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Â 1. Be able to identify personal skills to achieve strategic ambitions.
Â Â Â 2.1 Analyze the strategic direction of the organization -
Â Â Â 2.2 evaluate the strategic skills required of the leader to achieve the strategic ambitions -Â
Source - http://www.milum.net/strategic_leadership.htm
Learning outcome 2: To identify skills to achieve strategic ambitions
Â Â Â Strategic leaders are generally responsible for large organizations and may influence several thousand to hundreds of thousands of people. They establishÂ organizational structure, allocate resources, and communicate strategic vision.
Strategic leaders work in an uncertain environment on highly complex problems that affect and are affected by events and organizations outside their own.
Strategic leaders apply many of the same leadership skills and actions they mastered as direct and organizational leaders; however, strategic leadership requires others that are more complex and indirectly applied.
Strategic leaders, like direct and organizational leaders, process information quickly, assess alternatives based on incomplete data, make decisions, and generate support. However, strategic leaders' decisions affect more people, commit more resources, and have wider-ranging consequences in both space and time than do decisions of organizational and direct leaders.
Strategic leaders often do not see their ideas come to fruition during their "watch" and their initiatives may take years to plan, prepare, and execute. In-process reviews (IPRs) might not even begin until after the leader has left the job. This has important implications for long-range planning. On the other hand, some strategic decisions may become a front-page headline of the next morning's newspaper.
Perhaps of paramount importance-because they exert influence primarily through subordinates-strategic leaders must develop strong skills in picking and developing good second-tier leaders. Source -http://www.oppapers.com/essays/Strategic-Management-Accounting/116348
Â Â Â 2.3 Assess the relationship between existing, required and...
The important attributes for an individual who is working towards the current foundation year and the focused degree is to be good at communications. The main reason as to why we make communication come into sight is because enchancing our oral and visual skills are the primary core employers look for. Therefore we need to develop persuasive and research skills to streghten our ability of cricital and analytical thinking
Subsequently, study habits like learning how to make notes, be consistent, managing time and attending to every lecture by paying attention to what the lecturer is trying to say is also vital.Â
The reason to that is that, by learning how to make notes helps us prepare for upcoming quizzes and tests. We would not need to run through thick textbooks or notes that we are unfamiliar with. Therefore, we need to be consistent during theÂ
Training employees is a fundamental element of a corporations success. A
company succeeds only as well as the people running it can perform. This
training process can cover many skills and go into many areas of expertise. One
key element that has only recently come into action is an outdoor- based
experiential training program.
Commonly called "ropes courses," wilderness courses or adventure
learning programs have been in use in the USA since the early 1980's, and by
organizations in the UK since the early 1970's. Outdoor programs have been most
beneficial when used to promote effective work teams and used to enhance
leadership and management skills in the participants. Outdoor- based training
programs seem to accomplish these objectives by allowing participants to develop
a high level of trust in their peers, improve their problem-solving ability, and
generally improve the level of interpersonal communications between group
Evaluate the effectiveness of the leadership development plan
In this topic I will discuss the effectiveness of the plan that I made for personal leadership development. For this purpose I will first look at development planning process and use it as a tool to understand my learning style and preferences. I will then look at implementing the development plan and after that I will evaluate the outcomes of the development plan against original objectives.
As in the earlier topic I analyzed the Strategic plan of IDS and find out what personal developments are required and developed a plan for my personal leadership development. Now I will analyze those developments to find out the effects that they will have on the Strategic plan of the company. To do this I will first look development planning process and then implementing development program and finally evaluation of the development plan.
Â Â â€¢ I will formulate an action plan.
Â Â â€¢ I will undertake the development.
Â Â â€¢ I will record the
Personal Qualities Of Successful Entrepreneurs
Generally an Entrepreneur is seen as someone who starts a new business project. Â They are also seen as people that have a talent for seeing opportunities and proceeding to make it as profitable as possible. Â Some Entrepreneurs have managed to become successful in the business market and build an image, however not all Entrepreneurs have been successful in implementing ideas and business ventures. Â "Entrepreneurs who are fearless, adventurous and 'modern' usually build the best business fortunes, a new study has found." (http://www.fpb.co.uk/YaZY6Sdo5lMmUA.html). Â The study was conducted in 2002 and identified five categories of entrepreneurs. Â The most successful of the five are those identified as "rising stars" people who crave the prospect of owning a business and who are further motivated by success and fortune. Â At the other end of the scale are "walruses" conservative and self-assured group. Â Whichever group an entrepreneur falls under, the report identified that in all cases entrepreneurs need to rely heavily on technology to help them succeed.
1. Risk taking to be a successful entrepreneur you need to have the ability to evaluate risks. Â A common misperception is that entrepreneurs are wild risk-takers but in fact, when they do take risks, it is usually calculated ones. Â Richard Reed and his friends Adam and Jon quit their jobs to make smoothies. Â Although they had done a substantial amount of research before hand they still risked not gaining enough support in the open market. Â They had had difficulty in obtaining the finance needed but once they did they risked losing that money and being in debt. Â Although there was negativity towards them about their experience and the price of the product, they risked losing everything to make it happen, in which they became successful.
Another entrepreneur that had a lot of difficulty and risked losing everything was James Dyson. Â His bag-less vacuum cleaner is renowned on the market now, but getting it... R
Tesco Case Study
Motivational theory in practice at Tesco
Curriculum Topics â€¢ Motivation â€¢ Taylor's theory â€¢ Mayo effect â€¢ Maslow and Herzberg
Tesco began in 1919 with one man, Jack Cohen, a market stallholder selling groceries in London. TESCO was formed out of a merger with T.E. Stock well from whom he purchased tea for sale on the stall. The first store opened in 1929. Since then, Tesco has expanded across the world. It now has over 2,200 stores including hypermarkets and Tesco Express outlets to meet different customer needs. As a conglomerate Tesco also offers alternative goods and services such as insurance, banking and online shopping. With net profits of around £3.4 billion Tesco has become the largest British retailer and one of the world's leading retail outlets on three continents. Tesco's growth has resulted in a worldwide workforce of over 468,000 employees. To support its growth, Tesco needs staff that are motivated, flexible and well-trained and who recognize customer needs. In turn, Tesco's employees are supported by the company in their various roles and at different levels - from customer assistants in stores to department managers; from warehouse employees to office and logistics staff. Tesco recognizes that employee motivation is important for the continued growth of the company. This case study looks at how Tesco motivates its employees by increasing their knowledge, skills and job satisfaction through training and development and providing relevant and timely reward and recognition. and who recognize customer needs. In turn, Tesco's employees are supported by the company in their various roles and at different levels - from customer assistants in stores to department managers; from warehouse employees to office and logistics staff. Tesco recognizes that employee motivation is important for the continued growth of the company. This case study looks at how Tesco motivates its employees by increasing their knowledge, skills and job satisfaction through
training and development and providing relevant and timely reward and recognition.