Introduction

Communication plays a cohesive role, which facilitates coordination among team members and ensures flow of information from one place to another while defining functions and new development within the project. More so, in any project environment, workers rarely meet face to face hence they carry out their duties isolated from each other and from the watchful eyes of supervisors. Furthermore, the nature of a project in a firm or company normally assessed through effective communication and ability to form teams that later assist in attaining the objectives of the project. This paper will critically analyze the past researches on the functions of communication and administration of projects and mechanisms that go into creating effective communication. In addition, it will look into communication tactics required to make effectively coordinate a project.

 Role of communication in the management of projects

According to Fisher (2011), he highlighted the need to define a project before establishing an effective mode of communication. He then defined a project as an endeavor where people, resources, and finances integrate to carry out a particular work within a given time. In addition, the three elements of a project create the need for information, coordination, and urgency. In other words, a project relies on the flow of information from its inception to its finality.

 As stated earlier, a project is an integration of finances, resources, and people for the purpose of achieving a certain objective within a definite time (Fisher, 2011). In other words, communication helps in delivery of relevant information in line with the aspects of the entire project. In my own opinion communication distributes information but also constructions the project through the utilization of the three facets.

In order to convey facts and material, it is compulsory for the project manager to frequently access project details at all times. Stakeholders and other partners may need information about progress of the project at any time (Fisher, 2011). Examples of information a project manager must have are plans, development, customers’ needs, and timeline of the project. Therefore, based on past researches, communication helps the project adhere to rules and regulations mitigate misunderstanding or misinformation and interruptions, which may lead to failure of the project. From my standpoint, a team managing a project may comprise of people from various backgrounds hence communication streamlines processes, actionable causes and levels every team players’ understanding so that no one remains behind schedule.

Projects are dynamic in nature and project managers need to anticipate challenges that may arise during project implementation (Artto et.al, 2011). To ensure operative communication throughout the course of the project, the team members need to come up with a communication plan at the beginning of the project or incorporate planning strategy with communication plan. The communication plan encompasses all types of communication that will be applicable in the project and how one can access the information. In summary, integrating effective communication with planning, organization and other aspects of the projects bridges communication gaps provides a good platform for communication of challenges projects and gives team members information to work with when they are stuck.Communication means conversing and listening to each other. Furthermore, communication can take the form of socialization. However, in project administration, team members need to gain insight on the various long-term objectives of the project so that they know their personal attributes they bring to the table.

 Communication Management and Ensuring Everybody Participates In the Project

In respect to interactions during a project, men talk more than women in mixed settings do and they can speak for other staff members and not just for themselves. On the other hand, women flash friendly smiles more than men flash, give out personal information than men, and reinforce their speech with nonverbal cues such as nodding (Artto et.al, 2011). As a result of speaking less, women get less airtime in meeting hence less dominant. In the end, it boils down to socialization and integration that will make the project move forward without any query. Each person should share their opinion and prevent dominance from either men or women.

Based on past journal and resonating with any organization, communication is the only means through which managers can support a project’s mission and vision (Artto et.al, 2011). It is good to note that visionary pertains leadership style and elements of the strategy and effective communication. More so, women are collaborative unlike men who are more individualistic and visionary.

Challenges Faced During Communication

            Whether a perception or a reality, lack of a definite vision comes with its fair share of challenges in project management and directing each step of the project. Vision has he communication guidance. People handle issues differently and in case, they form a team. For example, Women take issues personally consequently affecting their emotions rather than working out the problems facing the organization and finding sustaining solutions to each one of the problems with ease (Patanakul, and Shenhar, 2012). Being emotional is not a negative thing but the ability of isolating emotions so that they do not hinder the working atmosphere insulated women from performing in their leadership positions. In summary,

In any project, one of the main challenges is sustainable growth and the best counter measure against this challenge is strategizing around strategic financial performance management (Patanakul, and Shenhar, 2012). According to past researches, administration of a small business has to factor in financial data and federal laws governing its market.

 Communication Approaches

Communication management builds up concepts and later converts information into duties and defined works (Muszynska et.al, 2015). Consequently, the information is no longer something abstract but an element utilizable throughout the project. In other words, communication management  transfer knowledge and demonstrates the mannerism  of turning it into an achievable task.

There are various communication styles. The first is assertive where one exerts total control over others but not in a dictatorial manner. The guy may try to inspire others to some extent. This type of leadership can succeed in organizational environments that need output only and where the roles are repetitive (Muszynska et.al, 2015). The only advantage of assertive is that it gives out good results. However, it does not inspire loyalty and creativity sustainably. The second style is active and manipulative where leaders need charisma and an effective approach to give out results. Most used in businesses. This style is a hands-on style that encourages the spirit of teamwork and needs dedicated people to carry out the duties

Advantages of Communication

Cohesiveness is factor that influences the whole dynamism of a team. Cohesiveness between team members builds commitment and the motivation required to achieve the objectives of the team (Muszynska et.al, 2015). Cohesion takes a toll on the manner in which group members treat one another and get along. A highly cohesive team is more dynamic and works effectively together toward the objectives of the team.

Communication is tool that transmits signals within the team. A team’s strategy and goals are only achievable if the members communicate effectively with one another (Daim et.al, 2015). The ability to move together as one team depends on the interpretation and understanding of the intention of the group (Sanjuan, and Froese, 2013). Therefore, a team with good communication skills is more likely to be more effective and dynamic than a team with no effective communication.

Facilitates Group Thinking

The capability to think or integrate thoughts makes the team to suppress unnecessary divergent thoughts and move as one force to achieve one goal and beat the time limit. This can only occur due to intentional desire to achieve the main goal.

Communication management boils down to relationships and attitude of group members among themselves (Sanjuan, A.G. and Froese, T., 2013). The relationships and reaction toward roles and duty affect behavior, which in turn metamorphoses into the group results. Relationship between team members affects work culture. Efficient communication forms good relationship shapes work ethic and input within a group. Therefore, effectiveness within a group and output is molded by the behavior, reaction, and attitudes of team members.

In summary High, stake conversations need a positive attitude and a courageous heart to tackle the issue at hand rather than brush over the situation with sugarcoated words. During crucial conversations, an experienced communicator considers his or her objectives especially when the situation spirals out of hand. Simply put, objectives of a crucial conversation consequently lead to better outcomes for the project and conclusive decision-making while building teams, which pushes the objectives of the project forward.

References

Artto, K., Kulvik, I., Poskela, J. and Turkulainen, V., 2011. The integrative role of the project management office in the front end of innovation. International Journal of Project Management, 29(4), pp.408-421.

Daim, T.U., Ha, A., Reutiman, S., Hughes, B., Pathak, U., Bynum, W. and Bhatla, A., 2012. Exploring the communication breakdown in global virtual teams. International Journal of Project Management, 30(2), pp.199-212.

Fisher, E., 2011. What practitioners consider to be the skills and behaviours of an effective people project manager. International journal of project management, 29(8), pp.994-1002.

Muszynska, K., Dermol, V., Trunk, A., Ðakovic, G. and Smrkolj, M., 2015. Communication management in project teams–practices and patterns. Managing Intellectual Capital and Innovation for Sustainable and inclusive Society, pp.1359-1366.

Patanakul, P. and Shenhar, A.J., 2012. What project strategy really is: The fundamental building block in strategic project management. Project Management Journal, 43(1), pp.4-20.

Sanjuan, A.G. and Froese, T., 2013. The application of project management standards and success factors to the development of a project management assessment tool. Procedia-Social and Behavioral Sciences, 74, pp.91-100.

Psychology: Leadership Theories

The Great Man Theory is based on the notion that some individuals are born with inherent leadership qualities that caused other people to follow them. The innate attributes were believed to be responsible for the assumption of authorities by these individuals. The theory has faced major criticism due to gender biasness, and failure to recognize the social conditions.  The Kirkpatrick and Locke’s study on leadership established drive, desire to lead, cognitive ability, honesty, self-confidence and knowledge of specific business as the major traits that defined a strong leader. 

The Great Man Theory

The great man theory was coined after examination of successful leaders in history that had portrayed great leadership qualities such as Napoleon Bonaparte. The understanding of leadership in earlier periods associated leadership quality mostly with males, but was viewed as great person theory after many some women emerged as great leaders. The early studies focused on the lives and achievements of the famous political leaders in history, and used the information to explain the differences between individuals with leadership qualities, and the others who are followers. Without these leaders, the people would not have been able to achieve the success they experienced under the individuals.

A basic notion of the theory is that some individuals have inherent traits that make them leaders, and such traits are only possessed by great people.  The great leaders are portrayed as heroic, and are fated to assume leadership when need arises. Hence, two assumptions underlie this theory: leaders inherently possess specific traits, and they assume leadership when a great need arises (Hayes & Hayes, 2002, 93). The implication of this theory is that the leaders deserve to occupy the leadership positions since they are endowed with these traits. Also, the traits are considered to remain stable with time, and across various groups. Hence, the theory considers that great leaders have common characteristics irrespective of where and when they were alive or the clear roles they fulfilled in their time (Hayes & Hayes, 2002, 94). The foundation of the theory largely involves fascination with great leaders in history, and has faced much criticism due to its failure to consider the role of leadership in making sure that there is coherence in organizations.  

Individuals such as Herbert Spencer came up with counter arguments, and these have been very influential in dismissing the Great Man Theory. Herbert argued that the great men in history were products specific societies they were born into, and their leadership would not have been possible without the various social conditions built prior to their lifetime (Harrison, 2018, 17). Hence, their leadership could be attributed to their society, but not to inborn characteristics.  Another criticism of this theory involves gender biasness, as presented in the Great Man Theory title. The notion in the theory seems to attribute history to only men, and in fact, great men inform the direction and shape of history (Harrison, 2018, 18).  The theory presents leadership as irredeemably masculine while the Great Man is definitely a man. According to the theory, only males can demonstrate effective leadership regardless of the fact that while it was being proposed some female personalities had shaped the course of history. The exclusion of female personality may have been due to fewer women at the time who assumed leadership positions. With time, more women have become leaders, and have become focal points in success of many organizations (Harrison, 2018, 18). Research has shown that women, like men, can be effective leaders, and inherent abilities of managers of either sex are similar.

Kirkpatrick & Locke’s Traits

The Great Man Theory led to broad research with a focus on personality traits of the leader. The trait approach in leadership considers the personality trains, and behavioral characteristics that effective leaders possess or should avoid (Kirkpatick & Locke, 1991, 49). A Study carried out by Kirkpatrick and Locke focused on various characteristics that set apart leaders and followers.  The study highlighted six traits, and any person who acquired or possessed some or all of them could potentially be an effective leader in both formal and informal setting.  Kirkpatrick and Locke identified drive, desire to lead, and cognitive ability, honesty, self-confidence and knowledge of specific business as the main traits that separate leaders from their followers. There are other traits that define a strong leader. However, the studies concluded that traits alone are not enough for successful leadership, but only acts as a precondition. Any leader who possesses the aforesaid traits must take specific actions to succeed such as coming up with a vision, setting goals and engaging in role modeling (Kirkpatick & Locke, 1991, 51). Having the right traits only increases the possibility that the person will take the actions and succeed.

 Drive refers to a group of specific traits and motives that indicate a high level of individual effort, and it’s defined by various aspects of including motivation to achieve, ambition, persistence, energy and initiative.  The leader must be achievement oriented, be ready to seize opportunities (initiative) be ambitious to set and achieve goals for own sake and the organization possess high energy levels, and be persistent (Kirkpatick & Locke, 1991, 53).  Leadership motivation emanates from a strong desire to lead and influence other people, which enable the leader to give them power as a way of enhancing their own power. Hence, power becomes the key method through which a leader gets other people to do things in an organization (Kirkpatick & Locke, 1991, 53). To the leader, power can be created and then distributed to their followers while not depriving him or herself of the power.

A leader should be honest and have integrity, virtues that uphold leadership and prevent it from being undermined. Honesty means that the leader is truthful while integrity links the leaders’ words and actions. These qualities establish trust as the basis of relationship between the leader and his or her followers.  An effective leader encourages open communication with followers but does not violate any confidential information that may be harmful (Kirkpatick & Locke, 1991, 53). Self-confidence involves having no self-doubt while solving problems and making decisions. The self-confident leader has to convince followers to take a certain course of action, show them how to overcome obstacles, handle their competing interests and take risks amidst uncertainties. A leader who does not show self-doubt gains respect from other people. Self-confidence also means that the leader is emotionally stable, and important aspect in solving conflicts and when representing their organization (Kirkpatick & Locke, 1991, 53). Cognitive ability refers to the leader’s capacity to collect, integrate and interpret a lot of information which requires intelligence. Intelligence relates to analytical ability, multi-dimensional and strategic thinking capacity and good judgment, and effective leaders portray greater inductive and deductive reasoning ability (Kirkpatick & Locke, 1991, 54). Followers want a person who has higher capability in some areas than they have, and they relate such ability to authority in their relationship. Moreover, a strong leader has a higher level of knowledge relating to the organization’s business, the economy and important technical matters (Kirkpatick & Locke, 1991, 55). The leader has extensive information so that he or she can understand any concerns raised by the followers such as in regard to technical issues. 

In conclusion, the Great Man Theory does not consider the social conditions that cause an individual to become a great leader. It also fails to recognize that like men, there emerged women in the past who became strong leaders. The Kirkpatrick and Locke’s traits of leadership depict various qualities that define an effective leader in an organization.

References

Hayes, N., & Hayes, N. (2002). Managing teams: A strategy for success. London: Thomson Learning.93-101

Harrison, C. (2018). Leadership theory and research: A critical approach to new and existing paradigms. Cham: Springer International Publishing. 17-19

Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: do traits matter?. Academy of Management Perspectives, 5(2), 48-60.

Leadership: Tom Kane

Introduction

Tom Kane character fits the definition of a natural leader, and this has been portrayed in the way he interacts with other people. He has been able to create a positive environment that has attracted the attention of those around him so that in him, they find a figure to look up to.  Natural leaders do not assert their leadership potential, but they find themselves influencing other people to follow them. Tom's demeanor and personality traits have endeared him to the people in the neighborhood so that they think highly of him as a natural leader, and one who has shaped their thoughts, behavior and actions.

The leadership qualities depicted by Tom come, and the people around him have acknowledged the level of influence he had on them. People can easily interact with him and can confide in, listen and trust him, and this shows his likable character. Being likable makes it easier for a person to be followed since people can relate with the individual at a personal level, which is important for leadership. Through his restaurant, Tom has impacted the lives of many young people from his neighborhood by giving them a chance to work, learn, and gain experience they would not have acquired in school or colleges. He created a working environment in the restaurant that kept young people off the streets and motivated them to work hard in school by only employing with a grade of B. His hardworking trait means that he can only accommodate individuals who are not lazy, and most people are willing to follow such a leader. Tom is also open-minded and they are willing to accept diversity, and thus he did not allow any cursing, religion, and politics in the bar. This inclusiveness enables him to focus on other people, which explain why he would not allow any issue that could bring division and conflict at the place of work. Religion and political issues are known to cause sharp division and conflict, and this can affect the working environment.

Tom's outstanding leadership qualities can clearly be seen in the way he managed his business and his concerns for his workers. The workers have recognized the maxims and one-liners that he used while explaining things or giving advice. He was genuinely concerned with the affairs of the people around him, and they could tell that he was not false airs. He showed that natural leadership is a gift that only a few people have, and when put into great use by an individual who embraces it, he can even impart the social lives of people in the surrounding. His ability to relate with other people at a personal level saw him influence his friends to enlist into the military, and his joining the Air Force was the best decision that opened the door for more lucrative opportunities. His decisions show a sign of confidence, which is necessary if a natural leader is to influence others and inspire confidence in them. Even after being plagued by injuries and leaving college, he decided to look elsewhere for more opportunities. The decision depicts his ability to think strategically, which as an important trait of a natural leader.

Tom has had a broad life experience acquired at the military, and various places he worked after completing his term of service. His hard work saw him work as a bartender, which enabled him to explore various career opportunities in Philadelphia before settling for a venture in the restaurant business in the city. The atmosphere he created in this business, especially for the kids growing up in the neighborhood played a key role in shaping their social lives. It provided them an opportunity for adult learning, especially in relation to social interaction dynamics. Tom's leadership showed them the good, the bad, and the ugly side of human nature including how to handle and manage it. Those people who interacted with him while they were young can recall his efforts, hard work, and contribution to their personal growth. He offered them an opportunity to immerse themselves into adult learning, which contributed to the development of their social skills necessary in dealing with various issues that life throws at them. In fact, the people who grew up under his mentorship still go back listen to his wisdom. Some even go as far as mimicking Tom's tendencies, which indicates the level of influence that he had on their lives. He still inspires them to improve their situation and be better individuals by encouraging them to "be their own persons". That his wisdom and ideas are still sought after today further indicates the kind of a leader Tom has been known to be.

Conclusion

Tom depicts some important traits that make him a natural leader. His natural leadership qualities were polished through life experiences and skills that he has acquired from different working places and his restaurant business. The fact that he still commands respect and following among the younger generation sets him apart from the rest in the neighborhood.

Proposal for an Organizational

Employee Wellness Plan

1. Program Purpose

The organizational employee wellness plan will be implemented with the aim of increasing employee productivity, promoting their health and creating better relationship within the workplace.  The program will be offered on voluntary basis but team leaders will be encourage to motivate their colleagues to take part in the formal and informal activities that will be carried out during the program.  Since the aim is to increase employee productivity by improving their health and functioning capabilities, the plan will be readily welcomed and a significant number of employees, if not all, are expected to take part in the program.

1. Program Objectives

A.   Primary Goal

1. The main aim of the organizational employee wellness plan is to increase employee productivity by improving their overall health and physical capability to carry out the duties assigned to them. Through the program, employees will be taught about what behaviors promote good health; how to adapt to these behaviors; as well as the importance of maintaining good health and its implications on employee work performance (Walters, 2010).  The program will also help create a positive work environment that offers employee’s opportunities to improve their careers as well as encouraging them to live positive lifestyles.
2. The program will also strive to improve relationships among employees and the management by creating a platform where they all can interact in a less formal setting and share opinions about various factors in society and in so doing; improve communication within the organization. 
3. Lastly, the wellness program will assist in reducing cultural differences within the organization as employees will get to interact more often. The wellness plan will require employees to interact and through it, learn other people's culture and why it is important to respect each other’s customs and traditions even when they differ.

B.   Measurable Outcome

       After the implementation of the wellness program, measurable outcomes will include any changes in the quality of work performed as well as any growth in productivity.  Since the plan is expected to improve productivity, the measurable outcomes will factor in employee's performance before the program and how the perform after (Bray, 2012).  Questionnaires and surveys will be used to assess employee's attitudes towards the program as well as what they have learn and implemented from the wellness plan. 

      Another measurable outcome will include the nature of relationships within the organization.  Since cultural differences are an issue, examining how people from different cultures interact with one another will determine whether the plan has a positive impact.  Surveys will be conducted to assess employee satisfaction with their jobs as well as their relationships with each other after the implementation of the wellness program. 

C.   Program Objectives

1. On commencement of the program, one of the objectives will be to ensure that employees are not only aware that a wellness program exists but also where it's is carried out. Another objective will be to ensure that the wellness program creates an ideal work environment that encourages effective communication, good employee relationships and in so doing, increase productivity.
2. Employee participation in the program will be an added objective with employees being encouraged to participate in at least one of the wellness activities implemented. The programs will try to improve employee knowledge regarding how to lead healthy lifestyles and the positive impact they have on their work productivity. 

• Survey of Employee Needs

.         A survey will be conducted to assess employees willingness to participate in the program as well as what thy may want included.  Employee involvement will help in deciding the type of events that they will engage in, the type of activities they will engage in, time and other factors that will determine their availability and willingness to participate in the program. 

1. Eligibility

A.   Since the wellness program targets employees, all members of staff are eligible for the program and participation will be on voluntary basis.

B.   In the case of family members, their eligibility will be facilitated by guidelines stipulated by the organization to ensure that the interests of the families do not get in the way of the organizational interests and goals. 

1. Use of Facilities

Designated areas will be set up for the wellness program activities to ensure that no disruptions occur in the workplace. It is the responsibility of the employees to ensure that the equipment and facilities are taken care of to increase durability and enhance efficiency.

1. Providers of Instruction

Certified fitness instructors, registered massage therapists, yoga instructor, health educators, massage therapists and other professionals appropriate for the wellness program will assist in helping employees through the activities that the program will entail (Healey & Zimmermann, 2010). To ensure that the best outcome is achieved, only professionals with degrees from recognized institutions will be recruited to assist employees through the program. Added skills such as CPR and ore qualifications like certification from instructor certifying organizations will be required for trainer that will guide employees through vigorous exercises.

• Program Content

The organizational Wellness Program will consist of activities aimed at changing employee lifestyles for the better, offering a support system and creating an ideal working environment for all employees (Putnam, 2015). Activities will be carried out with the intent of not on ensuring employees lead healthier lives; but also that they improved health helps them to better perform their work duties.

• Program Scheduling

A.   Schedules for the activities to be engaged in during the wellness program will be structured in such a way that they will not interfere with the work schedules. The activities will therefore be carried out either before or after work; between work during lunch and other breaks or during work on condition that they do not interfere with the work.

B.   Managers and department heads will therefore be requested to make flexible schedules to allow employees to perform their duties and still have time to participate in the program.  

1. Expected Results

A.   It is expected that the wellness program will create a better working environment and encourage employees to better interact with one another.

B.   Evaluation time will be set up to determine when certain objectives should be met as well as what to do in case objectives are not met. 

C.   Surveys will also be used to assess the employees’ state of health and determine whether the wellness program is effective.

D.   Employees will also be requested to fill in attendance forms when they attend the wellness program premises. The information will be used to compare employee work efficiency from the period before the wellness programs to the period after. The records will also help determine whether the program is effective as they will be compared with those that are unable or unwilling to participate to see if there is a difference in performance between those that take part in the program from those that do not.

References

Bray, I. M. (2012). Healthy employees, healthy business: Easy, affordable ways to promote          workplace wellness. Berkeley, Calif: Nolo.

Healey, B. J., & Zimmerman, R. S. (2010). The new world of health promotion: New program             development, implementation, and evaluation. Sudbury, Mass: Jones and Bartlett.

Putnam, L. (2015). Workplace wellness that works: 10 steps to infuse well-being and vitality into             any organization.

Walters, J. H., & Business Expert Press. (2010). Positive management: Increasing employee        productivity. New York, N.Y.] (222 East 46th Street, New York, NY 10017: Business    Expert Press.

Job overview

An administrative service manager helps a company to come up with viable strategies that help to attain the long and short-term goals of a firm with ease and tact. The job comes  up viable  strategies  by  refining  processes  through critical analysis of previous processes within the  firm and  exchanging  them  with better  and efficient   strategies that will steer the entire  company  forward  and  increase productivity  which  will in turn  cause a surge in profits. In short, an administrative analyst caries out extensive research on a subject and evaluates information that arises before taking a course of action that favors the company (Pfiffner, & Lane, 1977).

Responsibility and duty

An administrative service manager has many tasks cut out for him. However, some duties and responsibilities stand out and he or she alone can comprehend the duties and roles without supervision from anyone. The designation of the role an administrative service manager means that the roles revolve around custodial tasks, budgetary planning, and information supervision, maintenance, and business supportive activities (Pfiffner, & Lane, 1977).

One of the main duties is to ensure that a company operates at a maximum level that will in turn result to more productivity and efficiency while at   the same time increasing its profitability within the market place. Not to mention that it gives a firm ways to retain their productivity and mark of quality services that ensures the image of the firm   protected within the overall market (Podeswa, 2014).

The firm or organization in which an administrative service manager works determines their responsibilities but there are some primary activities that remain constant and do not vary with a firm or business entity. For instance, all individuals that carry the job description of an administrative analyst must  collect information  because  most of their  duties revolve around  the evaluation of  information  which later  can assist to make  well informed decisions. An administrative analyst must know how to go about gathering pertinent data and how to channel the data into useful strategies for future and instant utilization. Collection of information may require working together with other leaders of various department. Moreover, departments may submit previous reports that may reveal information. On the other hand, administrative service manager need to talks to with workers and retrieve information (Podeswa, 2014).

Apart from collection of data, analysis, and information management of data is vital. This evaluation of data is the most critical part of being an administrative service manager. One must have the ability to evaluate complicated data and come up with ways through which a company can save money and smoothen processes within a firm (Podeswa, 2014).

Qualifications

Qualification should include a proactive person with the ability to offer solutions to complex problems and move forward the entire firm through teamwork and persistent leadership that obeys the law and caters to the needs of customers. With problem, solving skills comes the ability to critically think things through and come up with a major criterion to capture important facts. The ability to develop processes with strategies is one of the requirements of that is of great emphasis. In addition, one should be able to have good communication skills with other colleagues within the company. In terms of an educational background, one has knowledge in finance business or any other field closely associated with business finance. In fact, mathematical and computer science skills such as accounting come in handy while navigating the field of administrative service managers. Therefore, the   complete   requirements mentioned above   assist one to hand all the work of an administrative service managers (Podeswa, 2014).

Teamwork and cohesive leadership

Cohesiveness is factor that influences the whole dynamism of a team. Cohesiveness between team members builds commitment and the motivation required to achieve the objectives of the team. Cohesion takes a toll on the manner in which group members treat one another and get along (Levi, 2011). A highly cohesive team is more dynamic and works effectively together toward the objectives of the team. Hence an administrative analysts need to bring out the firm of the

Communication is tool that transmits signals within the team. A team’s strategy and goals are only achievable if the members communicate effectively with one another. The ability to move together as one team depends on the interpretation and understanding of the intention of the group (Levi, 2011). Therefore, a team with good communication skills is more likely to be more effective and dynamic than a team with no effective communication

Team dynamic boils down to relationships and attitude of group members among themselves. The relationships and reaction toward roles and duty affect behavior, which in turn metamorphoses into the group results (Levi, 2011). Relationship between team members affects work culture. A good relationship shapes work ethic and input within a group. Therefore, effectiveness within a group and output is molded by the behavior, reaction, and attitudes of team members.

 In summary an administrative service manager caters formulates strategies and turns it into actionable goals, which later help shape the long and short-term goals of the entire organization. The position needs an active person with finance and management skills. Good communication and team leadership skills are some of the aspects that shape the roles of an administrative manager and set it apart from other careers.

References

Pfiffner, J. M. D., & Lane, S. O. (1977). A manual for administrative analysts. Los Angeles: School of Public Administration, Univ. of Southern California.

Podeswa, H. (2014). Business Analyst's Handbook. Boston Course Technology [Ann Arbor, Michigan] [ProQuest] 2014

Levi, D. (2011). Group dynamics for teams. Los Angeles: SAGE.

 Appendix A

 Overall Responsibilities and Roles of Administrative Service Manager

The functions of the job are to offer services and managerial work to staff members, deliver, or run activities through various departments. More so, evaluation of staff records and annual leave among other issues pertaining employees (Levi, 2011). In terms of financial duties, they ensure budgetary expenditure lies within the stipulated provisions and incase of over expenditure, he alerts and takes necessary actions. Therefore the roles entail overseeing and supervision of staff, records and budgetary allocations.

What is the Effects of Digitization on Redesigning Business Model and Performance Management?

Problem Background and Statement

In the contemporariness of the business world today, digitalization has not only become common but a necessity for every organization that needs to attain competitiveness, sustainability, and long-run success. Technological development and disruption is an aspect that affects almost every industry, and the energy sector is not an exception. With the ever-changing aspects of business digitalization due to globalization and technology advancement, business models, macroeconomic developments, digital disruption in business and performance management have emerged to be some of the most critical subjects with respect to Human Resource function (Priem, Wenzel & Koch, 2018). While digitalization of business activities has forced most companies to redesign their overall strategy towards business and measuring employee’s performance, most are at the moment engaged in strategic thinking following industrial developments while others are forced to retain their present approaches based on the complexities of remodeling. 

Unarguably, technological innovation has desirably transformed the energy sector. In that business digitalization in the industry has proven to be a major blessing based on its ability to drive efficiency, increased production and quality performance (Nambisan, Lyytinen, Majchrzak, & Song, 2017). However, for some companies, the digitalization trend has not come without its effects on the ability to redesign business model and performance management. Unarguably, performance management and business models serve as the foundation for any successful business in general, and they must, therefore, be aligned with the set organizational structure, culture and goals (Veit et al., 2014). As a company that is committed to enhancing an individual’s lives through technology digitalization has played a key role in its success. While the company is focused on eradicating the existing deficit in the generation of power, it is rather evident that it needs to redesign its business model and performance management to align with this approach.

Remodeling of business models and performance management in the business world today is not a new concept. More than 79 percent of firm’s executives have expressed the redesigning process of both aspects as a major priority for their business (Degryse, 2017). Some major change initiatives have been developed, but several shortcomings are being observed with regard to the redesigning operations. With respect to all business systems that are accountable for this change, they must reorganize on how performance management serves the enterprises while prioritizing behavioral change as the driver of new business models. Based on the complexity of the digital world, it has become rather challenging for HR professions to align digitalization with the focus of their existing models for measuring and managing performance (Nambisan, Lyytinen, Majchrzak & Song, 2017).

The digitalization of the workplace, changing demographics of employees, globalization of business and rapid innovation are fueling organizations to remodel their business structure, change their business models and create employees focused experience and culture. Based on the growing demand to respond to this disruptive transformation in the era of digital technology and changing workforce diversity and business models most businesses and Human Resource leaders have acknowledged the need to remodel their companies to meet the intensifying demands for their businesses. However, despite this growing trend and its benefits to the businesses, it is only about 14 percent of all executives that are confident that their companies are well equipped and willing to remodel their organization effectively. Most companies are highly focused on expanding employee’s retention and participation as well as creating an inclusive culture as a way of increasing production and efficiency while lowering the cost of operation. While this approach has been successful in attaining competitive advantage, it is rather clear that it does not take account of digitalization and its demands of creating innovative companies. Companies need to increase their ability to embrace changes and meet the rising demands more rapidly. This is only achievable based on the ability of the firms to empower the team, create a more effective model and developing effective performance management that fosters innovation, competitiveness and business success (Amit & Han, 2017). Digitalization is disrupting business and fueling the need to create rather new organizations with the ability to meet all the set needs. Research illustrates that more and more firms are renovating their business structure as well as shifting from the functional and hierarchical models of business thus adopting cross-functional systems to ensure that they become more flexible, cooperative and customer-centered. Even with the great necessity to redesign their businesses, it is only a small percent of the companies and HR leaders that hold the expertise to transform their companies successfully. Also, due to the challenges that exist this normally leads to workplace disruptions since most of them are unable to motivate their employees to work together.

Given that business digitalization is inevitable in the business world today, companies are experiencing challenges in their attempt to renovate their organizations to meet the increasing demands without losing competitiveness. Most companies are hesitant to remodel their business structures and approaches since the process can be expensive as it requires expertise involvement. Also, the uncertainty of the process also drives away their willingness to participate. However, since redesigning of the business is the only approach for achieving sustainability then it is clear that companies need to renovate fully as a way of embracing the rapid changes as well as global business demands.

Research Objective

This research will seek to fulfill the following objective:

1. To determine the effects of digitization on redesigning business model and performance management.

Research Framework

The research will begin with an introductory chapter. This will involve a detailed discussion of the existing state with regard to redesigning organizations in the era of digitalization and its effects on business. The next section will incorporate a problem statement which entails a description of the problem based on research. Next will be a review of the literature to establish what has been concluded with respect to the identified issue as well as ongoing trends as a whole. The findings will develop the foundation for the methodology. Under the methodology section, the research will offer a detailed analysis of the research method, strategy, tools, and measures to be followed in the acquisition of primary data. Finally, a conclusion and recommendation section will be incorporated to summarize the findings and proposal feasible measures for HR professionals to adapt while simultaneously mitigating the challenges and embracing rapid responses to the emerging changes in the business world.

Research Questions

1. What are the effects of digitization on redesigning business model and performance management?
2. What are the challenges presented on change management by digitalization of business?
3. How does digitalization affect Human Resource Management?
4. Does business digitalization fuel the redesigning of business model and performance management systems?
5. How can companies mitigate digitalization challenges while trying to remodel their business structure?

Critical Literature Review

Ismail, Khater & Zaki, (2017) notes that Digital transformation has become prevalent in the global enterprise sector over the last few years as an approach to increasing business efficiency. Even though technology has widely been embraced in business digitalization is a terminology that has generated high levels of confusion due to the challenges that it presents alongside certain benefits. For most individuals even though they have fully understood this concept the struggle to understand how it is connected with real innovation is still missing. In general, digitalization mainly entails the process of improving customer’s experience. According to Amit & Han (2017) today, customers are in need of instant services and products access thus desirable customer experience is a necessity. In other words, while quality and affordability are the values that every customer desires to get convenience is also as important. Digitalization offers all these values at once which therefore highlights its essence in upgrading business. However, with digitalization comes disruption as the services have to be available anywhere when needed by the consumers. In this case, companies are forced to adapt to the new structures and procedures that offer smooth transactions with the consumers in the absence of any form of delays or disappointments (Schmidt et al., 2015).

Digital transformation affects the manner in which Human resource management operates. While HR professions must strive to improve the experience of the customers the needs of their employees must be addressed respectively (Degryse, 2017). This calls for the remodeling of the performance management rather than focusing on traditional appraisals and reviews. Performance management entails the general procedure of developing a work setting where employees are empowered to perform to their best capabilities. Thus during the renovation process, the process must be aligned with the goals of the companies, employees competencies, skills, and organizational culture. In other words, this is about creating an environment that values enhancement, learning, and development as the means of attaining the set approach while increasing the performance of the employees (Amit & Han, 2017). The engagement of employees is connected with the actual encounter that designs behaviors and perception of the employees. It is not surprising that the more the employees are inspired and committed, then the higher the potential of setting more effort and time to meeting the rising demand for efficient services. In this context, for the companies to be successful, they are required to remodel their business models alongside performance management while accounting for the needs of the business.

For companies that are in need of embracing digital transformation, their focus needs to be based on change management while ensuring that all the other procedures such as recruitment, training, and development concede with the anticipation of their workforce (Rai, Patnayakuni & Seth, 2006). In return, this means that the employees are accountable for shaping the general experience of their customers. In other words, digitalization mainly entails acknowledging the need to change in rather different stages while adhering to innovation thus triggering widespread disruption throughout the company’s structure (Ismail, Khater & Zaki, 2017). The engagement of employees is a necessity in the management of change. Most companies are forced to abort the development due to resistance. However, with proper alignment of goals then it becomes rather easy to overcome resistance while empowering high levels of commitment. Unarguably, the absence of commitment and intensification of resistance can harshly affect the transformation process. HR serves a critical role in business digitalization and the successful redesigning of the company since it controls the engagement of employees thus enhancing quality since operations become effective. In other words, the success of the process is dependent on the collaboration between management and employees.

Research Methodology

Introduction

This section will provide an in-depth analysis of the research methodology. The researcher will outline the research method, sample population, data analysis, ethical considerations and limitations of the research.

Research Strategy

The research to be held with respect to the project will be an applied research strategy and now new. In that, there is vast of academic information that exists about the digitalization impacts on the remodeling of the business. Thus, the research will engage in verifying the findings of the research by collecting data directly from the participants.

Research Method

To satisfy the requirements of the study, a qualitative research method will be used. The main features of the method are that it is highly suitable for a small sample even though the outcomes might not be quantifiable. The main reason as to why this approach was selected is because unlike the quantitative approach it provides a detailed description of the issue without limiting the extent of the investigation or the responses of the participants.

Data Collection Strategy and Tools

For the objective of the study, in-depth interviews, as well as questionnaires, will be used in the collection of data. These instruments will be semi-structured to ensure that they are flexible enough to gather the opinions and feelings of the participants regarding the issue. Interviews are appropriate because they allow the interviewer to create personal relations with the respondents thus eliminating cases of resistance or the willingness to provide accurate details. Besides, the semi-structured format offers flexibility with regard to information flow thus permitting the researcher to gather more information. However, professionalism is required since there is a threat of deviating from the actual focus of the research. Open and closed-ended questions will be used to ensure that maximum information has been generated.

Sample Selection and Sample Size

Purposive sampling technique will be used in the section of the most appropriate sample. This is a non-probability sampling method where the participants are chosen on the ground of their knowledge, expertise, and relation with the subject under investigation. This, therefore, implies that the study will select employees as well as HR managers as the participants. However, only those with longer experience will be selected while eliminating those who experience is below five years. Questionnaires will be distributed via email to the participants a week before the interview to allow a comprehensive response. They will be returned to the research after completion. A sample size of 50 participants is targeted at the selected company which is Enerpac Power Generation Limited.

Data Analysis

In the analysis of data content analysis will be used. This is to summarize and analyze all the data acquired from interviews and questionnaires. This is a research approach where the collected data is classified into themes making it easy for comparison. The approach is also advantageous as it helps in simplifying and reducing content to ensure that the results are measurable. This will also help in eliminating human-related errors.

Ethical Considerations and Research Limitations

The participants will be required to fill a consent form to indicate that they have accepted to participate. The form will inform them that their participation is voluntary and they can, therefore, withdraw at any given time. Also, no personal information will be collected to safeguard their confidentiality. The small sample size might prove to be a limitation to the study since the ability to generate maximum data might be affected. 

Research Planning

References

Amit, R., & Han, X. (2017). Value creation through novel resource configurations in a digitally enabled world. Strategic Entrepreneurship Journal, 11(3), 228-242.

Degryse, C. (2017). Shaping the world of work in the digital economy.

Ismail, M. H., Khater, M., & Zaki, M. (2017). Digital Business Transformation and Strategy: What Do We Know So Far?

Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. (2017). Digital Innovation Management: Reinventing innovation management research in a digital world. Mis Quarterly, 41(1).

Priem, R. L., Wenzel, M., & Koch, J. (2018). Demand-side strategy and business models: Putting value creation for consumer’s center stage. Long range planning, 51(1), 22-31.

Rai, A., Patnayakuni, R., & Seth, N. (2006). Firm performance impacts of digitally enabled supply chain integration capabilities. MIS quarterly, 225-246.

Schmidt, R., Zimmermann, A., Möhring, M., Nurcan, S., Keller, B., & Bär, F. (2015, September). Digitization–perspectives for conceptualization. In European Conference on Service-Oriented and Cloud Computing (pp. 263-275). Springer, Cham.

Veit, D., Clemons, E., Benlian, A., Buxmann, P., Hess, T., Kundisch, D., & Spann, M. (2014). Business models. Business & Information Systems Engineering, 6(1), 45-53.

Personal Leadership Evaluation

Introduction

Leadership is not a position. More so, not a combination of qualities that helps one exerts authority over his or her subordinates. Rather, leadership is a service offered to all with good intention being the driving force of the person at the helm. Studies prove that an individual’s intentions inspire the qualities of a leader, which in turn stimulates him to take a position of service to all. For instance, a person who wants to affect his or her whole country has to run for the office of the president. This paper will analyze the philosophy behind leadership, types of leaders and inclination of leadership as being natural or acquired through a combination of various character analysis based on public responses.

My personal statement philosophy of governance states that from deep down my heart, leadership should be inspiring and motivating others to be a better version of themselves through daily interactions (Shanafelt et.al 2015). Besides, people cannot except to follow an individual who does not inspire them to be better than they were yesterday. In other words, a systematic belief in humanity gives a leader credible followers that later crown him or her with leadership even without a position of authority.

As said earlier, a leader inspires other people, which in turn earn him or her followers. What is more fascinating is the fact that a leader has to build trust, which allows other people to entrust their time, respect, and decision-making to him (Rochelle, 2018). Consequently, a leader has to enhance team-managing capabilities among his members. Not only is a leader to influence people within his fold but also outside his fold as well. Therefore, a leader is not only an influencer but empowers, offers services that meets the needs of people and delegates his duties. In short, being a leader entails selflessness and achieving goals with followers.

Leadership is not hereditary and thus one cannot be a leader from birth. Some may argue that the exposure to leadership positions at a young age sets one into a leadership path, early in their lives. However, exposure is not equal to attaining successful leadership. History has enough examples of people who failed to leave up to expectations although they were leaders from an early onset (Rochelle, 2018). Although all of the above may be true, leaders are made; it is fact that stands undebated for centuries. People do not have qualities that make them leaders from birth. In fact, leaders learn a lot from their day-to-day activities, which later shape their perspectives and decisions on various matters. On the other hand, enrolling to a program does not automatically make one a leader. Making a leader means that a person is willing to learn. Some people succeed and give out good results after learning while others fail.

 There are various leadership styles. The first is autocratic where one exerts total control over others. The guy does not inspire in any manner and usually have it his way. This type of leadership can succeed in organizational environments that need output only and where the roles are repetitive (Graph Report, 2018). The only advantage of autocracy is that it gives out good results. However, it does not inspire loyalty and creativity. The second style is transactional where leaders need charisma and an effective approach to give out results. Most used in businesses. Transformational style is a hands-on style that encourages the spirit of teamwork and needs dedicated people to carry out the duties. More so, it facilitates innovation and improves people’s talents in relation to their tasks. The only limitation of transformational leadership is that it needs dynamic minds that are able to change with time. The third style is servant leadership where people within power share authority, which facilitates meeting the needs of others. Servant leadership improves diversity and gives people a chance to voice their opinion. It only disadvantage is that it may lead to conflict due to various concepts.

In short, leadership is as a result of art rather than intricate science. It is a compilation of traits practiced and perfected over the years through interaction with education, exercise, and involvement. In addition, it intertwines with being responsible and disciplined in all facets of life.

 Translating Personal leadership into public leadership

 Based on leadership Circle report, The  ability to  provide  public leadership  or  create  a surrounding  that favors  it  is  an  essential and  central part  of  any  individual  who holds a community office (Graph Report,2018). The role and functions of a public front-runner enable him  or  her  to  navigate  through  their  duties  while at the  same  time  solving  challenges  that comes  with the role. Whether a business entity or a public office, personal leadership boils down to the qualities of the person who is to perform the role of a public leader. In fact,  their qualities  and character go into  shaping  the  roles  and  duties  they perform  on  daily  basis. In other words, public leadership does not  stay in the  confines  of a community office  but  is  applicable  to other  sections of the  society including   private  sector, depending  on how the   individual holding  the  post  executes  their  post.

High stake conversations need a positive attitude and a courageous heart to tackle the issue at hand rather than brush over the situation with sugarcoated words. During crucial conversations, an experienced communicator considers his or her objectives especially when the situation spirals out of hand (Sharma, S., 2011). Simply put, objectives of a crucial conversation consequently lead to better outcomes rather than a shouting fruitless match between two people. In the end, goals steers the conversation back on track, constructs facts, facilitates sharing of information and comparing points of view between two or more people. In short, the ability to converse and establish a connection with other people fosters social relationships and cohesive coordination and teamwork.

 Leadership helps one learn to assess the content or agenda of a particular conversation and reactions of the people present. Physical indicators coupled with emotional signs may provide a good ground for assessing factors that caused the deviation from the main agenda (Rochelle, 2018). Thus evaluating the situation and topic under discussion can save a situation, bring things back to normal, and show the leadership skills of a person.

 Weaknesses and strengths of the leadership from the report

 As stated earlier a leader has to combine various characteristics to form one formidable trait, channeling it into accurate use and relevant application. As per the report, the weaknesses are controlling, protecting, and complying (Graph Report, 2018). In terms of response personal leadership, needs to be firm yet not dictating or controlling to the degree the leader remains unchallenged in his position. Hence, a leader has to charismatically achieve his or her objectives without the forcing or self-imposing authority on other people. Therefore, the development plan needs to attain the right relationship and a sense of belonging.

Conclusion

In summary leadership encompasses more than just a position and a blend of qualities exhibited through social interactions. In addition, the ability to solve challenges and cater to the needs of other people without raising any attention gives an individual the upper hand. Hence, evaluation of leadership skills needs a balancing of social and personal aspects of at a personal level. A perfect blend of leadership qualities relies on integrity and handling various problems harmoniously.

References

Rochelle, S. (2018).The Leadership Circle Self-Assessment Report.. The leadership Circle.PDF

            Graph Report (2018). The leadership Circle.PDF

Sharma, S., 2011. Attributes of school principals-leadership qualities & capacities.

Shanafelt, T.D., Gorringe, G., Menaker, R., Storz, K.A., Reeves, D., Buskirk, S.J., Sloan, J.A. and Swensen, S.J., 2015, April. Impact of organizational leadership on physician burnout and satisfaction. In Mayo Clinic Proceedings (Vol. 90, No. 4, pp. 432-440). Elsevier.

Running head: SHERWOOD APPLIED BUSINESS SECURITY ARCHITECTURE MODEL

 The Sherwood Applied Business Security Architecture (SABSA) Model

The Sherwood Applied Business Security Architecture (SABSA) Model was originally developed from the assurance, security, and information risk domains. It is one of the leading methodologies for creating business operational risk-based architectures.  Its focus is on making security an enabler for the business enterprise rather than being perceived as being an obstacle for inconveniencing the operating activities of the organization.  Other than establishing the framework of understanding the objectives of the business, SABSA also provides the means of designing some of the security programs that supports the business objectives and drivers (Ritchot, 2013).

  SABSA integrates with the company’s existing frameworks rather than replacing or interfering with them. The reason for that is because it is not associated with supplier hence making it vender-neutral.  The model treats risks as not only threats but also as opportunities for the business.  It is the first methodology to introduce a reliable way of measuring the business risk appetite and monitoring the business operational performance against the appetite (Ritchot, 2013).  The SABSA model is also scalable which means it can be introduced with a small scope and rolled out to other areas and systems incrementally as slow or as fast as the company can handle.

By defining the business drivers and attributes, an understanding of the business is achieved.  It is through this understanding which assists it in developing the security architecture.  A business driver is determined by the top levels of the business and is associated with the business’ strategies, the day-to-day operational plans, and other fundamental elements which are vital to its success.  An attribute can be found by understanding the business drivers since it essential component of the tactical objectives that need to be secured by the available security architecture.  The SABSA framework is a layered approach which corresponds to different organizational player’s views as they relate to specification, designing, reconstructing, and operating security architecture.  Below is a diagram which Sherwood, Clark, & Lynas (2009), outlines as well as indicating the views and the correlation to the different layers of the architecture:

Sherwood, Clark, & Lynas (2009), describe each of the views as:

• The Business View is typically the description of the organization’s context which in return assists in designing, building, operating its secure system.
• The Architect’s View assists in defining the business’s concepts and principles. In the lower layers, this aid in guiding the selection as well as the configuration of its physical and tactical items
• The Designer’s View is the identification and specification of the logical architectural items of a system. This is important because it assists in modeling the business organization as a system consisting of major architectural security elements as services. As a result of that, it becomes possible to describe the flow of control as well as the relationship which exists amongst these elements (Ritchot, 2013).
• The Builder’s View is as a section in which logical design comes to life through the choice and assembly of the physical elements.
• The Tradesman’s View deals with components such as system standards, interface specifications, hardware, and software.
• The Service Manager View deals with the operation, maintenance, and monitoring of how well the architecture is meeting such requirements. As depicted in the diagram above, this view/layer overlaps the other views/layers so as to make it possible to interpret with the other layers.

The SABSA Master Matrix is a six-by-six matrix which combines the six layers discussed above with a vertical analyses is the one which will assist in answering the six questions, specifically; what kind of assets?, why are some of the motivating factors?, how some of the process & technology are related to this architecture?, who are the individuals to be associated in managing this structure?, which location will it be operated from?, and at what time will be operated?. It is this questions which be used in accomplishing its operating capabilities (Sherwood et al., 2009).  An example of this matrix is shown below:

The six layers are the rows; the six questions are the columns in the matrix.  The following specific questions, according to Sherwood et al., (2009), need to be answered in each of the layers:

• What kind of operations are we trying to do using this structure? These are some of the operations which are dependent on this architecture.
• Why are we trying to utilize this layer? The objective behind this is to enable the application of its security protocols.
• How are we trying to do it? These will be dependent on the functions and processes that are required to maintain security protocols.
• Who is involved? The aspects of the business and the people are the ones who will be involved in enhancing security.
• What is the appropriate time for doing this? The locations where security is involved.
• At what place is appropriate for doing all these? The time-bound/time-related ate the features which are associated which its security layers.

These questions will help keep the focus on the real needs of the business and allow the security architecture to address some of the operational requirements which supports the activities of the business. Within the SABA methodology, the main attribute is the SABA Business Attribute Profile.  The Business Attributes Profile is a taxonomy which was created based on commonly recurring themes and was designed to be customizable to represent a unique organization with unique requirements.  Following is a diagram of taxonomy from Sherwood eta l., (2009):

The Profile allows the selection of only the relevant attributes for the specific business needs of the company and allows the addition of those that are missing; thereby the requirements are translated, standardized, and normalized into the SABSA format.  

When the focus is on the business requirements and the drivers identified by the top-level executives, the security architecture developed will address the requirements and help mitigate the risk (Van Haren Publishing, (n.d.).  The Sherwood Applied Business Security Architecture model is a methodology that helps to identify the business requirements and drivers through the Master Matrix. In return, it becomes possible to identify the attributes to be protected through the Business Attribute Profile.

References

Ritchot, B. (2013). An Enterprise Security Program and Architecture to Support Business Drivers. Technology Innovation Management Review, 25. Retrieved from http://165.193.178.96/login?url=http%3a%2f%2fsearch.ebscohost.com%2flogin.aspx%3fdirect%3dtrue%26db%3dedb%26AN%3d91683065%26site%3deds-live

Sherwood, J., Clark, A., & Lynas, D. (2009). Enterprise security architecture [White paper]. Retrieved December 26, 2018 from http://www.sabsa.org

Van Haren Publishing. (n.d.). SABSA – in 3 Minutes. [Blog] Retrieved December 26, 2018, from www.vanharen.net/blog/enterprise-architecture/sabsa-in-3-minutes/.

Workforce planning

1. Analyze factors in the internal and external labor market that influence the supply of and demand for police officers by doing the following (refer to the scenario above and the attached “Memo on Proposed Employee Referral Plan” to complete these tasks):
2. Discuss three factors that are influencing labor demand.

a)The need to reduce the level crime in the area- this will be achieved through increasing police officers who will be patrolling and tracking done the number of offenses done in high crime areas.

1. b) The desire to reduce the number of overtime that existing police staff gets
2. c) Referral or appointment plan strategies- this plan does not entail seeking employment that is in line with the departmental goals (Bhattacharyya, 2006).
3. Discuss three factors that are influencing labor supply.
4. a) Strategies found within the existing referral or appointment program- basically, this plan does not entail seeking employment that rhymes with the goal and the objectives of the department. The reason for that is because of the general lack of the compensation for the employment. This is brought about by the higher taxes, higher cost of living, as well as other environmental factors that need to be taken into consideration when selecting any position.
5. b) Educational expenses for public or private universities and colleges- the reason for that is because such institutions are among the ones offering higher education level. As a result of that, some of the current graduates and other entry-level candidates end up being recruited in other areas from these institutions. This becomes hard for the organization to recruit local candidates.
6. c) Environmental extremes- the climatic conditions of the region is what makes it hard to find candidates who are ready to make adjustment to such extreme. The climatic conditions of the region are extremely cold with hot summers and harsh winters. This makes it impossible to relocate to such an area (Deb, 2006).
7. Design a recruitment plan for police officers by doing the following (refer to the task attachments and your knowledge of best practices to complete these tasks):
8. Identify three recruitment objectives for your organization
9. a) Hiring within specified region or demographics- the reason for that is because the objective of the departments entails recruiting entry-level police candidates.
10. b) Offering competitive advantage of new candidates- this is important because competitive advantage is the one which will assist in attracting new police officers to the city.
11. c) Hiring police candidates who are fit with the culture of the organization- this is important because it will assist in selecting viable candidates who are compatible and able to achieve the goals of the organization (Bhattacharyya, 2006).

To be eligible in this selection scenario and to meet the objectives of the organization, the recruitment information indicates that the recruitment process is what has ended up increasing the department’s application ratios. This is because employee training and development is something which have evolved to the extent of improving some the recruiting processes. Because of that, it is important to ensure that some the pertinent legal issues have been addressed with regard to the HRM and development. The general implication of the police legal issues in the HRM ought to be taken into consideration (Deb, 2006).

2. Develop a recruitment strategy for attracting job applicants by doing the following:
3. Determine the size of the applicant pool needed to produce 25 viable candidates (job offer-ready) using yield ratios and the recruitment data in the attached “Data on Recruitment Sources and Methods

Basically, the size of the interviewee pool that is required to produce 25 potential candidates is at least 83. Data indicates that the existing ratio is 43:13. This implies that for each 43^rd police applicant, those that could have made it to the recruitment process will be 13. Taking into consideration the combined ratios of each of the targeted group, the combined ratio will be 13:43. Dividing it by 100 will be equal to 30.2%. Dividing the targeted goal of 25 by 30, the number of candidates viable for the recruitment pool will be 83.

Military police officer =5:3 - =60%

Corrections police officers = 9:1-=11%

Security police officer =14:0 - =0%

Criminal justice candidates/graduates= 10:5 - =50%

Other existing police departments =5:4 - =80%

Combined recruitment ratio= 43:13 =30.2%

Therefore, using the yield ratio of 30% to produce 25 viable police candidates, 83 viable candidates could have been obtained.

1. Recommend two types of individuals who should be targeted for recruitment (i.e., the target groups listed in the attached “Data on Recruitment Sources and Methods”). Justify your recommendation

Considering the data collected, criminal justice, as well as other police departments is the main source of the candidates to be targeted by the employment process. The recruitment data indicate that the hiring/applied ratio is 9:13.

1. Design a selection plan for police officers by doing the following:
2. Recommend three appropriate selection methods for all target candidates. a. Justify each of your three recommendations.
3. a) Personality or individuality profiling- this selection plan is important because it will assist in determining whether such an individual is fit or conforms with the culture of the organization.
4. b) Ability, propensity, and physiologic testing- these three selection plan will assist in determining whether the candidate is mentally and physically fit or capable to execute all duties.
5. c) Group exercises- due to the fact that the law enforcement is one of the areas which need to have cohesion between its members, it is important to determine whether the candidates are willing to work together (Business literacy for HR professionals: Essentials of strategy, 2006).
6. Describe two selection tests you will use to assess a candidate’s suitability for the job of police officer.

In the process of identifying the suitability of the candidate to be selected, situational review and physical ability are the two main selection tests to be identified. Normally, physical ability is utilized for some of the positions which are physically demanding. It is this test which will enable the candidate to execute a sample series of recruitment tasks which in return assist in determining whether he or she has the potential of performing some of the physical requirements of the work.

The situational interviews will give room for hypothetical situations concerning the manner in which the candidate will react towards a certain situation or how he or she will behave in earlier situations. This is what will have the capacity of providing an insight of the future behavior. This is to ensure that such an officer has the capacity of embracing his or her continual learning processes in various aspects of training. The reason for that is because it is the one which have the capacity of improving his or her growth potential. Other than employee recruitment, training and development was something that was considered to be an optional benefit a promising police officer receives. Regardless of that, it is important to understand that training of an employee is the ultimate step to take if they wish him or her to prosper (Robert et al., 2015).

3.  Identify two background verification checks that should be used in the selection process including the following: • type of check • when the check should be conducted in the selection process 

The main type of check to be conducted during this process includes;

1. a) Reference checking or the confirmation of the preceding employment – this activity will have to be done after interviewing and testing have been completed, and perhaps after conditions for employment have been met. This equally requires an acknowledgeable number of the human resource officers to be employed because there various concerns regarding the type of information willing to be shared by other organizations.
2. b) Social media check – this kind of verification ought to be conducted earlier in the selection process that is at any time during rounds of personality testing and interviewing. It is important to look for some “red flags” in the personal life of the candidate which might assist in indicating whether they are compatible with the goals and reputations of the police department (Business literacy for HR professionals: Essentials of strategy, 2006).
3. Discuss four methods of evaluating the overall effectiveness of your recruitment and selection plans.

• Average filling duration – little time with the existing unfilled positions is the key indicator of the hiring and selection plans. The organization’s initiative of hiring 25 police officers still exists just because the preceding hiring process lagged behind. Taking into consideration the low rates and the high yield ratios of the candidates’ attrition for the organization’s police officer candidate pool, it is important to ensure that the whole process is not lengthy. Further, in case the exercise becomes lengthy, the organization should have an explanation for that.
• It is important to evaluate whether the recruitment efforts are compatible with equal candidate employment and organization’s diversity goals. One of the recruitment objectives of the organization is seeking candidates as well as hiring them from the backgrounds of the city citizens. In case the existing method does not produce such candidates, it is important to determine whether the method used was unsuitable or the goals of the organization require some adjustments (Robert et al., 2015).
• There the need of determining whether the procedures used to collect data was proficient and user friendly. The general tracking of application of courses ought to be straightforward. It is vital to understand those who will be willing to apply or not and immediately lay hands on the information collected. The whole carriers exist to assist in sorting out information in ways that will reveal selection trends that was not previously considered. Therefore, all the tools for making the whole recruitment and selection process possible must be available
• It is important to determine whether the screening criterion is appropriate. Always, police work descriptions develop and change with time because of influences a person gets and not what actually a great police officer. It is important to consider whether recurrent problems in the recruitment, retention, and employee performance might be associated with the gap or misalignment in what the organization will be looking for during the hiring process.

                                    References

Bhattacharyya, D. K. (2006). Human resource planning. New Delhi: Excel Books.

Deb, T. (2006). Strategic approach to human resource management: Concept, tools and application. New Delhi: Atlantic.

Business literacy for HR professionals: Essentials of strategy. (2006). Boston. Massachusetts: Harvard Business School Press.

Robert, G, Hubert, S. F, &Murray, B. (2015). Human Resource Selection. Cengage Learning Press

Risks Associated With a Wellness Program

Cultural diversity in the Wellness Program

Being a multinational organization, the wellness program will first be initiated here after which it will then be introduced in the other organizational branches in various countries. This will help proper analysis to be conducted to understand the best strategies to apply to make the program effective which will help the program to be easily transitioned to those other countries. The same guidelines and policies will be applied in all the countries to ensure that there is uniformity in the wellness program within the organization and this will make it easy to management the wellness program.

Probable Risks Associated With a Wellness Program

1. Cultural differences

Having people from different cultures can greatly affect the corporate wellness program in the sense that the implementations that are made may not be appreciated by employees from various cultural backgrounds. There are those people who may feel that the program does not favour them because it does not include activities that they love to do as a form of exercise. Communication is a key issue in a diversified organization; it plays a great role in ensuring that employees relate with one another effectively which helps improve work morale (Dailey, 2018). There are employees who may feel that the wellness program is discriminative because the physicians and the trainers that have been selected to help in the program do not speak a language that they understand which means that there will be communication barrier. If there is communication barrier, the employee may not be able to effectively communicate and this will affect the effectiveness of the wellness program.

2. Privacy

A corporate wellness program requires substantial information from the employees in regard to their health as well as their lifestyles. Various cultures have different perceptions and beliefs when it comes to privacy, there are those people who prefer to keep matters of their health private, and other may feel insecure having their health information taken by the organization for fear of getting discriminated.  This means that the employees have to typically undergo biometric and medical examinations, where they also get questionnaires that are commonly known as Health Risks Appraisals (HRAs) (Sinclair, 2017).  This may not be accepted by employees from various cultural backgrounds that may feel that it interferes with their privacy rights and it can lead to disagreements between the employees who support and those that are against the program ideas.  All this interferes with the employee’s medical privacy most especially most of the questions that they have to answer are private and highly sensitive. Some of the questions that are involved in these HRAs include for example whether one is pregnant and when they last received their menstrual periods (Sinclair, 2017). These are sensitive questions and one would wonder what an employee has to do with such information and it can greatly affect the morale of the employees at work and also negatively impact the wellness program.

Risk management strategies

Privacy

A wellness program should be all inclusive ensuring that they get the best care and this should be made possible by ensuring that their cultural differences are put to thought (Harbin, 2017). Language is one factor that can greatly help the wellness program to be effective. The organization will ensure that there is reduced miscommunication by providing translation resources in the appropriate languages and this could involve hiring bilingual trainers in the fitness program to help facilitate the issue of communication.

Before the wellness program is initiated the employees will always be educated about its importance and its effects on both the employees despite their diversity and the organization at large (Pomeranz, 2014). Doing this, will help the employees to understand and embrace the positivity of the program, understanding that any private information that they give in regard to their health will not be misused. The answers that are given in the HRAs will be properly stored to ensure that it cannot be accessed by any other individuals apart from the management and it will only be utilized to ensure that the employees get the best health care and exercise routines depending on their physical health.

Training employees

It is important for the organization to be responsible and this means having the employees’ compensations as well as having a liability insurance cover for any employment related injury and exercising is an employment activity that will be covered by the insurance (Pomeranz, 2014). To avoid injuries during exercise, the employees will always be properly trained on how to us the various equipment to ensure minimized injuries. The health and safety assessor will always be present during the exercise in order to talk to the employees to help them understand their responsibilities. The employees will also always be advised to seek the help of various training personnel available in the exercise facility while using various equipment to ensure that they are using them properly to avoid injuries (Sinclair, 2017).

Waivers

The employees will also be required to sign a waiver before using the various exercise equipment. A waiver is important in helping the employees to be responsible and careful while using the various exercise equipment and it will also help them to understand their responsibilities.

References

Dailey, S. L., Burke, T. J., & Carberry, E. G. (2018). For Better or For Work: Dual

Discourses in a Workplace Wellness Program. Management Communication Quarterly, 32(4), 612–626.

Harbin, T. (2017). Examining Employee Perceptions to Improve Workplace Health

Promotion Programs. Employment Relations Today (Wiley), 44(1), 41–47.

Pomeranz, J. L. (2014). Workplace Wellness Programs: How Regulatory Flexibility Might

Undermine Success. American Journal of Public Health, 104(11), 2052–2056. https://doi.org/10.2105/AJPH.2014.302149

Sinclair, D. (2017, January 31). Exercise in the workplace - Managing the risk. Retrieved

            from https://www.theworkplacesolution.com/exercise-workplace-managing-risk/

 Resource Management

Managing resources

Managing a firm’s resources is important in that, it ensures that the raw materials present are utilized well and that there is little wastage, if any, when manufacturing products, and making them available to customers. In the case of Wal-Mart, managing resources is greatly challenged by the approach the company has taken in its value chain especially when reaching its customers. To better manage resources, Wal-Mart can focus on ensuring that its primary activities are focused on adding value to the side of customers so as to ensure constant demand for its products and services. The company must therefore ensure that it better manages its inbound logistics. To achieve this, Wal-Mart can ensure that the raw materials sought out are suited to meeting the production needs. During the production process, care should be taken to ensure that as little wastage occurs and that quality is maintained. Once produced, the company should also keep track of the outbound logistic of its products as a way of assessing how products are doing in the market, the type of demand that exists for Wal-Mart products and services and what can be done to maintain supply. Lastly, the company ought to focus its efforts in marketing and sales to create more demand for its products and services and; in so doing; create flow in and out of the production department.

Resource Based Theory

While there are challenges experienced at Wal-Mart in relation to managing resources, they are challenges that can be overcome if the company engages in proper resource management and this can be achieved through the implementation of strategies that borrow from the resource based theory. The theory is based on the assumption that organizations that possess strategic resources are better suited to compete in the environment they operate in as they have the means as well as the ability to gain a competitive advantage over others in the market (Frue, 2018). While there are other companies in the market similar to Wal-Mart, the organization has an advantage as it is difficult to substitute; has an approach that is difficult to imitate and offers valuable products in terms of goods and services. These qualities make it a dominant player in the market and stands as a major competitor in the market.

SWOT Analysis

The resources at Wal-Mart can be better managed if the company better understood its SWOT analysis. As part of its strengths, Wal-Mart has a strong brand image that customers associate with the quality of its products and services. The company has a customer friendly approach that makes its products and services desirable. It has managed to reach the position of the most favorite brand in the United States and this is greatly influenced by its focus on customer service and satisfaction (Jurevicius, 2018). Another possible strength is the large market share and customer base the company enjoys. Due to its customer service approach, the large market share ensures that the demand for Wal-Mart goods and services are in constant demand and greatly reduces the chance of being substituted. Its low pricing strategy makes it difficult for its competitors and also discourages new entrants into its market.

The company has a weakness in that it is often referred to as a finance hungry corporation whose focus is said to be more dominance of the retail market. The poor supply chain management witnessed within the organization creates an image of a company determined to attain success even if at times it engages in actions that others may consider unethical (Handfield, 2013). Another weakness is the approach the company takes when handling employees. The drive to attain a larger market share is often done at the expense of the employees and this becomes a weakness especially because the employees are the major link between the company and its customers.

There are however opportunities that the company could exploit such as the growth in e-commerce. With the development in technological advancements, customers are seeking easier ways to access products and services; one of which is online purchases (Pratap, 2018). The company can exploit the online market and reach customers across geographical barriers thus increasing its market share. Another opportunity is the change in customer behavior such as the shift in shopping habits. The company can study the shift in customer preferences and come up with better ways to reach customers and outdo the competition.

Value Chain

Wal-Mart can reduce the competition it faces if it better manages its value chain. Since the value chain determines the frequency in which new products are produced and presented to customers, managing the value chain will reduce wastage and ensure that the supply is manufactured with respect to the demand that exists in the market (Ketchen & Short, 2015). The company must therefore carry out proper market research to identify areas that are risks and threaten the success of the company as well as using the strengths and opportunities that exist in the market. Better control of the value chain will reduce wastage and lead to the production of high quality products and services that are aimed at supplying the demand that exists in the market.

References

Frue K, (2018) “SWOT Analysis of Wal-Mart” retrieved from, https://pestleanalysis.com/swot-    analysis-of-walmart/

Handfield R, (2013) “Wal-Mart can’t manage their inventory” supply Chain Resource      Cooperative, retrieved from, https://scm.ncsu.edu/scm-articles/article/wal-mart-cant-       manage-their-inventory

Jurevicius O, (2018) “SWOT Analysis of Wal-Mart: 5 key strengths in 2018” Strategic    Management Insight, retrieved from, https://www.strategicmanagementinsight.com/swot-           analyses/walmart-swot-analysis.html

Ketchen D and Short J, (2018) “Mastering Strategic Management” Flat World

Prapat A, (2018) “Wal-Mart SWOT Analysis 2018” retrieved from,             https://www.cheshnotes.com/2018/11/walmart-swot-analysis-2018/

Leadership skills

            Leadership has a lot to do with what an individual does to motivate and inspire others to work together in fulfilling the same objective. While it is a trait that takes time to develop, good leaders are hard to come by, and those that have excelled in leadership often have to utilize a lot of skills, patience, experience and effort to not only manage the people following them but also grow as leaders. It is therefore important to understand what makes one a leader and then finding ways to improve daily. At a personal level, my journey into becoming a leader has put me through a great deal of challenges and experiences. I have grown to learn that being a true leader involves identifying one’s own capabilities, noting limitations and coming up with ways to improve. I also learnt that to be a good leader, one must keep observing how other leaders take on the role as this acts as a guide on what to do. Having role models makes the learning process easier as one has an idea of what to do in certain situations or when tackling a certain challenge. The most important lesson however is that leadership is not just about the leader but also the relationship and influence that the leader has with the rest of the team.

            My skills as a leader begun to manifest while I was in school as I realized I was more comfortable taking charge than following others. Throughout my childhood and teenage years, I found it really easy to get along with people and even convince them to engage in activities that resembled the teams used in organizations today. I found great pleasure in playing games that would require some form of planning especially when I was picked to set the plan. I was not only good at making up plans that would work but also managed to get everyone involved in bringing the plans to action. People found it easy to follow my instructions as I would always assign duties to people depending on my perceived estimation of their capabilities. The childhood games taught me a great deal of how to handle people with different skills. They also taught me the importance of identifying people’s traits and abilities and then finding a duty or responsibility that requires such skills. Although my childhood games did set the foundation for my leadership skills, it was not until high school that I truly established my capabilities as a leader.

            The first time my leadership skills were really tested was when I was selected team leader for a school project. My friends were well aware of my leadership skills and wanted me to lead the project so as to have a smooth experience. In the early stages, I was of the opinion that the project would go on smoothly and that I would have an easy time leading the team as most of the team members were my friends. I however came to discover that it is that bond of friendship that would prove most challenging especially when it came to convincing each member to play their roles. It was in my nature to first visualize the task at hand and plan out a way to achieve the desired results. I would always try to figure out how I would resolve the task at hand on my own as this made it easier for me to know what is expected, the challenges that might come up and what can be done to overcome them. After visualizing the task at hand, I then move to analyzing the skills of every member in my team, their capabilities, and limitations and where they are best suited. Since I already have a general idea of what the end results will look like, it becomes easier to assign duties and responsibilities to individuals because I can anticipate what will be required in every stage of the project.

            As per the instructions of the group project, each member of the team had to be assigned a specific task that would be combined to make the project complete. The contribution of each member of the team had to be noted down as a way of making team members more accountable and discouraging laxity. As team leader, it was my responsibility to assign the tasks to each team member and this was done with careful consideration of each team member’s abilities, skills and limitations. I assigned the tasks as best as I could and further went on to explain how each individual would go about accomplishing the task. As a group, we decided that we would meet on a weekly basis to assess the progress of each individual; discuss any challenges that may have come up and work together to ensure that the project ran smoothly. Since everyone was satisfied with the task assigned to them, I felt confident that my leadership skills had once again helped me to manage and motivate a team and if all went well, the project would run without any delays.

            When the team met to check on progress, I was shocked to discover that some team members had not even started working on their tasks. Even after it was made clear that the success of the project was dependent on the contribution of each team player, some members had no problem neglecting their responsibilities and failed to present anything. It was at this point that I realized I had a challenge to overcome and it would involve a lot of motivation and pressure to get all team members on board. Having to work with my friends made it even more difficult as I had to lead without affecting the relationships I had with the team members. To achieve this, I decided to employ the threat and reward approach of leadership.

The threat and reward response is based on the belief that; when human beings come across something unexpected or unpredictable, they tend to analyze the situation and figure out if it will bring good fortune or danger. This occurs in the limbic system of the brain which activates neurons and releases hormones which leads the individual into establishing whether the unexpected event is a risk or will bring rewards (Rock, 2009). In relation to leadership, the threat and reward approach is ideal as it applies to people that perform well under pressure as well as those that are motivated by rewards. Although the threat and reward response has it that people are more productive when reacting from a threat rather than when seeking rewards, the approach is highly effective as it motivates both those who are not performing and also those that want to excel and get recognition within the team.

             The threat part of the approach was used to motivate those who had not done anything to fulfill their role as part of the team. Since the project was to be presented in front of the professor and the rest of the class upon completion, I decided to use this as a tool to threaten team members into participating. Since we agreed to finish our individual parts two weeks before the project was due, the last people to hand in their parts would be selected to present the project. After spending time with the team, I had discovered that majority of then did not like the idea of standing in front of a class to present a project. Furthermore, those that were not treating the project with the seriousness it deserved would be further humiliated because they would have to present something that they had no idea of what it entailed. The idea of standing in front of a class not knowing what one is presenting was threatening enough especially because our class was known to ask a lot of questions during presentations. The reward part of the approach applied to those that had already started their parts and were making good progress. Other than not having to present the project, those who were first to finish would get special recognition and not have to do any more work for the project. They would also be exempted from merging the work from all team members and get time to rest before the team met to go over the entire project before presentation.

            My quest to be an effective leader has greatly influenced most aspects of my life and how I engage with other people. I have come to learn that being a good leader starts with one’s self esteem and also the attitude that one has towards life. If a leader is kind, competent, motivated and has a positive work life balance, the traits are mirrored down to the rest of the team who look up to their leader for guidance (Scott, 2018). In learning the skills required to be a good leader, I have become more in control of my life not only when leading others but also in my personal activities. I tend to lead by example so that those who look up to me as a leader can follow my approach towards life and also in fulfilling projects or accomplishing tasks. Since team members look up to leaders for guidance, they tend to emulate what they see their leaders doing not only in the work place or when working on projects but also in their social life. If the leader does not have a social life or is insincere, team members may emulate this attitude and this could greatly affect the effectiveness of a team.

            As a leader, I have also learnt the importance of cheering other people on whenever they accomplish a task or overcome an obstacle. People have this need for attention and do well when their actions are recognized and appreciated. I therefore find myself encouraging people to do their best and acknowledging their efforts even when not working on a project together. Motivating people and pushing them to excel in their endeavors has become a personal trait as it does more to raise the morale of the people I interact with. Furthermore, cheering people on gives other members of the team the desire to do even better so that their effort is recognized and appreciated (Wahlen, 2018). Motivating one individual in return encourages others to do better and this is highly effective in managing an effective team.

            I have also discovered that I do not shy away from difficult situations like I used to in the past. As part of being a good leader, I am required to find a way to overcome challenges and work my way around negative situations without having them affect the effectiveness of the team. Although the success of any team relies on the ability of the team leader to make the team as fun and engaging as possible, disagreements are bound to happen as people tend to disagree due to differences in opinion (Williams, 2017). In such situations, I have discovered that resolving the issue fast ensures that the team remains strong even after a conflict is encountered. Settling differences directly and fast allows for team members to overcome the challenge and move forward to focus on the task at hand. Instead of spending a lot of time settling dispute, I have grown accustomed to resolving issues immediately they occur as this does not give the problem room to intensify or take away time meant for completing a project (Williams, 2017). In my personal life, I have the same head on approach where I resolve conflicts as soon as they arise so that I can focus my energy on other things that will be more beneficial.

            Lastly, I have learnt to treat people as different yet still give them the same level of respect. In any team, there are those with exceptional skills while others struggle to even perform the simplest of tasks. I have discovered that people are different not just in teamwork but also in real life. In my pursuit to be an exceptional leader, I have adopted the approach where I acknowledge that people are different but these differences do not have to affect how I treat them. my experience has taught me that people deserve the same level of respect regardless of what input they bring. It is therefore important to recommend and praise exceptional work but still treat the exceptional performers the same way I would treat those who struggle to accomplish tasks. This approach not only makes it easier for me to interact with others but also sets a good example for those that look up to me as a leader. Instead of discouraging those that struggle to perform tasks, I am able to encourage them to keep trying and also encourage others to have the same approach in the process.

            The journey to becoming a competent leader has been full of learning experiences. In learning what is required of a leader, I have picked up traits that make me a more responsible person not only as a leader but also as a human being. I have learnt to appreciate myself more because of the impact that I may have, knowingly or unknowingly, to people who consider me a role model. I have also learnt how to maintain composure even when trying to resolve an issue. Since being a leader involves overcoming obstacles and resolving issues, it has taught me that most problems always have a solution. No matter what I face in my personal, educational or career life, I have learnt to expect challenges and face them head on as there is always a solution. Even with the skills I’ve learnt, I have come to discover that leadership is a skill that one must constantly improve. I take it upon myself to keep on learning and improving so as to become an excellent leader and keep employing the skills I learn even in my personal life.

References

Rock D, (2009) “Managing with the brain in mind” Strategy Business Collection, retrieved from, https://www.strategy-business.com/article/09306?gko=5df7f

Scott S, (2018) “The 10 effective qualities of a team leader” retrieved from, https://smallbusiness.chron.com/10-effective-qualities-team-leader-23281.html

Whalen D, (2018) “Thirteen powerful actions great leaders take to build great teams” retrieved from, https://medium.com/swlh/13-powerful-actions-great-leaders-take-to-build-great-teams-5990c052059f

Williams T, (2017) “Building a strong team: The secrets of a successful leader” Forbes, retrieved from, https://www.forbes.com/sites/forbescommunicationscouncil/2017/10/19/building-a-strong-team-the-secrets-of-a-successful-leader/#43fbd5c14405