Replacing Leadership EMC
In 2003, when EMC, a Massachusetts-based information infrastructure provider, began its corporate transformation five years ago, EMC saw a potential issue and opportunity in reduction of future talent and leadership resources. To keep pace with the company's growth, like most global companies, EMC faced the knowledge management challenge of preparing young managers and up-and-coming executives to replace retiring top-level Baby Boomers. With EMC’s continue double-digit growth, they anticipate in 2008 and 2009 the number for leadership talent is going to have to grow by 20 percent. EMC projected a need for another thousand leaders over the next couple of years to keep pace.
To ensure future EMC leaders across the globe are infused to the right corporate culture, the company has created its own corporate university, EMCU. This university not only offers professional and personal development courses, but EMCU also has a leadership program that mentor, develop, train and educate key talent in different skills and tools, in transformational leadership, knowledge management and understanding of EMC organizational culture. EMC also established a leadership organization talent review, which helps them identify capabilities and skills of employee that would help achieve high goals and results. EMC internal efforts were increased by their partnership with Teacher's College Columbia University. EMC, working with Columbia to identify and isolate the attributes and criteria that make its high potentials unique to those of other companies and to determine how those strive for qualities result or translate into learning programs. EMC identified five essential leadership capabilities: leading people; strategic agility, change, and innovation; collaborating in a complex environment; customer and results focus; and global execution. The leadership development curriculum is built around these capabilities. These skills, tools, and training of new leaders will mitigate some of EMC concerns regarding the issue of replacement leaders. What may give EMC the edge is its focus on distinct leadership capabilities. EMC has narrowed down exactly what its up-and-comers need to know, and how it's going to deliver it to them. EMC can provide the leading-edge technology training the company need to compete while also creating the leaders EMC needs to sustain their aggressive growth goals."
The success of this program has been positive.
“Leadership will be the most important resource an organization can possess. After all, it will be leadership that determines whether organizations successfully harness the emerging opportunities and overcome the perils that await.” Jay A.Conger – Professor, London Business School.
In this paper, I will inform you about issues in globalization, power, followership and cultural change in the perspective of a health leader. I will identify three major health issues that are global but has the potential to affect the United States health care system. I will describe these global health issues influence health leaders. I will relate global leadership with transformational leadership. I will illuminate three elements of cultural and diversity within health care organizations. You will find a table of cultural attributes to be made aware of. I will categorize the differences in global leadership according to power, technology, and knowledge management and will explain two leadership approaches for implementing change.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
In order to survive in such a competitive global market, it is essential for all kinds of firms to hire effective leaders to maximize their interest and keep operate successfully. From the leadership class, which is taught by Dr. Karen McDaniel, I have learn what leaders are required to become effective and successful and how to build myself as a successful leader.
This case study was about the president of Bubba Gump Shrimp Company, a restaurant chain specializing in seafood, whose practice structure and secret to success was to have and maintain minimal management turnover. In fact, his focus on turnover was so successful that he did not have a general manager leave for 3 years, and he has decreased management turnover from 36% to 16% in 2 years. The motivation of an organization’s employees significantly affects it success. Additionally, employee turnover, absenteeism, and tardiness weaken employee productivity.
Suddenly, some companies become extremely successful, while rest of them unfortunately remains a failure. There can be off-course a lot of reasons for this failure but one of the main reasons is lack of leadership qualities. There are many s...
Quality and Leadership Expectations are two examples of how Medtronic as an organization accomplishes its mission, vision, and goals. Medtronic has achieved becoming a word provider of medical products through diligence and emphasis in quality. Quality Begins With Me is the Medtronic adopted motto and a badge card must be carried by every employee while on the job. The Quality Begins With Me badge card emphasizes quality patient-focused practices at all times. To be courageous, accountable, and preventative when an individual sees something that might hinder quality of the product or service provided to the patient. A second example of how Medtronic accomplishes its mission, vision, and goals is by emphasizing leadership expectations regardless
The book “The Leadership Pipeline How to Build the Leadership Powered Company”, discusses the need to establish clearly defined passages from the individual contributor to the Enterprise Manager. In the first section of the book we review the characteristics needed to succeed as a Group Manager. These characteristics are all built on efficacious passage from the previous level of manager. If an individual was not fully proficient and had not made the transition from one level to the next he or she will clog the leadership pipeline and will prevent effective management, both above the clog and below the clog.
David T. Conley, Ph.D. a. The. Education - Leadership -. Vol. 66 No.
The only way to develop the kind of leaders a changing organization needs is to make leadership a critical criterion for promotion, and then manage people’s careers to develop it.
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).
Rosen, R. H. (1997). Learning to lead. In F. Hesselbein, M. Goldsmith & R. Beckhard (Eds.), The Organization of the Future. The Drucker Foundation Future Series (p. 306). New York, NY: Jossey-Bass Inc Schein, E. H. (2010). Organizational culture and leadership. (4th ed., p. 13). San Francisco: Johan Wiley & Sons, Inc.
According to McConell (2012), the difference in a leader and a follower determines the success of a person regarding leadership. This chapter helps explain the content of qualities and proficiency for healthcare managers to be effective. Once again, effective management skills or certain qualifications enhance a healthcare organization environment. Healthcare managers and supervisors must have the capacity to handle challenges while the organization objectives and regulations may change over a period of time. Effective healthcare management governs the success of a healthcare organization. There are many different skill sets and leadership styles to be effective as a manager. People are interested in knowing what strategies are effective in healthcare management.
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary
Becoming an industry leader requires an organization to recruit talented and skilled employees among other. Firm’s employ a high amount of time and funding to ensure that the right person is hired. Each employee must have the attributes necessary to enhance the company’s culture, vision and objectives. In its early years Cisco was aggressively hiring talents which would allow them to meet current and future demand.