document ID: 81758).
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.
In today’s complex management environment, I believe that the mindset of a manger weigh the same as their views and attitude on the job. Certainly, Jonathan Gosling an established scholar and the director of the Centre for Leadership Studies at the University of Exeter provide an excellent view on the diverse talent requirements in effective management. The main issue identified by the author is the connection between leadership and management. Separation of management and leadership is impractical. However not all good leaders are good managers and vice versa. Gosling, and Mintzberg (2003), argues that management without leadership promotes uninspired behavior, which hinders business activities. On the other hand, leadership devoid of management results in disconnect of actions and ideas. I concur with the author’s argument on the relationship between management and leadership. I believe that good managers should be good leaders too. However, most organizations do not enjoy both the benefits of effective leadership and management. In particular, most organizations lack either of these ...
Management is vital for any organisations regardless of the size and the types of the organisations. In general, management is defined as “the application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.” (John M. Ivancevish and Thomas N. Duening, 2007)