Project management

The process of project management in the consulting field 

 In the project management, management consulting is the act of providing independent professional advice to an organization to help the managers solve the business problems and achieve the organization purposes. The term independent means that consultants hold different principles and methods or they give an advisory service objectively and independently (Andler, 2011). The external consultant and the organization work together to solve the complex business problems, set common objectives and achieve common goals.  In other words, the contracting parties and the organization understand the perspective and expectations of each other and both create a shared vision.  Below is the project management process in the consulting field.  

Entry

 At this phase, the consultant enters in the organization and interacts with the client where they form a collaborative relationship. The consultant understands the primary problem and proposes the plans and approaches needed to solve the underlying business problem (Andler, 2011).   Successful completion of the entry phase assures the consultant as well as the organization that the consultation will be successful.  However, for the entry phase to be successful, the consultant should show the skills related to exploring problems, needs and determine priorities, communication and more

Diagnosis

 Even though the consultant has gained valuable information at the entry phase, he employs a systematized approach to find facts, analyses, synthesize and give feedback to the organization (Andler, 2011).  The consultant may gather information from organizational members to fully understand the problem, use the information needed to solve the problem and avoid uncertainty and ambiguity in addressing the issue.  This phase is important as the consultant, and the client will discuss the factor and forces causing the problem.

Action planning

 After diagnosing the problem, the consultant establishes possible solutions and gives the client the opportunity to make personal decisions based on the actions to be taken (Andler, 2011). Through a mutual understanding, the consultant and the client agree on the areas to act upon, and it is the role of the consultant to plan for the implementation.

Implementation

 After the action planning, the consultation implements the proposed changes.  Consultants and the client work together in adjusting the proposals and carrying out the specific activities (Andler, 2011).  A training plan may be needed to provide the workers with instructional skills on the subject matter.

Termination

            After implementing the changes, the consultant and the client evaluate the overall project and gives a final report to assess whether all activities are conducted and whether a successful conclusion has been made (Andler, 2011). They also focus on whether the goals and objectives have been met or there is a need for renegotiation.

Competencies of project management in the consulting field

A competent consultant project manager should use knowledge and experience in order to run the project efficiently and achieve adequate performance. He should also use the positive attitudes to portray positive behaviors such as fairness, interpersonal relationships, respect, trust and more (WILLS, 2017). Generally, a project manager consultant need the following;

Knowledge competence

 The consultant should have a business knowledge which is based on skills, experiences, and ability to apply the work-related knowledge in analyzing problems, making decisions and implementing workable solutions.

Functional competence

            The consultant should have the ability to perform work-based tasks, use the right work-force, manage the finance and follow proper practices and procedures. He should allocate the best resources and tools to complete the work and provide professional advice on how to perform the work.

Behavioral competence

            The consultant should have positive behavior attribute in order to solve the problems and ensure adequate completion of the project (WILLS, 2017). For example, a consult should value team-work, communicate effectively, take initiatives, and focus on task completion in spite of obstacles, value diversity, and set priorities.

Ethical competence

The consultant should make sound judgments and adhere to professional values such as self-confidence, honesty, adaptability, responsibility and human dignity.

Benefits of setting project objectives

Project objectives play a significant role in helping the organization identify the destination and set plans towards achieving the destination.  In other words,   objectives act as a roadmap and give the organization an opportunity to set goal-related activities to achieve the intentions and desires.  In addition, the organization can prioritize the best resources including time, workforce and capital (Andler, 2011).  Generally, objectives facilities planning improves control performance and improves the decisions making process.  Since the project management is completed by applying the five phases, objectives will focus on total quality management to achieve the desired outcomes.

 Benefits of using SMART objectives in the consultancy field

SMART objectives help the business focus on areas of interest and create specific and measurable goals.  For example, the organization will set well-defined objectives, evaluate whether the objectives can be accomplished, assess whether the organization has enough resources and time to complete the objectives, evaluate whether the goals fit the project and set the time bound for the project (Andler, 2011). Thus, SMART goals will allow the organization to set the destination, incorporate them by carrying the needed daily activities and gain self-confidence of achieving the goals.

References

Andler, N. (2011). Tools for project management, workshops and consulting: A must-have compendium

of essential tools and techniques. Weinheim: Wiley-VCH

WILLS, K. E. R. R. Y. (2017). CONSULTATIVE PM: An evolved model for project management

competencies. S.l.: LULU COM.

Leadership

The importance of US Army leadership

Introduction

                Army Doctrine Reference Publication (ADRP) provides a valuable information about the leadership principles that are helpful to the military, commanders, subordinates and all army leaders.  In the army, leadership can be defined as a process leaders motivate the followers, gives them direction and communicates the purpose of the Army organization.  Followers, in this case, are the military and civilians and all army members who are entitled to use deadly force and overcome hostile force.  It is the role of army leaders to inspire and influences the followers and help them carry out their mission and accomplish the organizational goals.  In general, US army leadership is important as it provides the Army leaders with fundamental principles that guide them in influencing and motivating followers in achieving the goals of Army organization.

 Army leadership was established to bring loyalty to the nation and provide leaders with core leadership competencies through education and training (ADRP 6-22).  The leadership principles were rooted from the nation's democratic foundations which state the value, doctrines, and standards of competence that should guide the Army.  The U.S constitution established the roles that the government should play such as defending the nation by forming and funding the Army.  Since the armed forces are given the role of defending the nation, the Constitution supports the government in giving the soldiers and civilian the power to defend the nation and maintain peace (ADRP 6-22).  In leadership, the leaders establish command and responsibility that the commander should execute in controlling the military forces. The commanders are also expected to set standards and policies and enforce laws to ensure superior performance. In addition, the leader establishes the duties and responsibilities of the subordinates and provides them with education and training to help them accomplish the missions. Since the role of leaders is to provide vision and purpose to the followers, they do it through various means such as by commanding and making the decision (ADRP 6-22). Thus, leadership plays a significant role in establishing the formal authority and resources that leaders should use in leading the followers. 

 The U.S Army organization focus on establishing effective leaders who would provide purpose and vision to the followers.  For the leaders to be in a position of providing purpose and vision, they should engage in formal leadership- individuals are provided with legitimate authority to make the decision, give advice to the informal leaders and control the subordinates (ADRP 6-22).  Leaders also engage in informal leadership where they support the legitimate authority by sharing knowledge and experience as well as assuming responsibility.  This means that leadership enables both formal and informal leaders to empower subordinates and create a solid organization.  Empowering means that leaders create orders and plan that subordinates will follow, appreciates their good work and help them realize their strength, weakness and make improvements.

The role of the U.S Army is to protect the American people from threats and aggression, protect the U.S territory and offer civil support to the civil authorities.  However, the Army cannot fulfill these roles without value-based leadership and professional competence.  Thus, leaders should have positive attributes and conceptual abilities to motivate and inspire the followers and make the sound judgment.  For example, a leader must understand the Army values such as loyalty, honor, integrity, and respect (ADRP 6-22). A leader should have empathy and ethos, should be physically fit, confident, and resilient and should have intellectual capacity in order to make the sound judgment.  These positive attributes and knowledge help to understand the importance of U.S Army leadership. Since leaders possess these critical elements, they have the ability to influence and through influence, the followers take their duties and responsibility in the agile and adaptive manner thereby fulfilling the mission (ADRP 6-22).  In other words, these skills allow the leader to provide guidance, motivate followers, and initiate action, delegate responsibilities and build morale.

In addition to positive attributes, leaders should have core competencies for them to lead the followers effectively and convey expectations.  Leaders gain the competencies through institutional schooling and professional experience.  Competencies can also be developed especially when leaders enter into the organizational and strategic position. the core competencies include; lead- leaders should have the ability to influence followers with limited formal authority, build trust, act as a  role model and guide on how things should be done.  Second, leaders should develop- this means that they should establish a positive environment, encourage improvement and maintain professional standards. By so doing, they will have the ability to develop others, guide, provide resources, and place followers in the best position.  Last, leaders should achieve this means that leaders should empower followers, delegate task effectively and have the adaptability in order to assist followers in achieving the goals (ADRP 6-22).  Thus, leadership in U.S Army play a significant role in helping the soldiers accomplish the mission.  In addition, leadership is important as it strengthens the leader-subordinate relationship, fosters trust and commitment,   helps the followers solve the problem, provides education and brings change, understand the followers' failure and minimizes risk.

U.S Army leadership is important since Army leaders show a lifelong effort not only in acting as role models but also in disciplining the followers to adhere to the values and standards and empowering them to accomplish the mission (ADRP 6-22).  Note that the followers or the Armies cannot work efficiently without having role models. In other words, Army leaders should first work hard to accomplish the mission and show a lot of dedication and commitment so that the Army can accost their mission.  Despite the fact that leaders have the authority to control the subordinates, there should be interaction and teamwork.  For example, soldiers and civilians play the role of supporting and defending the nation from foreign attack. Thus, Army leaders should provide landpower to the Army for them to accomplish the mission.  In other words, the Army leaders and the Army should work as a team, focus on common goals and follow a common value system for them to accomplish their mission (ADRP 6-22).  These roles, responsibilities, and interaction explain the importance of leadership. Through leadership, leaders are committed, provide landpower and work as a team with the Army. In other words, without leadership, the Army cannot work efficiently due to lack of influence, control, guidance, motivation, and empowerment.

 Conclusion

The U.S Army leadership is important as it provides the concepts of leadership that leaders should learn and apply in the Army department in order to help the Army accomplish the mission.  Leaders learn fundamental principles that guide them toward influencing, directing and communicating purpose to the Army. Since the primary role of the leaders is to lead, the U.S Army has strategic leaders who guide the men and women in the Army department and assists them in solving the challenges that they come across.  Leadership is important since leaders lead by example, delegates the task and empowers the followers to achieve their missions.  In addition, leadership fosters interaction and teamwork where the leader and subordinates share understanding and strive to achieve common goals.

Reference

ADRP 6-22 ARMY LEADERSHIP

Leadership

The major characters in the case are Gerry Gladstone, Allied Machinery Company’s board and employees. Gerry was offered the leadership role at the company as its president and was banking on his previous success as general manager at Machinery Division to effectively enable Allied Machinery to increase its performance in terms of sales.  Things did not work out well as the firm was unable to considerably increase its sales in the industry. Gerry only found out too late that he was working in a different environment in which the democratic leadership style he adopted at Machinery Division could not apply for the new position. The managers in the new firm lacked initiative and capabilities like his previous subordinates. 

Problems

Gerry was unable to turn around the poor performance of Allied Machinery Company in terms of sales increment as desired by the board. The environment at the company did not allow for adoption of democratic leadership since the managers did not have initiative or capabilities so that had to be directed in their roles and their leader had to closely supervise them.   Having a participative style of leadership where the work would be delegated to managers proved to be hard for Gerry.  The basic problem is that the organization lacked the effective support systems including basic organizational procedures such as order processing, inventory control and information system which made it impossible for achieve results that he had obtained in past managerial posts. There hard to be follow-up and guidance from the leader for the employees to perform their assigned duties. Unavailability of dependable control systems and standard procedures was part of the problems. Gerry did not find out such shortcomings until it was too late.

Solutions

For the organization to improve its performance in term of sales, there is a need to establish an environment that encourages personal initiative and capabilities so that all the executives and employees can be part of decision making process. Implementation of organizational support systems including standard procedures and effective control systems will ensure that employees do not have to be supervised to perform their tasks in the right way. Systems aimed at inventory control will enable each manager to follow through sales performance without follow –up from the leader. Information systems will ensure that a communication process is established through which information can be shares regarding emerging issues, ideas are shared and solution found within teamwork from every level of management.

Root problem

The origin of problems in the case is the conclusion that democratic or participative leadership style is the best in Allied Machinery Company environment.  Gerry assumed that he had all the necessary experience and knowledge in running a company, given that he had risen through ranks in previous positions to exemplary performance.  The democratic leadership does not apply in all circumstances.  In some instances, where employees are not capable or willing to participate, lack of direction from the leaders will not yield the desired results.

Solution to root of the problem

The leadership role for the organization has to encourage participation of employees in decision making while at the same time offering direction in operations. Participation involves making decisions while direction is related to execution of decisions that have been made (Muczyk & Reimann, 1987). The environment has to allow employees to be initiative and develop capabilities to come up with ideas. The democratic leadership style will only succeed if followers can and are willing to actively take part in the process of decision making (Muczyk & Reimann, 1987).  The leader will have to learn the environment and use his discretion in guiding and directing the organization towards the desired results.

Reference

Muczyk, J. P., & Reimann, B. C. (1987). The case for directive leadership. The Academy of Management Executive, 1(4), 301-311.

Globalization and Justice

Introduction

Globalization the contrivance of consistent integration of different economies across the globe which is rapidly spreading. Supported by the rampant advancement of technology, trade liberalization and rising importance of economic growth, globalization has exposed nations to competition that is higher than ever in the past. Globalization mainly incorporates the prevalence of social, economic, legal and cultural perspectives across every region in the globe. Besides, it enables intense levels of consistency among different location due to the current prevalence. In this, context globalization has been achieved because of the increased integration of countries via growth investment, trade, and capital flow. Globalization has enhanced almost every aspect of human life and society. The intensity of globalization has not only spread its impacts on the economic sector but also within the social and justice settings. Globalization is an essential occurrence in the human history which is not only connected to economic matters but also creates opportunities for human mind and legal systems expansion. Arguably, globalization has existed throughout history but has become more rampant in the recent and is the source of the spread of democracy. The ability to quickly access information in the technology era has resulted in increased awareness of justice. Justice, particularly in the prosperous democracies, is supported by an intellectual movement that pressures the law developers to enact policies. Concerning globalization, it is evident that it has brought humans to the happenings across the globe and it cannot be denied that globalization has brought about profound implication about justice delivery, socially and legally.

Justice refers to the legal or logical framework by which objectivity is applied. Globalization and justice are directly connected since globalization entails a process through higher levels of interactions, integrations, and interdependencies among global societies. Thus, justice is not restricted to the legal description as it contributes to different sets of the society such as legal, economic and social aspects[1]. However, adequate justice is only present in the developed countries while the less developed ones do not benefit enough. It is undeniable that globalization augments typically efficiency and economic development and enlarges societal and personal interactions leading to stability. Nevertheless, globalization has induced discontent due to claimed injustices both within the criminal and social sectors. The connection amid globalization and injustice thus merits focus in the quest of determining whether the claims of discontent are available and the effects of globalization on each.

Ethically globalization is accountable for the rapid economic growth and stability across the globe. Globalization has created extraordinary working opportunities as well as fostered efficiency and economic development via the integrated global markets. There has been increased reduction of market exchange barriers which makes globalization a benefit rather than a concern. Economic and social stability is not a source of worry, but social and legal injustices are. The international trade theory asserts that globalization has negatively affected justice through trade liberalization[2]. Despite the fact that the modern society is more improved as a result of free trade there are those that gain while others are subjected to losses. In the developed or wealthy countries, the less skilled workers have lost from globalization. In that employers are now sourcing the most skilled laborers from the international market leading to the expansion of the income gap. Globalization has led to the widening of the gap amid the wealthy and poor since they have more working opportunities due their exposure.

While unarguably globalization has had the significant implication of socio-economic growth, its contribution to justice development is far from achieving satisfaction. Justice entails being fair and objective to every individual who demands political willingness. In most of the developing nations that embrace democracy, corruption has become widely accepted in the quest of fitting within the globalization demands. Another problem lies in the treatment subjected to immigrant labors[3]. Even with the existence of authoritative labor laws that seek to ensure that employee’s rights are guarded, immigrants continue to be mistreated, and most of them work under an undesirable condition which clearly illustrates the current injustice. Even though the ability to investigate and establish any human rights infringement has increased in the recent, it is rather apparent that more and more people have emerged as losers in the globalization game.

The most common philosophical notion is that individual’s morals and laws have generally failed to adopt the same speed as the ongoing economic growth as well as technological changes. The outcome is then probable to be a massive focus of wealth as well as authority, and this is not a justified restriction. In other words, there are likely threats to justice as fairness is getting lost slowly as nations are focusing on increasing their wealth in general thus neglecting the need for equality to the most unstable societies. Globalization is the state where the effects of the hastening and individuals necessity for technology advances continuously eliminate any existing restriction about resources and time. In the creation of wellness for the respective nations, it is encouraged legally for the participants to uphold impartiality. In this context, justice is achieved through the realization of coordination and collaborative operations while taking account of sustainability. Injustice is experienced due to the lack of fairness when formulating rules and principles.  Fairness in the development of laws that govern all the existing interest can only be achieved in the instance where there is zero interests conflict thus increasing the ability to expect all potentials for higher changes rapidly and accurately[4]. Justice in the globalized era rather than before has become a rare thing because of the absence of mutual collaboration as most of the participants mainly the developed nations are in search of perfection.

It is through globalization that the rate of poverty, in general, has been reduced through global integration and free trade. The achievement has been desirable in bringing about economic and social justice mostly to the developing nations. However, those asserting on the undesirable implication of globalization of justice hold that the system is biased and thus necessitates a complete refurbishment to ensure that it becomes more accommodating to the developing nations. Besides globalization is not sustainable since the current use of the existing resources exceeds the environmental ability to generate more. Environment sustainability is only achievable in the case where their rate of using the resources is minimized[5]. The distribution of resources is not justified as the rate of resources use is high which contributes to high levels of pollution for the developing economies to enlarge theirs. It is clear that whereas the developed countries are developing rampantly because of globalization, the developing nations are far behind in freeing themselves from the poverty oppression.

With the presence of high inequality, the impoverished populace fails to acquire a share of their revenue from the global trade. The notion is that globalization only adds wealth to the rich while it fails to ensure that the poverty level of the rest is uprooted[6]. Globalization is partially responsible for the growing inequality gap across the world. While the globalization force is accounted as particularly authoritative for the decrease in poverty most nations mainly, the rising ones have been left far behind[7]. The segregation which entails to socioeconomic injustice is driven by the dominance of weak guidelines and governance within the non-integrated countries, taxation and additional barriers such as weak economies that limits individual’s abilities to gain access to the developed market.

The effect of globalization on justice is profound. Globalization has connected nation’s justice system with the rest of the nation’s criminal justice. Law enforcers can currently access an individual’s information instantly. In the past, there were no reliable databases to show the individual’s criminal records[8]. It means that criminals have lost their ability to escape from their felony. Due to the need to increase fairness within the democratic nations, the systems can borrow from each other and implement the criminal justice aspects that appear to be more practical and useful. Through globalization, the criminal justice system has become more flexible and efficient in dealing with criminal issues. Ethics has also been upheld through the increased ability to prevent the violation of individual’s rights[9]. The improvement is evident based on the collaboration of nations in fighting criminal justice while guarding individual’s freedoms such as the presence of the international criminal court.

Globalization is a critical element in today’s arguments and questions about fairness. In actual sense, political theory, as well as applied ethics discussion subjects, have to take into consideration the current globalization issue[10]. With the expansion of global economic and political actions and the inclusion of the entire world into one worldwide financial structure, the questions of how to uphold the rule of law, implementation of human rights, inequality and poverty eradication have become central to all these discussions. As it stands, it is evident that global society is currently at a place that is characterized by profound social injustices[11].

Globalization has become one of the significant challenges for most professions which are involved in dealing with sick, economically as well as politically isolated social groups. Due to the ever-increasing variances, profound alterations in the lives of societies and the entire realm are facing a substantial challenge in assisting the economically and politically isolated social groups. Although there are arguments on economic growth and social justice, it is without a doubt that global forces affect social justice, in terms of education, practices, workers and service provision[12]. Globalization has changed all areas of human life and has also influenced many social organizations to a greater level. It therefore operates in both an uneven and unequal degree. It has further divided the world into classes of capitalists and the poor.

Conversely, only a smaller global populace has access to maximize capitals while the majority of the citizens are trapped within the malicious circle of scarceness. The basic pattern of the social fairness in our society has conversely changed with the emergence of economic growth.  Social justice as a philosophy therefore, inhabits a fundamental role in determining the social life of millions of marginalized and oppressed social groups globally[13]. Nonetheless, this institution of social justice which flourished globally in the course of the mixed economy and country’s welfare, seems to be declining in the economic growth era. Social fairness has slowly lost meaning in the age of globalization. This has been evidenced by the negative development in societal work brought about by globalization.

To start with, globalization has led to commodification of welfare benefaction. The idea of market economy in globalization considers individuals as commodities which are used in manufacturing system. The theory of survival for the fittest by Charles Darwin has dominated the idea of economic growth. The government institution has on the other hand, assured societal well-being and communal fairness to the marginalized people. Nevertheless, globalization has reduced the role of the government significantly.  However, it is quite essential to comprehend that democracy cannot exist without social justice[14]. Regrettably, new fiscal policy as well as globalization is depriving the social race of their welfare. Man is treated as a commodity and a man has to compete for them to survive. Conversely, in the implementation of these financial reform policies, “social security net” such as equal job opportunities, learning, healthcare, and resources were not provided for by the states. Governments paid just slight attention to these significant human problems in globalization[15].

Moreover, priority has been given on market mechanisms as well as trade and industry development at the expense of social growth to respond to poverty, marginalization of social groups and disparity. Most nations have invested so much into globalizing activities as it is used as a means of opening profitable doors to the multinationals. However, it is for the fact that the coming of multinationals has its challenges and it is for a fact that they are interested in exploiting their profits by utilizing the private resources[16]. These multinationals are not concerned about people’s welfare, including their environment, infrastructural expansion or even societal justice provision. In many states today, there has been a significant redistribution of wealth where the rich continue to get rich by the day. The middle-class professions have hugely experienced the consequences of wealth redistribution, and it is not considered in the global view on social rights[17].

The way leading to fiscal progression through economic growth encompasses the tussles to achieve fairness and accessibility. When there is inaccessibility and unfairness within the society, social injustices becomes inevitable. Moderation in most of the societal practices, learning, authority and job opportunities, is vital for upholding social stability contained by states as they adjust to global competition[18]. Fair access to all of these products and facilities for the public along with the ability to pay for all of these commodities in means that do not jeopardize the welfare of societies, is at the center of this economic growth storm.

The current global fiscal shifts have had great impacts on the working class people across all nations. Globalization has resulted to a decline in job opportunities in all forms of industrial production mostly in America. Nevertheless, there has been numerous job opportunities in the unindustrialized states but they have not led to improved living conditions for the employees. Over the years, benefits of globalization has spread all over poorer nations. However, just like any other nation, distribution of wages will continue to endure inequality since societies have varying capabilities and motivation[19]. The current international financial and radical order is characterized by unfairness. This involves poverty in certain regions and affluence in the other regions. It also encompasses unequal supremacy associations. This order is to a great extent the outcome of colonialism which most colonies are still involved in. many decades after these colonies independence, most of the suppliers of raw materials and basic industrial commodities for global markets are dominated by worldwide elites[20]. Nevertheless, poor social groups in unindustrialized nations are debarred from international markets following restrictions caused by their geographical location[21]. On the contrary, higher income societies often inspire self-improvement while the low-income societies are ruled by a domineering ruler who may not wish to give power to the poor people since allowing them to become economically stable would threaten their ruling.  Therefore, individuals from poorer nations, are excluded from all benefits that comes along with economic growth.

Globalization brings about the rule of law and allows the nation to experience the advantage of accessing the markets. Unfortunately, lacking this rule of law to protect rights of the marginalized social groups, the weak are unable to protect their possessions from appropriation by the powerful in the public. Including the marginalized social groups in globalization will, therefore, be of the essence in delivering societal fairness as equal opportunities, access to global markets and the statute of law will be provided to them. Therefore, the disadvantaged in developing states will perceive globalization as an advancement of public uprightness[22].

Conclusion

To sum it up, globalization as a progression has brought about so many affirmative benefits and improvement in cost-effective, industrial and in science fields. However, as evidenced in the above discussion, it is evident that economic growth has its negative side as it has brought about some undesirable consequences such as inequality and inaccessibility hence hindering social and criminal justice delivery. Also, globalization has evoked discontent due to the claimed social injustice. It has been viewed as undesirable within the public justice concept since it acts as a constraint on redistribution by the state. It is however not only blamed for being just a hindrance to justice in general due to limitations imposed by the federal government but also as being the sole reason for inequality due to unjust earnings distribution in the markets. The operational role of our legal system has also been largely influenced and re-shaped by the socio-economic elements of economic growth. The argument in this paper, therefore, has proven that globalization has resulted in growth. However, this has not come with the general improvement injustice but with costs about internal equality, and also human rights. It is true that the global economy is doing great, but the reality is that societies in this globalization era are not doing quite great. Global inequality and unfairness are therefore rising relentlessly. It is for this reason that it is concluded that globalization is one of the main contributing factors to injustices in our societies. 

References

Agartan, Kaan. "Globalization and the question of social justice." Sociology Compass 8, no. 6 (2014): 903-915.

Armstrong, Chris. Global distributive justice: an introduction. Cambridge University Press, 2012.

Bassiouni, M. Cherif, ed. Globalization and its impact on the future of human rights and international criminal justice. Cambridge, UK: Intersentia, 2015.

Collste, Göran. "Economic globalization and global justice." Sustainable Development and Global Ethics (2007): 111-126.

Collste, Göran. "Globalization and Global Justice: A Thematic Introduction." De Ethica 3, no. 1 (2016): 5-17.

Hassoun, Nicole. "Globalization, Global Justice, and Global Health Impact." Public Affairs Quarterly 28, no. 3 (2014): 231-258.

Kauder, Björn, and Niklas Potrafke. "Globalization and Social Justice in OECD Countries." (2015).

Kercher, Kim. "Corporate Social Responsibility: Impact of globalization and international business." (2007).

Mandle, Jon. "Globalization and justice." The Annals of the American Academy of Political and Social Science 570, no. 1 (2000): 126-139.

Midgley, James. "Perspectives on globalization, social justice and welfare." J. Soc. & Soc. Welfare 34 (2007): 17.

Midgley, James. "Perspectives on Globalization, Social Justice, and Welfare." Journal of Sociology & Social Welfare 34, no. 2 (2007): 17.

Nelken, David. "Introduction: Comparative criminal justice and the challenge of globalisation." In Comparative Criminal Justice and Globalization, pp. 11-18. Routledge, 2016.

Powell, Jason L. "Governing globalization, and justice." International Letters of Social and Humanistic Sciences 48 (2015): 52-64.

Rothe, Dawn L., and David O. Friedrichs. "Crimes of globalization: New directions in critical criminology." Londres, Royaume-Uni: Routledge (2015).

Silbey, Susan S. "“Let them eat cake”: Globalization, postmodern colonialism, and the possibilities of justice." In Ethnography and Law, pp. 65-93. Routledge, 2017.

Steger, Manfred B. Globalization: A very short introduction. Vol. 86. Oxford University Press, 2017.

[1] Midgley, James. "Perspectives on globalization, social justice and welfare." J. Soc. & Soc. Welfare 34 (2007): 17.

[2] Mandle, Jon. "Globalization and justice." The Annals of the American Academy of Political and Social Science 570, no. 1 (2000): 126-139.

[3] Hassoun, Nicole. "Globalization, Global Justice, and Global Health Impact." Public Affairs Quarterly 28, no. 3 (2014): 231-258.

[4] Nelken, David. "Introduction: Comparative criminal justice and the challenge of globalisation." In Comparative Criminal Justice and Globalization, pp. 11-18. Routledge, 2016.

[5] Rothe, Dawn L., and David O. Friedrichs. "Crimes of globalization: New directions in critical criminology." Londres, Royaume-Uni: Routledge (2015).

[6] Steger, Manfred B. Globalization: A very short introduction. Vol. 86. Oxford University Press, 2017.

[7] Hassoun, Nicole. "Globalization, Global Justice, and Global Health Impact." Public Affairs Quarterly 28, no. 3 (2014): 231-258.

[8] Mandle, Jon. "Globalization and justice." The Annals of the American Academy of Political and Social Science 570, no. 1 (2000): 126-139.

[9] Silbey, Susan S. "“Let them eat cake”: Globalization, postmodern colonialism, and the possibilities of justice." In Ethnography and Law, pp. 65-93. Routledge, 2017.

[10] James, Midgley. "Perspectives on Globalization, Social Justice, and Welfare." Journal of Sociology & Social Welfare 34, no. 2 (2007): 17.

[11] Björn, Kauder, and Potrafke, Niklas. "Globalization and Social Justice in OECD Countries." (2015).

[12] Göran, Collste. "Economic globalization and global justice." Sustainable Development and Global Ethics (2007): 111-126.

[13] Kaan, Agartan. "Globalization and the question of social justice." Sociology Compass 8, no. 6 (2014): 903-915.

[14] James, Midgley. "Perspectives on Globalization, Social Justice, and Welfare." Journal of Sociology & Social Welfare 34, no. 2 (2007): 17.

[15] Kim, Kercher. "Corporate Social Responsibility: Impact of globalization and international business." (2007).

[16] Kaan, Agartan. "Globalization and the question of social justice." Sociology Compass 8, no. 6 (2014): 903-915.

[17] Göran Collste. "Globalization and Global Justice: A Thematic Introduction." De Ethica 3, no. 1 (2016): 5-17.

[18] James, Midgley. "Perspectives on Globalization, Social Justice, and Welfare." Journal of Sociology & Social Welfare 34, no. 2 (2007): 17.

[19] Björn, Kauder, and Potrafke, Niklas. "Globalization and Social Justice in OECD Countries." (2015).

[20] Chris, Armstrong. Global distributive justice: an introduction. Cambridge University Press, 2012.

[21] Kaan, Agartan. "Globalization and the question of social justice." Sociology Compass 8, no. 6 (2014): 903-915.

[22] L, Powell, Jason. "Governing globalization, and justice." International Letters of Social and Humanistic Sciences 48 (2015): 52-64.

Time scheduling in project management

Introduction

Project delay refers to incidents that lead to an extension in time needed for the part or all of a give project to be completed. It involves a time overrun, before the date of project completion as required in the contract as or further than the contract time extended, where more time has been given. The reasons for project delay include design errors, faulty management, improper procurement, complexity due to project size and slow close-out. Analysis of client’s needs help in improving the project planning since it influences project decisions. The project management software in simplifies the various stages in project management. The integration of PERT and Gantt techniques and web-based tools helps in storage and sharing of knowledge and lessons learnt in past projects for the purpose of future project.  Design variation greatly affects project scheduling since it influences all the stages of project management.

Reasons for delayed projects

Design errors is one of the main factor that leads to time overrun, since the right representation of requirements and blue print of the client  as key to the achievement of  proper technical input in the execution of the project are mapped out at this stage (De Meyer, Loch & Pich, 2002).  When the design has errors, it means that project deliverables will be insufficiently represented which in turn will lead to inappropriate techniques application in achieving the results. At the execution of the project, an attempt to correct the errors will result in delay. A change in the scope of the project, which is set at the first stage, can lead to delay in the project completion.  Al the plans, schedule, estimation, the set base or quality lines at the initial stage will have to be reviewed including having a new time schedule and budget.  If the change is due to poor management, it can result in dispute that may require more time to arbitrate or litigate for what the parties involved believe they are entitled to (De Meyer, Loch & Pich, 2002).

Another reason for delay is inadequate or wrong procurement and faulty management system for the contract. Since the contract highlights the business related terms of the project, lack of highlighting the whole project scenario can bring about dispute (Mydin et al. 2014). This may lead to various arbitrations or negotiations due to change in work orders and need for a revised contractual agreement with new scheduling. This will lead to more delay in the completion of the project.  Project complexity can also contribute to time overrun. Complexity due to project size, relates to rather long time for implementation and this may require long negotiation chains that bring about delays. If enough required care is not observed, there is a possibility of omitting some aspect of the plan or estimation could be necessary which in turn call for change in orders (Pich, Loch & Meyer, 2002).  This results in delay. Another factor leading to project delay can be seen at the execution phase of a project. In a multi-project environment, a slow closeout can drag different handover activities due to issues such as unsolved disputes related procurement, client acceptance and contacts (Pich, Loch & Meyer, 2002).  Slow acceptance by client or failure to close the related work order can result in unanticipated delays.

Importance of client’s needs assessment

Project planning involves decision making so that the client’s needs and objectives can be reached.  During the project planning it is important to analyze the needs so that the various decisions made in the process can be justified. The improved decision making will particularly help in defining the goals of the project and emphasizing on the need for the project to meet the needs of the project.  In the planning of the project, needs assessment helps the management to be proactive in identification of the aspects that defines the needs, prioritization of the client’s requirements, a criteria for performance that will help in assessing the possible interventions and the information required in justifying the selection of  some activities so as to enhance performance (Watkins, Meiers  & Visser, 2012).Needs analysis can help project managers to identify various difficulties that may be encountered in the development and implementation of the project. They include issues that may results to delayed completion of the project and finding ways of solving them.  Needs analysis provides a platform for understanding the client needs and how the execution of the project will observe the standard practice. In the planning stage, the needs will be necessary in focusing the project towards the specific set goals that have been set.   An important aspect in project planning includes creation of specifications and other documents like blueprint and framework documents. They are important in helping the clients to create their realistic specifications and the alignment of such specifications to existing standards (Watkins, Meiers  & Visser, 2012).

Use of project management software

Initiation phase

At this phase of project life cycle, project management software enhances the measurement of the project’s value. This will help in the justifying why the project is needed and including any estimate of the expected financial benefits.  The tool can also help in evaluating the goal of the project, the set timeline and the associated cost to assess whether the execution of the project is feasible.  After this, the project requirements can be balanced with the available resources and thus, determine whether the project make financial sense (Kerzner & Kerzner, 2017).

Project planning

The project management software is also important in the project planning stage. Once the managers have been given the green light, they can use the software in developing a plan that will be a guide to the team. This means that the project team can be kept on time and within the set budget. The software can help in producing a properly written plan which provides guidance to the team in obtaining resources, and in the acquisition of fiancés and procurement of the needed materials.  The team is offered a direction for quality outputs, risk management and communicating the related benefits to relevant parties (Kerzner & Kerzner, 2017).

Project execution/implementation

At this stage, the software is required to assist in the implementation process, which involves building deliverables so as to meet the client needs.  The leaders of the team can use the software in allocation of resources, and ensuring that the team does not deviate from the assigned tasks. The software can ensure that the execution phase aligned with the plan if it has set criteria that determines the limits (Kerzner & Kerzner, 2017).

Project control and monitoring

The software can help project team to link the execution activities with the monitoring and control since the two occur concurrently. This will allow the team to monitor progress as the execution is going on. Using the software the team can monitor various tasks to avert deviation from scope, calculate the major performance indicators and also observe variations from the time and cost that have been set.  This will help maintain constant vigilance and ensuring that the deliverables are in line with specifications (Kerzner & Kerzner, 2017). 

Project closure

The software can store information that will help the project team in the evaluation and documenting the entire project. The information may contain various successes and errors that have been encountered, which will help improving future projects (Kerzner & Kerzner, 2017).

Techniques and tools for future projects

Two techniques that managers can use to ensure the knowledge and lessons learnt in previous projects are shared include Program Evaluation Review Technique and Gant Chart. The PERT computer program can be improved with the capability of storage and sharing capability through a network , so that the information stored in the past project can be derived and used as reference in future project management. Using this technique, the past data on time and cost can be replaced with actual values of future projects so that the new situation is reflected.  Gantt charts can be integrated with web-based systems to offer graphical information that can indicate possible failure points or timeline slippage. There various tools that allows saving and storage of information that can be retrieved or shared by project managers in future. Tools such as Twproject, Ravetree and Celoxis are web-based and allow all the information collected in a given project to be stored and saved especially for the purpose of reporting (Frontrunners, 2018). The data can be used to show possible variations in future project management.

Challenge in project scheduling

 The biggest problem to product scheduling is design variations which can greatly affects the completion of the project. The variation mostly has the ability to impede on the performance of a give project can easily lead to delay.  Variation in design means that the project managers have to start planning all over again so that changes in specifications can be included. Where the project had already started, design variations may require reworking or demolishing of the structure if the adjustments are not possible. This can lead to rescheduling and delay in the entire project.

Conclusion

 The various causes of project delay involve the changes in design and client specifications. The use of project management software can help in dealing with delays especially due to design variations by learning from past solutions to such challenges.

References

Watkins, R., Meiers, M. W., & Visser, Y. (2012). A guide to assessing needs: Essential tools for collecting information, making decisions, and achieving development results. World Bank Publications.

Mydin, M. O., Sani, N. M., Taib, M., & Alias, N. M. (2014). Imperative causes of delays in construction projects from developers’ outlook. In MATEC Web Of Conferences (Vol. 10, p. 06005). EDP Sciences.

Ma, Y. F. T., Olifent, A., & Zuo, J. (2010). Towards the minimization of variations in design and build projects.

De Meyer, A., Loch, C. H., & Pich, M. T. (2002). Managing project uncertainty: from variation to chaos. MIT Sloan Management Review, 43(2), 60.

Pich, M. T., Loch, C. H., & Meyer, A. D. (2002). On uncertainty, ambiguity, and complexity in project management. Management science, 48(8), 1008-1023.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Frontrunners, (2018). Project management software

1

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. A highly cohesive team is more dynamic and works effectively together toward the objectives of the team (Wheelan, 2016).

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. Therefore, a team with good communication skills is more likely to be more effective and dynamic than a team with no effective communication (Wheelan, 2016).

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 (Wheelan, 2016).

2

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. 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 (Levi,2011).

3

Generally, humans are social beings. Team skills and dynamics cut across the board, from social personal life to professional field. To be able to interact and network with other people needs decorum, respect courtesy and good communication.

References

Wheelan, S. A. (2016). Creating effective teams: A guide for members and leaders.Los Angeles: SAGE.

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

 Performance Management System

             Performance management system is a continuous process where managers and workers join efforts to ensure a company’s success by planning, observing and reviewing a worker’s goals and objectives. This helps to track the performance of an employee, department and the overall organization thus improving their effectiveness. Rewarding the staffs’ exceptional performance increases their motivation to work better. PMS also helps to empower managers and hold them accountable for managing their staffs. This paper studies the presentation of performance management system by the Human resource manager for Non-governmental organization’s Finance Assistant including the organizational strategy, system, implementation factors and the factors to consider for employees development.

Organizational strategies.

 The main goal of performance management is to help organizations goals achievement. These goals help to develop the company’s vision and mission. If effectively utilized, the performance goals join hands with the organization purpose thus promoting success. The purpose of the Non-governmental organization is to promote a specific cause including awareness, knowledge and acceptance by activist events. The NGO’s mission is to facilitate development of a community that is effective enough to influence the United Nation’s activities worldwide (Bourne, 2000). The organization’s vision is to provide support all communities globally which are committed to United Nations decision-making process focused on making the world a better place with economic stability and social justice.

System

Performance management system includes three steps:

NB/The below terms of reference will assist in explanation of the three phase of performance management (Finance Assistant (cashier) in an NGO setting

                        Terms of reference

1. Posting accounting transactions (accounts payable) in SAP accounting system.
2. Review of travel claims and imprest accounts and verify authenticity of the supporting documents provided.
3. Timely dispatch of monthly accounts for the organization to Headquarters.
4. Ensure the office have some money for small items needed for the organization. Also control authorization and documentation in the company.
5. Create down payment request to vendors in the SAP system and ensure the request is supported by the relevant documentations and properly followed up for clearance.
6. Regularly review vendor accounts and items for ageing records and ensure outstanding amounts are cleared as per the financial Management rules and regulations.
7. Perform the organization’s bank reconciliations.

Initial Stage

        This is a stage that involves both the employee and the supervisor, it helps in development of a working plan that contains the objectives to be achieved, results expected from employee and the measures used for assessment of performance.

        An employee must identify three or four areas of key performance (objectives) within a year that will act as a measure to his or her performance which is either evaluated as satisfactory or un- satisfactory, this is determined by the employee’s terms of reference or the job description (Amaratunga & Baldry, 2002).

All set objectives must be SMART meaning; Specific, Measurable, Achievable, Realistic, and Timely. The work plan is always approved by the supervisor

1. Ensure timely payment and review of vendor accounts by timely confirmation of vendor’s bank details and posting accurate transactions to the SAP system upon a day of receipt of the accounts payable documents.

Indicators /measures

• Early identification of errors
• Reduce payments back loads.
• Reduce complaints from the vendors on late payments.
• To provide evidence in respect of existence, ownership, and accuracy (Bank confirmation)

2. To ensure timely dispatch of monthly accounts for the organization to Headquarters by the first week of the month.

Indicators /measures

• Assist in meeting the timelines for accounts closure in the head quarter.
• Early identification of errors

3. To review the imprest system within a month of travel claims in order to determine the company’s ability to support the travel and to verify the travel documents provided.

Indicators /measures

• Reduce posting errors& errors related to payments
• Enhance efficiency and effectiveness hence reducing audit queries.
• Timely payment of travel expense claims and charge to projects

4. Ensure the office have some money for small items needed for the organization. Also,

control authorization and documentation in the company.

Indicators

• Adequate financing in the cash office.
• Identify errors and correct them before month end closure.
• To ensure completeness and existence i.e. that there is no unrecorded cash

Middle-point review

        This stage entails monitoring of employee for the PMS to be effective. Monitoring does not mean watching every step of the employee by the manager but the results achieved, the employee’s behavior, and the factors affecting their working environment. During this stage, the HR and employee set meetings to: First, Evaluate the factors affecting the employee’s performance. This helps to improve the working conditions of workers (Bourne, et al, 2000). Second, share the feedback on the goal achievement progress. The manager should include the positive feedback to motivate the employee. Positive feedback involves letting the employee know their achievements in relation to the evaluation objectives. The manager’s feedback should also be honest in order to give the employee a room for improvement before their mistakes escalate.  Third, to evaluate the changes that may have occurred in the organization’s objectives and need to be added to the work plan. Finally, to helps the Human Resource manager to determine the extra support that he or she needs to offer to the employee.

End of cycle evaluation

        At this stage, the manager reviews the performance of the employee throughout the year. Self-evaluation is important for performance appraisal thus the managers gives the assessment form to the Finance Officer. This is to help the officer to evaluate his or her overall performance before meeting with the manager for the appraisal meeting. The manager should review their assessment form thoroughly before assessing the employee. The following should be covered during the Manager and employee’s meeting:

Give a brief summary of the accomplished objectives as compared to the previous assessment year’s objectives. Including the major achievements, the outcomes and challenges faced for the attainment of each objective.

• Identify the problems faced throughout the performance year and evaluate areas for improvement.
• Identify and evaluate the barriers to achievement of objectives of the Finance Assistant.

        After evaluation, the overall performance of the Finance Officer was perfect. The organization should consider giving the cashier a salary increment and a medical cover for motivation.

        The manager need to consider some implementation factors. Implementation is the execution or practice of new ideas or plans for doing something. The HR implements the organization’s goals and objectives to the Finance Officer and ensures that the goals are achieved. There are several factors to consider during the implementation process: One factor is communication plan. The most effective plan would be all-team announcement Email (Franco et al, 2007). This is where all employees are called to a meeting one week before the launch and made to understand the program.  The manager should use this time to get the employee to buy the idea.

        In case the employee disagrees with the supervisor’s evaluation results he or she has the right to appeal. First, he or she should write to the officer of the HR ten work days from the date the manager signs the document. Secondly, a member of the HR department will conduct investigation on the supervisor and the employee and a resolution will be put forward. However, if an agreement is not reached during the investigation and the agreement signed by the parties involved, the assessment will be final and the appeal should be stopped (Evans, 2002). The assessment documents should be handed over to the HR department and should remain private. In case the employee wants to withdraw the appeal, he or she should write to the HR who will inform the other parties.

        The manager should consider some employee’s development factors. First, the managers should encourage the Finance Assistant to take his or her mistakes as a part of learning process. This encourages the employee to thrive on and learn from their mistakes (Bourne et al, 2003). Secondly, the manager should support the employee’s learning with resources. This can be achieved by budgeting for the resources annually. Finally, the manager should provide adequate time for the employee to get the necessary training for a successful employee program.

Learning Outcomes

        Some factors need to be considered when setting up pay plans. First, the organization should consider those employees who will participate. This is according to the employee’s eligibility and their capabilities. Secondly, organizations should determine the role of equity during a reward framework by gathering the employees and supervisors’ perspectives.

         An employer may use several application methods to reward employees. First, bonuses is a good a way to reward employees for a good job done. This mostly applies to sales persons to motivate them to generate more profit for the company. Organizations should be careful to ensure that they reward exceptional achievements rather than achievements in the basic functions. This helps to maintain the value of bonuses. Second application method is through profit sharing, this is where the company takes a certain percentage of its profit and disburses it amongst employees. This shows the company’s appreciation of employee’s efforts towards the achievement of profit goals (Evans, 2002). Unless well managed, profit sharing may not give enough motivation to employees as the reward is meant for anyone anyway. Another effective reward method is promotion. Employees who are exceptional and loyal to the company should be promoted to appreciate their efforts. However, the manager should be fair when implementing this method as the other employees may feel discriminated. Stock options is another effective way to reward employees. It allows employees to buy the company shares at a fixed amount for a certain period of time. Companies view stock options as an effective motivation strategy, and also, a token of appreciation to loyal employees. This method can be risky especially if the fixed price of the company’s shares is higher than that of the outside market. The shares become worthless to the employee.

        There are several team evaluation principles in PMS. First, performance standards is important during assessment. This entails the amount of effort an employee puts towards achievement of a certain goal. Second principle is unbiased evaluation. Biased evaluation is where a supervisor relies on the recent actions of the employee instead of evaluating performance for the last one year. Limited feedback is where the employee waits for a whole assessment year to give feedback to the employee instead of reminding him or her of the mistakes done for rectification. Supervisors should avoid biased evaluation in order to promote employee’s success (Amaratunga & Baldry, 2002). Thirdly, performance evaluation needs the manager and the employee to set goals which are attainable within the assessment period. These goals must follow the SMART technique to be effective to the organization. Also, communication is important during the assessment period. This helps the employer to get feedback from the employee in order to assess his or her progress and be conversant with the employee’s grievances. Finally, employees who perform well should be rewarded. This boosts their morale thus performing better in their duties.

        Performance management is necessary for any organization as it keep employees on their toes knowing that they are being monitored thus promoting success in an organization. Therefore, managers should be consistent in evaluating the employees’ feedback in order to help them improve before the final assessment review. Also, rewarding employees after a successful performance period encourages them to be more productive in a company.

References

Amaratunga, D., &Baldry, D. (2002). Moving from Performance Measurement to Performance

        Management. New York: John Wiley.

Bourne, M., Neely, A., Mills, J., & Platts, K. (2003). Implementing Performance Measurement

        System. United Kingdom: Cranfield University Press                                               

Evans, J., & Lindsay, W. (2002). The Management and Control of Quality. Cincinnati: South

        Western.

Franco-Santos, M., Kennerly, M., Micheli, P. (2007). Towards a Definition of a Business

        Performance Measurement System. United States.

                                          Report 2

Transformational and transactional leadership and their association to emotional intelligence

Abstract  

Transformational and transactional leaders are believed to have different level of emotional intelligence. There is a need to explore the qualities of each leadership styles that will enhance the understanding of how each of them relates to emotional intelligence. This paper explores literature available on the two leadership styles and their relation to emotional intelligence, an analysis of the findings and recommends further studies on how transactional leadership related contingent reward behaviors can be integrated with emotional intelligence to influence performance.

Introduction

Leadership is an essential aspect in an organization because it influences the perception of workers, their creativity and innovation and their overall performances.  Transformational leadership involves stimulating and inspiring followers to attain exceptional outcomes by attending to their needs and concerns.  Transactional leadership involves focusing on supervision roles and tasks and using rewards and punishment to influence employees’ performance. Transformational leadership is related with high emotional intelligence than transactional leadership and is better placed to take the pulse of a team, understand its present unspoken concerns and thoughts and communicate with people in ways that they can understand and embrace.

Literature review  

Transformational leaders stimulate and provide an inspiration to followers to attain amazing outcomes and focuses on the followers’ developmental needs and concerns to achieve this.  Their transformation involves changing the awareness of followers about certain issues by assisting them to have a new perspective of old problems (Naznin, 2013). By paying attention to their needs and concerns, a transformational leader is can arouse and inspire the followers to exert more efforts to attain some set goals.  Their leadership styles improve their morale and motivation which are indicated in the performance of these followers in various mechanisms.  The leader is able to have a follower relationship that is full of emotions which allows him or her to place followers at a higher degree of potential and motivation which are translated into improved performance (Odumeru & Ogbonna, 2013).  The ability of the leader to inspire can be related to inspirational motivation which appeals to followers through establishment of challenging goals and offering emotional support and an optimistic attitude to achieve these goals.  This is an exceptional trait of the leader which makes the followers to embrace a shared vision (Kumar, 2014).  

The behavioral engagement of the leader with his followers involves challenging their beliefs or assumptions, embracing creative thinking and proactive actions. That they can now take risks and intellectually participate in the share vision can be defined as intellectual stimulation, and the leader can then extend the efforts of his followers in regard to creativity and innovation (Naznin, 2013). While finding the solutions to the problems, the transformational leaders can change the negative attitudes of feelings such as helplessness or frustration to constructive attitudes or feelings, for example, a challenge (Naznin, 2013). There are four aspects that define transformational leadership:

• Idealized influence or charisma refers the extent to which a leader’s behavior is desirable, while his convictions and stands on issues make followers to identify with him or her. The leader’s values enable him to act as their role model (Odumeru & Ogbonna, 2013).
• The inspirational motivation refers to the extent to which the leader is able to put forth a vision that is inspiring and appealing to followers and remain optimistic about the set goals which provides meaning for the present tasks at hand (Odumeru & Ogbonna, 2013).
• Intellectual stimulation involves the level to which the leader is capable of challenging assumptions, encourages creativity among the people through provision of a platform for creating connection with organization, the goals and others and hence, be able to overcome any arising obstacles (Odumeru & Ogbonna, 2013).
• Individual attention refers to the leader’s level of attendance to every follower’s needs, mentors, gives respect and appreciates a person’s contribution to their team. Through this, the leader is able to enhance the needs for self-worth or fulfillment among the team members and thus, inspires the follower to better growth and achievement (Odumeru & Ogbonna, 2013).

The major focus of transactional leadership is on supervision and organization roles and the performance of group. This is a leadership style in which a leader enhances the possibility of followers’ compliance by way of rewards or punishments (Naznin, 2013). In comparison with transformational leadership, a leader who adopts the transactional approach is not focused on altering the future outcomes, but they aim at maintain things as they are (Naznin, 2013).  The focuses of these leaders is on the tasks being carried out by followers, so that once they can identify deviations and faults. This approach is normally adopted during emergencies or in situational crisis and when a project has to be done in a particular manner.  The work of this leadership on the hierarchy if needs in Maslow’s context can be observed at the fundamental points of need satisfaction (Naznin, 2013).  In this context the leaders place their focus on the lower ranks of the hierarchy.  The transactional leader may punish followers whose work is poor as much as they reward those with positive work outcomes (Odumeru & Ogbonna, 2013). Therefore, the concern for this leader is not on creativity and innovation but on the work processes.  Their major aspects of motivation to the followers involve contingent rewards or penalization.  The contingent rewards mean the extent to which leaders operations are in accordance with the emotional and economic exchange attitude with his followers. Hence, he establishes some objectives and expectations and then offer rewards to those individuals who are working towards their achievements (Odumeru & Ogbonna, 2013).  

The rewards may work as intrinsic motivators through which minimal compliance is derived from the followers. The leadership style also involves accepting structure and goals and then adopting to the established culture of a specific organization (Harms & Credé, 2010).  Their approach tends to be action-oriented and directive. Hence, they are ready to embrace the present systems and through negotiation, they achieve the organizational goals. Their thinking appears to be inside the box during problem solving. Their style is basically passive while the behavior which is majorly associated with this kind of leadership involves the establishment of reward criteria for team members and efforts to have things remain as they are (Harms & Credé, 2010).  The major factors that define this kind of leadership include management-by-exception and contingent reward, with the latter providing rewards for recognition of good performance (Naznin, 2013).   The status quo is maintained through management-by exception, whereby the leader has to intervene if followers fail to achieve the expected performance and comes up with corrective actions to ensure the performance is improved (Harms & Credé, 2010).

 By highlighting the qualities if both leadership styles, it is possible to point out the various differences that can indicate the best suited leadership approach for connecting with a group , understand their concerns and thoughts and then communicate with team members in way that are able to comprehend and embrace.  The transformational leadership is presented as being proactive, while the transactional leadership style can be said to be responsive. The transformational leadership acts better during the process of changing organizational culture through implementation of new and better ideas but the transactional leadership works best within the existing culture (Harms & Credé, 2010).

 In transformational leadership employees are able to obtain their objectives due to the imprinted higher moral values or ideals while the transactional leadership enables employees to attain their goals through giving rewards or imposing punishment for the non-performers (Harms & Credé, 2010).  The transformational leaders are able to motivate followers through encouragement where he influences them to put the interest of a team first, but transactional leaders motivate group members by attempting to appeal to their individual self-interests (Harms & Credé, 2010).  The transformational leader embraces individualized considerations where individual behaviors are influenced to show consideration and even support. However, management-by-exception involves maintaining things as they are and put emphasis on corrective actions to enhance individual performance (Harms & Credé, 2010).  For the transformational leader, intellectual stimulation promotes the creativity and innovation in finding solutions for problems.

Leadership and emotional intelligence  

Emotional intelligence can be perceived as verbal and non-verbal abilities that make it possible for an individual to induce emotions, recognize, express and understand them and then assess other people’s emotions so as shape their impulses or thinking and their actions so as to successfully cope with various environmental pressures and demands (Kumar, 2014).  The right display of emotions and recognition of emotions displayed by other people are important for effective functioning and even leadership in an organization.  Considering that the transformational leadership style is based on recognizing the needs of followers and influencing their behavior, it has largely been associated positively with emotional intelligence (Kumar, 2014).

There exists less theoretical emphasis that can guide the relationship between Emotional Intelligence and transactional leadership but suggestions have been raised that try to relate this style with emotional intelligence. This includes the idea that contingent behaviors of leaders should involve traits and abilities related with high emotional intelligence for rewards to be effective (Kumar, 2014). Since management-by-exception attitudes or behavior shows routine or reactive leadership style where empathy is not required, it is expected that there will be no link with Emotional Intelligence. It is also expected that there would be a negative relationship between a passive management-by-exception and Emotional Intelligence since people with high Emotional Intelligence are considered to be highly self-efficient and with high initiative (Brown, 2014).  In one study, there was a positive relationship between various transformational leadership aspects and contingent reward behaviors but it shows no relationship or there was negatively relationship with transactional leadership (Modassir & Singh, 2008).

There is a possibility of emotions becoming greatly intense and can at times have disruptive influence in an organization or can significantly affect the work being done. Leaders who resonate with the thoughts or concerns of the followers and who are emotionally intelligent will improve the effectiveness of workers in the workplace.  The emotional responses may be shown through the behavior and actions of both the leader and followers and through their individuals’ moods (Modassir & Singh, 2008).  This relates more with transformational leaders than transactional leaders. Transformational leaders can motivate their followers in a team so that they can achieve over and above expected performances through inspirational goals, articulation of a vision and being role models to them. In contrast, transactional leadership focuses on performance of the follower which is stimulated through rewards (Brown, 2014). An example is in a sales work environment where the major aim is to have high sales, with rewards being bonuses and commissions as incentives.  The reward and punishment behaviors have been related with a negative impact on the team members and their overall performance (Brown, 2014).

 In another study, the transformational leadership has been shown to have the ability to empower and the motivate followers. The four aspects of this leadership style including inspirational motivation, idealized influence, individualized consideration and even intellectual simulation enable the leader to impact on the outcomes of their followers (Kumar, 2014). This is because trustworthiness acts as an essential aspect in definition of a leader and followers tend to trust leaders who can relate to their thoughts, needs and concerns.  The transformational leaders can also facilitates the empowerment of cultural norms, greatly motivate their subordinates, influence them to commit to quality and thus enhance productivity (Kumar, 2014). These aspects especially individuals’ considerations in transformational leaders are associated with the ones ability to control and even manage their emotions and those of the followers.

Findings of the research

The study shows that transformational research is greatly linked to emotional intelligence than the transactional leadership. The major aspects of transformational leadership which includes inspirational motivation, idealized influence, individualized consideration and even intellectual simulation enable the leader resonate with his followers in a team. This means that a transformational leader is better placed to take the pulse of a team, relate with their unspoken concerns and thoughts and even communicate with the people in ways that they can comprehend and embrace. The transformational leader can have a great influence on his followers since his relation with them is positive.

The positive relationship enables personal connection with followers which provides an opportunity for them to influence their emotions and thus, their behavior. He is able to understand their concerns and thoughts and through effective communication, he challenges their old manner of doing things and the status quo. The leader is able to intrinsically motivate them. The personal relationship between the leader and the follower is very important if motivation and improved performance in an organization is to be achieved.  The understanding of followers’ personal needs as the basis for relating with them is an aspect that can be applied in a working environment.  Rather than adopting reward and punishment approach that is likely to illicit negative attitude, focusing on their employees personal needs will enable a leader to influence their behavior and performance by first focusing on the interest of a team before their own. The study has changed my view of leadership by improving my understanding that the best leadership style involves intrinsic rather than extrinsic motivation which relates to emotional intelligence. Transactional leadership is not associated with high emotional intelligence because motivation is mostly extrinsic.

Recommendation 

Even though contingent reward behaviors are not associated with positive results in relation to influencing the employee’s behavior, there is a need to explore how rewards and punishment can improve the performance of employees.  Further studies should also focus on how transactional leadership can be incorporated with emotional intelligence to influence employees’ behavior in an organization.

Conclusion

Both transformational and transactional leaderships use different approaches to influence followers’ behavior, but transformational leaders are greatly related with positive outcomes and emotional intelligence. Transactional leadership is better placed to take the pulse of a team, understand its present unspoken concerns and thoughts and communicate with people in ways that they can understand and embrace.

References

Kumar, S. (2014). Establishing linkages between emotional intelligence and transformational leadership. Industrial psychiatry journal, 23(1), 1.

Harms, P. D., & Credé, M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17(1), 5-17.

Brown, C. (2014). The Effects of Emotional Intelligence (EI) and Leadership Style on Sales Performance. Economic Insights-Trends & Challenges, 66(3).

Modassir, A., & Singh, T. (2008). Relationship of emotional intelligence with transformational leadership and organizational citizenship behavior. International journal of leadership studies, 4(1), 3-21.

Naznin, H. (2013). Correlation between Emotional Intelligence and Transformational Leadership Behaviour. Journal of Business and Management, 13(2), 64-67.

Odumeru, J. A., & Ogbonna, I. G. (2013). Transformational vs. transactional leadership theories: Evidence in literature. International Review of Management and Business Research, 2(2), 355.

Leadership Learning and Development

Part One

Introduction

Planning has to be an integral and fundamental part of management development process in the contemporary organizational setting. Planning is one of the primary functions of management. Planning is the process that helps an organization to achieve the set goals and also determines how to reach them measurably. Effective planning is beneficial as it helps the organization and management to efficiently adapt to changes in the identification and avoidance of operative problems. In other words, planning sets directions for all the other functions of organizational management and collaborative operations. To operate an effective and efficient management development process while adhering to the set path, planning of undeniable essence. In other words, planning refers to a set of assessments and actions designed to align and integrate the available resources and people with the aim of ensuring that subsequent success of the firm.

In the business setting today, strategic planning in management development is crucial based on the increasing failure rate of most businesses. The success of every organization depends on the effectiveness of the management. Thus, the absence of a strategic plan during the management development operation signifies failure (Bolden, 2016). A strategic plan is useful in assisting the organization to describe its goals by providing a more strategic sense of objectivity and focus. Management development refers to the whole notion that determines the manner in which the organization might assist the staffs in the event of personal and professional abilities. The process considers the needs of the employees as managers or within the aspiration of becoming managers. Every organization requires a procedure for the development of the relevant abilities of the respective managers because these professions are involved in directing and organizing operations of all the employees (Bryson, 2018). Also, the development process is essential in facilitating the ability to recruit and retain some of the most equipped managers. Some of the most critical amongst their needs include the chance to advance their individualized and professional growth in the somewhat competitive business context.

Planning is vital to the success of the management development process. The incorporation involves a strategic plan for the needed resources, goals setting, time and identification of potential employees (Slack, 2015). Some of the most used ways for management development includes MBA studies, training, seminars, and workshops and so on. However, most of the growth entails the development of the acquired skills and experiences through adequate exposure. Skills building for managers via the process of management development alternative is essential to the successful functioning of the company. In that, the power of the managers to transform the organization depends on the ability to monitor the working of other workers. Managers have the role of delegating and communicating about the company’s objectives, aims and directions to the employees. Thus, it is only those with well-developed communication skills that will perform adequately. Unarguably, management represents one of the essential force in employee’s participation, motivation and developing a productive labor force. Managers are the vital force to employee’s retention and the most cited reason for the increased turnover rate.

More so, planning is vital in assisting the organization to evaluate its management strengths and faults and implement strategies that are compatible with the company’s aims. A strategic plan works in ensuring that there is a balanced utilization of resources, technology, and workforce so that the organizational objectives can be achieved under minimal threats. Planning is also useful in determining achievable goals as related to management and strategic aims for the long run success of the company. An organization should offer teaching and development opportunities for all the current and potential managers (Bolden, 2016). It is worth noting that management depends entirely on planning since operations and decisions are only useful if a strategic plan is followed. Manager’s skills are some of the most crucial assets that an organization owns. Despite the fact that it does not appear on the balance sheet, it severely drives the growth of the company regarding profit, sales, productivity, efficacy, and effectiveness. The ability to retain managers is vital in the business world today given that it allows the organizations to operate under minimal expenses. Thus, keeping the employees needs a focus on management development to equip the staffs with adequate skills, experience and operating knowledge (Slack, 2015). Managers are responsible for creating a balance amid operations, activities and human resources thus planning plays a role in facilitating their effectiveness.

Based on Bolden (2016) management development is crucial in designing and implementation of an organization’s corporate strategy. Corporate strategy deals with vast decisions concerning the company’s focus and direction. It refers to the set of choice in an organization that establishes typically and uncovers the aims and purposes thus generating the leading policies and strategic plans for the achievement of the objectives. Also, the corporate strategy also describes the scope of business that the company should pursue alongside the financial and non-economic contributions to the respective shareholders ranging from the workers, consumers and the communities in general. Necessarily, an organization is required to account for its options, management competence, and resources for the formulation and implementation process’s success (Slack, 2015). In other words, corporate strategy entails the company’s corporate responses with the intention of meeting the set aims while chasing and guarding competitive advantage. It is the long run vision held by a company to generate corporate benefits such as competitiveness and inspire the employees to apply the most suitable actions for customer satisfaction to be achieved. Also, corporate strategy is a consistent procedure that demands constant engagement to ensure that the investors fully trust the firm with their funds thus enhancing the firm’s parity. The companies that managers to adhere to the principle of delivering high-quality customer value services without fail are the ones that consistently review their corporate approach on often basis to enhance differs areas that are likely to affect their productivity and outcome.

Strategic, operational, psychological and exigency planning models in management development have proved to be useful in the last few years across different industries. However, the strategic model is the most effective in the highly competitive setting today as it seeks to offer a strategic and competitive positioning to the business. Strategic plans are developed while considering the needs of the company and all its stakeholders including the employees, investors, and customers. The approach is complicated but more appropriate in today’s setting. Cost leadership and differentiation are the most commonly used corporate strategy in the business environment today. For either of the approaches to be effective the adequate planning and evaluation by the management is a necessity (Bryson, 2018). Management development helps the company in making the most feasible choice amid the two approaches based on the company’s needs. An unsatisfactory evaluation might affect the profitability of the organization. For example, in the instance when coast leadership is chosen, the approach involves the provision of goods and respective services at lower cost, thus focusing on competitiveness and increasing the level of sales. However, if the company mainly settles for the least cost without accounting for its operating expenses then losses will ultimately be incurred which will affect the viability of the business. Through management development, the staffs will get the necessary skills that enable the alignment of operations with the company’s goals. Thus, the strategy can be integrated with differentiation of diversification to minimize the risks. It is through management development that the employees can assess the strengths and significant weaknesses of the corporate strategy and create opportunities for the implantation of more practical approaches. In other words, MD plays a critical role in ensuring that the company settles for the most beneficial corporate approach that serves its long-run goals and efficiently meets the growing needs of the market.

Corporate culture is developed to ensure that the general value of the organization exceeds the total of the partial operations. The development of a practical corporate strategy demands a persistent concentration of value creation and attentive focus on the set priorities. Since MD deals with the setting of clear visions and motivating the employees, the responsibility will determine the effectiveness of the company’s corporate strategy (Soriano, 2012). The outcome is achieved by identifying some of the dominant needs, competencies, and resources of the company then equating them directly with strategic objectives. In that similar to corporate management strategy is a continuous process mainly based on today’s fragile competitive settings. The ability to deliver value on frequent basis to all the involve stakeholders demands for a developed and established management. It encompasses having employees who are well equipped in terms of skills and experience. The ability to deliver maximum value is the primary determinant of organizational success that best illustrates that the company has sufficiently improved its skills and adequately reevaluates all the involved strategy. Management development, therefore, acts in the selection of the most suitable approaches for the needs of the company while motivating the employees to work consistently towards the success of the method and the achievement of goals (Kumar, 2011).

Several management and development issues such as the lack of planning, poor leadership, and poor strategic focus are likely to affect the success of designing and implementing strategies (Carmichael, 2011). In that, with poor leadership, the employees and all the potential talents will go unnoticed leading to low motivation and high turnover rate. A similar situation will arise with inadequate resources since the process relies on different resources such as finances and support. Planning as an integral part of management and strategy development should not only be strategic but should also account for the needs of every party (Soriano, 2012). The process entails having a strategic focus to be competitive, productive and useful.

Learning and development is a priority for all kinds of organization in the modern setting that seeks to provide the organization with a strategic focus and competitive advantage. Learning and development cycle refers to the manner in which individuals learn based on experience. The sequence is essential in the development of skills, knowledge, and expertise among the employees (Kumar, 2011). Planning plays a critical role in setting the direction for the learning development process. The scope of learning and the necessary resources such as trainers must be determined. Further, the experience of the learners identifies the most effective approach to use through a projective assessment of the method’s effectiveness. Thus, planning is needed in determining the required resources such as cost and accounting for those that need the training.

Planning process refers to measures that are adopted by a company to formulate a meaningful budget that guides all its future operations. The process involves designing aims, tasks that will ensure that the aims are met and determining all the needed resources for the application and success of the operations (Huber, 2011). On the other hand, needs assessment refers to the strategy of collecting information to fully comprehend the environment in which a firm operates within. The approach is useful in the development of useful and obtainable strategic working plans to highlight the most viable approach for successful services delivery (Soriano, 2012). Both processes are directly related to management development since they focus on the general success of the organization. It is through the processes that the management needs are established and all the needed resources for the fulfillment of the agenda. They work to ensure that the company runs effectively under well-developed strategic measures. Leadership, finances, organizational culture and corporate culture are likely to affect the design and implementation of MD. An effective management development is the one that seek to enhance the skills of the employees to achieve the set organizational and personal professional goals. However, ineffective MD involves a process that lacks adequate planning and use of resources leading to dissatisfaction. Also if the approach fails to consider the needs of the stakeholders it is ineffective.

Conclusion

Planning is an integral and essential part of the management development process. The success of any given organization depends on the effectiveness of its management. Planning is the leading management function that works to ensure that the company follows the set guidelines and valuable strategies. Successful planning helps the company in efficiently managing its resources while developing an established and well-equipped workforce regarding skills, experience, and knowledge in running operations. Planning is essential as it sets directions for all the other functions of organizational management and collaborative activities.

References

Bolden, R. (2016). Leadership, management and organisational development. In Gower handbook of leadership and management development (pp. 143-158). Routledge.

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

Carmichael, J. (2011). Leadership and management development. Oxford: Oxford University Press.

Huber, A. J. (2011). Effective strategy implementation: Conceptualizing firms' strategy implementation capabilities and assessing their impact on firm performance. Wiesbaden: Gabler.

Kumar, R. (2011). Human resource management: Strategic analysis text and cases. New Dehli: I.K. International.

Slack, N. (2015). Operations strategy. John Wiley & Sons, Ltd.

Soriano, F. I. (2012). Conducting needs assessments: A multidisciplinary approach. Thousand Oaks: SAGE Publications, Inc.

Part Two

Introduction

Management development has emerged as an obsession for the new entities and researchers in the recent years. The business setting is highly competitive because of the rapid globalization and the dominance of well-established companies. In addition, the environment is characterized by a consistently changing surrounding in addition to increased anticipations from the consumers along technological advancement. The firms that are focused on sustaining high levels of competitive positioning to outpace their competitors should thus be prepared to abandon their conventional management standards and adopt contemporary practices that seek to provide them with a competitive positioning in the globalized industries. Management development (MD) represents one of the most effective and highly reliable strategies that are to be adopted by competitive companies to improve their productivity and increase sales and revenue gains. Both small and large companies that operate within the local or global settings are not an exception since they are all subjected to similar barriers. To be the leader in the market today, strategic management and development measures that seek to enhance the competence of the employees is the most effective approach. Thus, for the organizations to secure their future sustainability, they should give space to management development initiative that offers guaranteed value. According to Watson (2007), MD refers to a structured procedure via which the managers within the firm are involved in the development of experience, skills, and abilities. The purpose is to ensure that their functions are carried out effectively through formalized or casual learning styles. Several models exist that describes the effectiveness and the need for MD in any organization. The report will focus on a comparison Ashton’s and Ash-ridge 4F management development models noting the advantage and cons of each.

Manager’s development within a company is vital because it helps in guarding and sustaining high performance concerning their respective responsibilities for desirable achievements in the short and long run periods. Management development process in the modern corporations can be achieved in different ways such as training, monitoring, and job rotation to improve the experience and exposure of the employees (Kumar, 2011). It is worth noting that, management development is not only preserved for those that work as managers instead it also offers growth opportunities for those with the needed talent of becoming future management. The objective is to enhance their capacities and motivate them so that they can be retained in the company for organizational and personal needs. The effectiveness of the organizations is mainly determined by the level of the involved management in general. The process entails grooming the staffs to meet the general needs of the growing market demands through shaping and polishing the employee’s skills.

According to the Aston’s model, management development refers to a careful and systematic decision making the procedure that seeks to monitor the growth of managerial resources in the achievement of the set objectives and approaches (Watson, 2007). Based on the model there is three distinct set through which an organization is likely to approach the process of designing and implementing MD. First, the organization can opt for the option that demonstrates less or zero obligation to MD by the acting managers. The other options are in the instance where the managers are not sure regarding the benefits of the process and therefore act with low motivation while in the third instance the managers settled for the adoption of MD and integrated the means to their daily based happenings. The model mainly makes emphasis on the background aspects such as inspiration and goodwill among the significant stakeholders being the staffs and investors in establishing the actual state of the MD process. Its, therefore, becomes evident that Ashton utilizes the three initial perceptions of the organization’s managers about the development of leadership competence.

Evidently, the culture of an organization plays a critical factor in determining the manager’s perception towards development. A culture that basis its emphasis on skills development is likely to motivate the employees to will participate in the development process with the intention of enhancing their abilities for their career and organizational growth. Based on the notion, the respective employees understands the importance of MD not just in meeting the set goals for the organization but also for their personal development. On the other hand, a culture that places minimal to zero assertion or competence and efficiency is likely to produce a workforce that is not sufficiently motivated (Watson, 2007). It means that when the program is introduced to them, some might opt out on the ground that it is a waste of time and career opportunities while others will participate but with minimal commitment. MD is a process that demands an adequate understanding of its merits and the full responsibility of all the involved employees. Thus, if the organization does not provide a viable opportunity for the staffs to understand its provision, then it will eventually fail.

Ashton’s model makes it clear that the perception of the company towards the program will ultimately determine the outcome (Watson, 2007). The model notes that MD is the procedure through which the respective managers can learn as well as enhance their abilities, knowledge, and competence, not just with the objective of benefiting the company but also to effective management and develop career-wise. Management represents one of the organizational aspects that is continually evolving based on the continuance advancement of corporate practices and the changes that are being experienced in the market. Since MD is to a result of the theories that are being developed by researchers, it is worth stating that MD theories provides a steady framework for the assessment and adequate comprehension of modeling with regard to the leadership and learning processes within the corporate setting (Karami, 2016). Management is the process that involves overseeing the work of other workers as well as delegating. In other words, it is a form of leadership that is dependent on the individual’s respective skills.

According to Carmichael, (2011) the contemporary setting is one that has undeniable complexities courtesy of the advancing technology and globalization. There are some firms that are particularly focused on strategic and competitive positioning particularly those that operate within the very competitive settings. However, those that operate in the industries that are characterized by less competition are reluctant. Thus, Ashton’s model is beneficial given that it is not just a contextual model but also focuses on the practical applicability. In that, the model asserts on the different attitudes that organizations are likely to adopt the MD and the probable effects (Watson, 2007). Most individuals believe that the alternatives lies in adopting and abandoning the strategic option but the model has verified arguing that some organizations will adopt the model even though they are not committed to it. However, the model is disadvantageous because, it fails to identify the different factors that might influence the adoption of the model. In that even though attitude is a major determining force there is no clear line amid the things that might lead to such an attitude. The model is effective in illustrating the different approaches that can lead to the successful design and implementation of the process in general alongside the underlying barriers to each of the alternative.

On the other hand, the Ashridge 4F model seeks to explain the main components that would lead to the prosperous development of the company to more stable levels. Based on the model MD should be comprehensive, with a well-defined objective and purpose (Select Knowledge, 2001). The model is made of four different levels that include the fragmented, formalized, intensive and integrated approach. Based on the composition of the model, it might be accounted to be a combination of both Mumford’s theory and Ashton’s MD model (Kumar, 2011). In that, the model utilizes the notions from both methods by asserting that the development process did not need to be formalized but based on effectiveness. However, contrary to Ashton’s approach, the model utilizes a proactive strategy that seeks to overcome the challenges that tend to persist in the market. It is necessary for organizations to prioritize management development since it is the aspect that fuels organizational growth. The approach should be the center of all operations that regards to strategically setting the business, learning and management development to enhance corporate value. The Mumford theory notes that MD cannot be deliberately developed but should originate from the organizational culture (Select Knowledge, 2001). Thus, in the development of the program, the skills of the managers and the potential employees which are either, informal, unintended and unplanned should be evaluated and accounted to be a source and foundation of learning for others (Select Knowledge, 2001). This view is opposed by Ashton by asserting that planning is an essential aspect of MD and organization’s success.

Based on Ashridge model, the fragmented method refers to the mode in which the growth of the managers happens without any form of planning thus there is a weak link concerning the management’s growth and organizational development (Select Knowledge, 2001). The formalized system is very systematic, organized and developed. In that, it involves creating a balance amid the available resources and the strategic focus of the company. The analysis and identification of management development needs are conducted formally, and this might affect the form negatively by demotivating staffs and consuming so much time. On the other hand, the focused strategy is grounded in the consistent learning which thus clears more accurate associations with the company’s objectives and plans. On the other hand, the integrated approach seeks to ensure that the development priorities are integrated into the standard setting to enhance individual’s skills via experience. The model is advantageous because it offers different approaches that an organization can opt for based on the existing needs. In that, the setting and the economic needs of the companies varies, and thus the model cannot be utilized as a free-sized approach as it will fail in some companies (Carmichael, 2011). The procedures are simplified which can assist companies in making quick choices. However, the model is broad and mainly relies on the assertion of other models which might require the integration of different models.

Management development plays a critical role in the formulation of a corporate strategy. In that, a company that mainly emphasizes on skills development will ultimately settle for the corporate approach that suits its needs. MD is a tool that helps the company is strategically focusing on growing the organization as a whole while centering on the needs of the employees. Strategic management directly impacts the company’s performance. It focuses on improving the general stability of the company by ensuring that the administration owns the needed skills in fighting competition in the industry (Carmichael, 2011). Thus, the approach enhances efficiency and competence of every employee by growing their skills. Also, the strategy helps in the identification of issues and developing strategic plans that seek to competitive secure the company and offer a competitive positioning.

Conclusion

In summing up, it is evident that management development is necessary for running a successful enterprise in the world today. Due to the upcoming changes in the global market today MD is a strategic practice whose aim is to sustain both short and long-run competitiveness of the company. Both Ashton and 4F MD models illustrate the different approaches and perceptions that organization might adopt. If the company is less committed them no value will be achieved through the process. However, in the instance that the company promotes skills development, then the employees are always willing to participate which leads to organizational success. The success of the process mainly depends on the general ability to motivate the employees and create an enabling environment for growth.

References

Carmichael, J. (2011). Leadership and management development. Oxford: Oxford University Press.

Karami, A. (2016). Strategy Formulation in Entrepreneurial Firms. London: Taylor and Francis.

Kumar, R. (2011). Human resource management: Strategic analysis text and cases. New Dehli: I.K. International.

Select Knowledge. (2001). People Development. Select Knowledge Limited.

Watson, S. (2007). A Conceptual Model for Analyzing Management Development in the UK Hospitality Industry. Napier University. Pp. 1-8.

Table of Contents

Part One. 1

Introduction. 1

Planning As an Integral and Essential Part of Management Development Process. 2

Role of MD in the Formulation and Implementation of an Organization’s Corporate Strategy. 4

Management Development Issues Influencing Strategy Formulation and Implementation. 6

Learning and Development Cycle and Role of Planning. 6

Planning Process and Needs Assessment as It Relates To MD.. 6

Critique of MD planning models and their relationship to achieving organizational strategy. 7

Conclusion. 8

References. 9

Part Two. 10

Introduction. 10

Management Development and Relevant Theories. 11

Management Development Models and Theories. 12

Key Issues Influencing Management and Leadership Learning Development. 15

Impact of Management Development Initiatives on Corporate Strategy and relevant Strategic Management Issues  16

Conclusion. 16

References. 17

Leadership Learning and Development

Gang leadership

Abstract

The number of gang leadership and gang membership in prisons is increasing rapidly just as the number of street gang members. Although gangs have been an ongoing problem in the society throughout history, a new formation of gang activities have become the central focus for most of the United States societies mostly during the 1980s. Gangs have therefore risen since that time to a higher level of power that goes beyond that of the local or even the state authorities. It is quite difficult to understand the operations of gangs. This is because they cover up many of their criminal acts and they assassinate those suspected to disclose their practices. Prisons have therefore turned out to be breeding hubs for gangs. Today, gangs flourish within the confinements of the prison walls. They are the most influential groups that both grow strong in prisons and in communities as well. This paper offers an overview on the literature existing on gang leadership and street gangs, the overall influence of prison gangs to the street gangs in the outside and the intervention measures put in place in an attempt to curb the ever-increasing prison gang problems. The paper concludes that the prison gang interventions ought to be flexible enough especially for use during unique situations of each prison. The interventions should also be planned with precise and measurable goals so as to allow for effective measure of the intervention. It is also suggested that communication among the prison systems will be emphasized as it is important for the development of efficient interventions. It is also suggested that the prison system should come up with stringent regulations on communication between gang leaders within the same confinement and also across the different prisons.

The purpose of this paper is to give a detailed demonstration of gang leadership and their capabilities to control the street gangs while still within the prison confinements. The paper will also offer suggestions on the various interventions that may be helpful in disrupting communication amongst the gang leadership across all prisons. To start with, it is important for all researchers outside the prison system should be warned that the prisons are complex and dangerous more than they may think or even imagine. It is, therefore, necessary to incorporate officials within the prison during the process of coming up with strategies for gang control. In addition, research focusing on the progress of interventions of gang-related problems is necessary for the constant effectiveness of such a strategy.

According to Lessing, (2016), Prison gangs have evolved over time from small voracious groups into complex criminal organizations with a capability to establish havoc that widens far beyond prison walls or even the present prevention plans.  Some of the major nations that have experienced this evolution in great depth include Central America and Brazil. Over the years, these groups have attained the ability to organize street-level crime, completely disrupt criminal violence patterns and to the far end, hold federal governments’ hostage to incapacitating coordinated violence and chaos.

Gang leadership involves people who reside both in prison system and on the street. Prisons gangs’ ability to project power far beyond the prison confinements raises a public security concern. Prison gangs’ yields power over street people whom they expect to be imprisoned (Skarbek, 2011). Membership in street gangs increases in relation to violence rather than hasting it. It is suggested that most people join gangs for safety purposes especially when the state fails to offer it. Protection is thus one of the common reasons as to why street gangs join these gang activities. Protection is thus the most common service offered by gang leadership to members.    

Gangs are expected to pay taxes so as to receive these protection services from the prison gangs (Skarbek, 2011). Thus, an inmate will not pay gang taxes if they continue receiving assault from other criminals. Extortion therefore requires monopoly power over a given resource. Therefore, the prison gangs are expected to control violence behind bars so as to induce their members to pay the tax. If protection is one of the services offered to gangs’ members who pay taxes, then it means that those who fail to pay these taxes will not receive the service as the prison gang leadership will withhold the service. Most importantly, the prison gangs has a mandate to safeguard their sources of tax revenues, therefore, they have an incentive to protect the street gangs and drug dealers within the streets from other criminals (Skarbek, 2011). They have to ensure that the street and drug dealers outside the confinement of the prison walls have a peaceful environment that favors their operations without interferences from other street gangs and dealers. It is easier for the street gangs to pay than to actually get bothered by others. Their territory is thus protected from other thieves and disputes within members and with cliques is resolved by the gang leaders. Moreover, protection is also offered when the street criminals commit illegal operations such as distributing narcotic drugs (Skarbek, 2011).

These prison groups have enlarged into larger groups that operate in multiple prisons. This is where they get the opportunity to order the daily life of prisoners who are under their jurisdiction. Moreover, all of these prison gangs often yield significant power outside prison. Minimally, they organize and tax street gangs at all levels of criminal activities. All of these groups have in one or another affected the restructuring of the local criminal markets. Overly, this has brought about central authority amongst all of the fragmented and self-governing local gangs (Lessing, 2016). The most important thing that is clearly observed in the present day prison gangs is that they all use the prison system as the main resource for the organized criminal and gradually more political actions. The spread of prison gang to multiple prisons within the prison system has been greatly enhanced through prisoner release, transfers and re-imprisonment. Prison gangs’ ability to extort street gangs leads them into offering governance that includes implementing deals, protecting their property rights and passing judgment on disputes. They also have the capacity to convincingly threaten and shake down drug dealers since they yield control over inmates in the prison system (Lessing, 2016).

Skarbek, (2011), asserts that most of the gang leaders and members previously participated in street gang activities. However, after membership, they are expected to be loyal to the prison gangs. They are also required to continue working for the gang even after they are released from the prison system. Street gangs’ members often regard membership to prison gangs as an elevated position in the criminal gangland. Prison gangs are well known for engaging in activities while in prison and still on the street. At first, they commit conventional crimes, for instance, armed robbery, assassination, and distribution of drugs. Secondly, prison gangs administer a governing system that smoothes the progress of illicit market exchange through property protection, forcing agreements and resolving disputes amongst street gangs (Skarbek, 2011). In order to limit the numbers of free riders, low-quality recruiters are filtered before they even join the group. To join the prison gang, an inmate must demonstrate high-quality participation in a street gang and must have assisted the prison gang in prisons.

Unlike the traditional gangs, the modern gangs cannot be directly controlled through the use of repressive force. This is because most of the gang leadership is already imprisoned. In reality, using these repressive forces such as having aggressive policing, anti-gang sweeps and improved sentencing can unintentionally enlarge prison gangs’ ranking. This may also result in the strengthening of the gang leadership capabilities of controlling the activities of street gangs on the streets (Lessing, 2016).

Lessing, 2016, claims that separation of prison gang leadership has proven to be counter-productive. This has facilitated prison gangs’ propagation across prison systems at states and national level. Alternative approaches such as gang truces that usually take advantage of prison gangs’ abilities to organize and calm down criminal markets can be very successful at reducing violence. However, these approaches are politically dubious thus are very unstable. This ultimately leaves the state at a partial dependency on the prison gangs for the provision of order within and without the prison confinements. In such a case, it is recommended that a containment approach should be implemented (Lessing, 2016). Policymakers ought to focus on increasing acknowledgment of the presence of prison gangs and the power that they have rather than denying or even obfuscating the fact. They should set rules of this approach hence taking advantage of the gang leaders’ capacities to calm down criminal markets while marking the separating territories where the nation can slowly supersede gangs (Compton & Meacham, 2005).

It is recommended that the department of correction should come up with an all-inclusive intelligence approach (Ruddell et al, 2006). Using the available technology, the department of correction should develop a safe and sound information technology networks. Information gathered by listening to calls made by gangs is important to the entire law enforcement society. The correctional officers should therefore endeavor to monitor a large group of criminals’ calls. They should also strive to make a full coverage of the calls made by prison gangs. Gathering and disseminating gang-related information will support law enforcers in inflicting law and in suppressing gangs. Correctional officers should also seek to monitor and control communications through emails and in-person. This assists in identifying violent rebel radicalization and activities. Communications within prison settings should be monitored to the level allowed by law (Ruddell et al, 2006). The controls to communication ought to be objective and transparent. Correctional officials are required to determine how to monitor communications and on how to achieve the appropriate balance between security issues and a gang leadership maintenance of ties with the street gangs and drug dealers. Prison officers should therefore ensure that the gang leadership does not have any access to unmonitored access to communication devices, internet or even the computers. On the other hand, they should also focus on monitoring mails as these mails use coded languages that may have a different meaning to gang groups.

Law enforcers in prison setting should also pursue a wide range of strategies geared towards locating and confiscating all cell phones within the prisons system among all gangs. They should invest in using dogs that are well trained to detect these electronic devices. The prison system should also bolster their efforts through exploring the use of the state cell phone detection technology. This will assist in monitoring and put a stop to communications within the notorious gang groups (Ruddell et al, 2006).

In conclusion, prison gangs are always involved in violence, brutality and a number of criminal activities. However, it is evident that they play a vital role in controlling governance services in criminal markets. The gang leadership is thus highly valued by street gangs mostly due to their ability to safeguard them and their operations while still in prison confinement. By defining and putting into effect property rights and resolving disputes, gang leadership governance contributes to the increase in wealth creation among street gangs. This also results in the increase in prison gang extortion of revenues. Prison groups have an excellent capability to use formal institutions such as the prison systems to further their illicit enterprises. In addition, traditional gangs have always existed in prisons but they were less powerful as compared to the present gangs found in prisons. The modern prison gangs are generally larger, better organized and mostly receives much help from street gang members found in the outside world.

References

Skarbek, D. (2011). Governance and prison gangs. American Political Science Review, 105(4), 702-716.

Lessing, B. (2016). Study Shows Prison Gangs Rule Much More than Penitentiaries. Retrieved from: https://www.insightcrime.org/news/analysis/study-shows-prison-gangs-rule-much-more-than-penitentiaries/

Compton, T., & Meacham, M. (2005). Prison gangs: Descriptions and selected intervention. Forensic Examiner, 8.

Ruddell, R., Decker, S. H., & Egley Jr, A. (2006). Gang interventions in jails: A national analysis. Criminal Justice Review, 31(1), 33-46.

Financial management for profit and non-profit organization  

Financial management for profit making and non-profit organization involves setting of goals and mission that are clearly defined and understood by everybody.  The objectives set in the non-profits organizations including the fulfillment of stakeholder’s needs have to be achieved just like profit making organizations should meet the profitability objectives for the sake of shareholders (McMillan, 2010). In both organizations, there is a clearly established legal separation between members and its self so as that members are shielded from financial liabilities. The preparation of financial statements and reports has to be done in line with generally accepted accounting principles for both organizations and these reports have to be reviewed and assessed by the board of directors (McMillan, 2010). The directors are also required to undertake their fiduciary duties as required in the law for both organizations.

The financial management for the organization also differs in various ways. To begin with , the non-for profit organizations does not have the financial flexibility enjoyed by commercial firms since it depends on well wishers to provide resources without engaging in any transactions (McMillan, 2010). The budgeting process and management of cash are two aspects that differentiate the financial management of the two organizations. The non-for-profit organizations have to pay close attention in preparation of the budget to determine whether it has sufficient funds to proceed with the provision of its services (McMillan, 2010). This is because the organization relies on donations but does not have many sources to finance its operations. The commercial organizations can access funds from various sources including borrowing and thus, its budgeting process is flexible.  This means that the process of funds allocation will also be different.

References

McMillan, E. J. (2010). Not-for-profit budgeting for nonprofit organizations. Hoboken, N.J: Wiley.