The nature and the different responsibilities we face in our daily life make flexibility at workplace today very important. However, flexibility needs not to be only from one side, it should come from two sides, the employer and the employee. It’s not enough for an employer to adopt flexible work arrangements (FWA) at workplace; employees must also be willing to make concessions. It depends on individuals working in the company to whether or not and FWA program is feasible. Therefore, the employers should study the pros and cons of adopting FWA, and how is it going to affect the productivity of the employees in the business.
Regarding changing world, complicated circumstances differ from one-another within one organization. The fact that, “a leadership style that is effective in one situation may prove completely ineffective in a different situation.” (Jago, 2007) To cope with this problem, to experience several cases during leadership trainings and to know how to adapt to the situation in order to observe side effects and resolve adverse consequences, help to take relevant decision. Moreover, in every respects, to find balance is crucial. As a manager, micromanaging reduces potential of a leader. “Micromanaging implies that leaders are unwilling to give up control and rely on associates to do their jobs.” (y Paul R. Bernthal, 2001) Consequently, this kind of leaders cannot see “ big picture” of situation and lose big opportunities while concentrated on trivial issues.
The Context is really important, context is a system which is design by the senior executives or by the leaders in the organization to learn. If the design is not good either you are motivated or smart you cannot implement what you learn for the learning and growth there should be favorable context. If the context or system does not change it will not support to individual behavior change and it will eventually set off to fail. Michael talks about the silent killers within the organizations when he asked managers in the interview sessions what barriers they faced to implement what they learn from the training and to change themselves so he comes up with six barriers which restrict them to implement what they
ASSIGNMENT NAME: IKEA CASE STUDY STUDENT NAME : AZIZA MUHAMMAD USMAN STUDENT ID : 200012823 1. Describe what is meant by a SWOT analysis? Swot Analysis is a strategic planning tool that helps in achieving the objectivities and mainly focuses on the key areas of identifying and evaluating or assessing the organizations Strengths, Weaknesses, Opportunities and Threats. The 4 factors are categorized can be placed in Internal and External & Positive and Negative. The two internal factors that are can be controlled by the organization itself are Strengths and Weaknesses.
However, the model is likewise identified as one of the largely used models to gauge the external environment of the company. 2.1 Model Analysis: Porter Five Forces Conventionally, the model was formulated based on the study of microeconomics which has been proven to be successful eons ago. According to Porter, the model is presented as an analytical model to measure and identify five key levels of forces within the industry which he believes that the information helps to reposition the company within the competitive environment. 2.2 A Critique of Porter Five Forces 1. Is It Practical to Use this Model in the Present Business Market Environment?
The focus is on moderate and calculated risk-taking as a replacement for extreme and uncontrolled risk-taking behavior (Morris et al. 2008) but the importance of the risk-taking dimension is that it learns about how the organizations can absorb
The purchasing managers have been practicing with their existing system and will not tend to adjust with a new procedure immediately. Otherwise they have been encouraged to operate their own manufacturing plants as a separate business in units. This leads to a competition between the units in the same company itself. Management in each plant may act as custodian of his plant. Therefore he never pop-up to illustrate the actual problems he have in his plant and will not pay attention to support other units as well.
Managers have little supervisory roles Employees are committed to organization’s success Disadvantages of Theory X and Theory Y Theory X Theory Y Employees must be coerced to work Slow decision making process because employee’s views are incorporated Employees avoid responsibility Sometimes the strategy cannot fit in all situations, it fits in utopia and not reality Employees lack intrinsic motivation Leaders and managers engage in thorough supervision The strategy does not cultivate future leaders Creates a hostile and distrustful working environment The Best Theory In all
They might pressure their workers in order to do works perfectly. Thus the works will not be as high quality as they thought it will be. Further hindrances that might stand in the way of effective delegation is the dual responsibilities of a manager. Managers are responsible towards their action and also their subordinates. If the employee at fault, managers will purely take the responsibilities towards their employee’s failure.
Strategic management vs. strategic planning WEBSTER'S CHARACTERIZES PLANNING AS "A PROPOSED OR INTENDED COURSE OF ACTION, OR A FORMULATED Webster's characterizes planning as "a proposed or intended course of action, or a formulated scheme setting out stages of procedure". Oxford characterizes planning as a "formulated or organized method by which a thing is to be done". However, when we consider management we tend to think about a frameworks way to deal with the streamlining of the association. Strategic planning still has the essence of a procedure that is discrete, partitioned, and autonomous from the matter of an association. While strategic management implies the arranging, execution, assessment, on-going support, and alteration of the association's