University performance benefits from a collaborative approach to leadership, which includes sharing contemporary issues, failures, and concerns. Effective educational leadership rests upon relationship building and the support and contributions of all stakeholders. A true leader will create an educational environment in which opportunities for positive social transformation are present and supported throughout the organisation. INTRODUCTION Northouse (2015) defines leadership as a way one influences a group of people to achieve set goals. In this changing, global environment, it is argued that leadership holds the answer not only to the success of individuals and organisations, but also to sectors, regions and nations.
Companies can fully use their knowledge throughout the organization, developing their existing experiences, appropriate knowledge from partners or other organizations, meanwhile, exploring new technologies and new markets. A knowledge-based strategy formulation should start from key basic intangible sources: the competence of people. People are seen as the real agents in business, whether the tangible assets or the intangible assets are results of people activities. Additionally, Sveiby (2001) identifies two features that contribute to knowledge strategy formulation. Firstly, high editorial productivity, which means the knowledge company needs to recruit highly educated staff, create collaborative environments, build flat organization, invest in new technology and apply computerize analytical modules.
The widely held view is that Knowledge management is the creating, storing, sharing and using of knowledge. The modern society is moving towards knowledge society with a very fast pace. Salojarve et al 2005 have argued that knowledge is one of the ultimate sources of competitive edge for most of the companies. Covso et al (2007) acknowledges that knowledge plays a crucial role in determining a forum innovation capability and enhancing working life quality of knowledge workers. Tacit knowledge, the types of knowledge which resides in humans and organizational routines has also been identified as means of sustainable competitive advantage.
(2015), where they provide evidence on how learning tools aid the process of knowledge creation. The authors did analyze and appropriately arranged the tools based on socialization, externalization, combination, and internalization (SECI) which introduced by Nonaka and Takeuchi (1995). In an experimental study, Burkhard et al. (2009) invented and put on an interactive software for creating knowledge through collaboration. According to the authors, the interactive software inspires and promotes knowledge creation among team members.
C. Large organizations are pursuing a differentiation strategy need to stay agile with their new product development processes. Otherwise, they risk attack on several fronts by competitors pursuing focus differentiation strategies in different market segments. Therefore, this action will have a positive effect on Rivalry and Supplier Power. IV. Business Process: UMUC Haircuts needs many changes and improvements, but one of the most important processes that need improvement is that Myra needs to have more training in management skills and create a fast and reliable scheduling process.
And those who will carry out a research in future will find it useful in meeting their goals. Literature review Several Authors have described “Strategic Management” as it involves implementation of major goals and steps taken by company top level managers on behalf of their owners looking into the resources and an assessment of the internal and external environments in which the organization competes. It provides direction to the organization and involves specifying objectives, developing the policies and plans designed to meet the organization objectives. Academics and practicing managers have developed numerous models and frameworks to assist in
The world is changing rapidly and the organizations and the work culture is also changing due to technological development. Due to large opportunities and challenges to the managers and decision makers, today’s organization Culture is predominantly dynamic and it is very vital to understand the dynamism to achieve the organizational objectives. Organizational culture in terms of the relative ordering of beliefs, values and assumptions, provides opportunity and broad frame for the development of human resource management skills in an organization. Many scholars of human resource management have proposed that the various features of organizational culture have an impact on values, beliefs and assumptions of the workforce. The present research
Introduction Change management is the process through which organizations continually renew their structures, directions, and capabilities to serve the dynamic needs of their stakeholders (Mullins, 2010; Benn et al., 2014). Change is a continuous process in the life of an organization, and it occurs at strategic and operational level (van Bortel et al., 2010; Linnenluecke & Griffiths, 2010). Therefore, it is vital to recognize the importance of change to any organization by defining its future and approaches for managing change to attain the set future goals. Currently, organizations and teams are exposed to rapid changes as a direct result of globalization and the growing importance of sporting in the social development and sustainability
BPR requires radical changes in existing business processes in order to align the best business standards (Finney & Cotbett, 2007). BPR is an ongoing endeavor and begins before selecting the ERP system. Together with system configuration, a large amount of process re-engineering should be done iteratively to take advantage of improvements from the new ERP system (Nah, Lau & Kuang, 2001). ERP implementation needs continuous development in many business processes which are believed to deliver beneficial results from the implementation of ERP system (Bhatti,
Knowledge management programmes can produce extraordinary benefits to individuals and organizations if they are purposeful, real, and action-based. Knowledge management has been discovered to be a source of intellectual capital in organisations. As the KM discipline matured, academic discussions have been pervasive regarding its theory and practice. The discussions include: • Techno-centric with a focus on technology, especially those that contribute to knowledge sharing and design. In any knowledge management system, three key technology infrastructures are required.