Purpose of planning

Planning is one of the managerial functions and this function is very important since it is a process where managers create organization goals and strategic methods for the achievement of goals. Managers play a fundamental role in creating organization missions and objectives by applying retrospective and prospective thinking (Sinofsky & Lansiti, 2010).  First, planning is important as it enables organization reduce uncertainties, minimize risk and achieve organizational success. Managers foresee the future and plans on how to address certainty and uncertainties. Second, planning is done to achieve objectives by combining interdepartmental activities. Third, planning is done to achieve economic operation- by ensuring effective operations, planning minimized costs and maximizes productivity. Last, planning is done to facilitate control- with planning, managers are able to control subordinates and motivate them in accomplishment of goals (Sinofsky & Lansiti, 2010).

 The nature of planning

 The nature of planning involves contribution to objectives-this means that plans are aligned with goals accomplishment and members are expected to show willingness and co-operation.  In other words, objectives can achieve through actions. Second, the nature of planning involves primacy of planning- this means that planning covers all the other managerial functions and it is relied by other functions to establish objectives. To achieve objectives in other managerial functions, plan must come first to provide the right direction (Bryson, 2011). Third is pervasiveness of planning-all managers in the organization hierarchy should participate in planning since different ideas will be incorporated to develop an effective planning. Fourth is efficiency of plans- in considering the efficiency, manager focus on consequences of plan or in other words its capability to achieve objectives. For example, plan may achieves objects though at a high costs. Thus, reasonable costs which will favor production and maximize satisfaction are expected. This means that effectiveness and efficiency are required and managers focus on minimizing the risk (Bryson, 2011).

Reference

Sinofsky, S., & Iansiti, M. (2010). One strategy: Organization, planning, and decision making. Hoboken, N.J: Wiley.

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening

and sustaining organizational achievement. John Wiley & Sons,

Management Effectiveness versus Leadership Effectiveness

 First, it is important to understand the difference between a leaders and a manager. A leader is a person who has a personal power which aids in motivating a group to follow the right direction while a manager is a person who has a positional power to control people by creating policies and procedures for achieving goals (Moyles, 2006). To achieve effective management, managers act as role models by performing organizational activities in an efficient manner. Managers apply their intelligent and imaginative skills on organization activities in order to achieve success. Effective managers know how to manage time, they are goal oriented –meaning that they are interesting on positive results rather than the completion of task. By showing superiority and acting as a role model, they empower the members to improve performance (Moyles, 2006).. Effective management is achieved through strategic decisions and effective managers conduct a systematic analysis which enables them understands the organizational need.  Management effectiveness is achieved through planning, organizing, solving problems and personal contribution to produce positive results such as market share (Moyles, 2006)..

  On the other hand, leaders motivate people to achieve the set goals. Leaders engage in a persuasive process and ensure that through motivation, there will be an organization success.  Effective leaders are expected to set direction, create vision, lead with empathy and integrity, bring change and make decision (Moyles, 2006). Leaders foresee the future and find a better way forward.  By having the need to implement change, it means that they are ready to take risk while trying new things. Since change is inevitable in modern world, effective leadership is achieved by building and maintain relationship, loyalty and trust. Generally, effective leaders create vision and mission, they have an influencing power, they are charismatic, decisive and they are able to maintain a positive relationship (Moyles, 2006).

Discuss Successful Leadership versus Effective Leadership

 An important point to note is that it is better to have an effective leader than a successful leader. This is because; a leader is referred as successful because of his power and wealth.  In other words, a successful leader is defined by power and close supervision, and such a leader is interested in task completion but he or she does not act as a mentor (Adeniyi, 2007). In other words, successful leaders expect members to behave in the right manner but their needs are not met. Other important point about success leaders is that they are bureaucrat and this means that employees do not get innovation and creativity opportunities and they end up increasing turnover rate due to less satisfaction (Adeniyi, 2007). They have an exploitative power which enables them to ignore members’ weaknesses and they are interested with task completion not for organization success but for self-serving purposes. On the other hand, effective leadership is the ability to develop long-term benefits to subordinates and they lead with loyalty, trust and empathy (Adeniyi, 2007). Effective leaders are cooperative, integrator and influential.  Unlike successful leaders who lead because of position power, effective leaders are goal orientated and they   are interested in motivating members to achieve common goals. In addition, effective leaders are passionate, make decision together and they make a difference.

What determines Organizational Effectiveness?

Organization effectiveness is when an organization is able to use the available resources to achieve goals and success. Organization leader, managers and members are expected to make contributions and be unified in order to achieve effectiveness. Effectiveness is determined by the level of technology- technology play a fundamental role in operations and it improves productivity and output (Adeniyi, 2007). Second is employee knowledge- employees with experience and high level of knowledge increases performance and productivity hence achieves effectiveness. Unique skills play role not only in productivity but also in effectiveness. Third, effectiveness is determined by financial strength- company’s liquidity, solvency, profitability and efficiency will find a strong financial position and increase effectiveness. Fourth is employee and customer satisfaction-the ability to meet employees and customers demand will increase satisfaction hence develop effectiveness (Adeniyi, 2007).

Reference

Adeniyi, M. A. (2007). Effective leadership management: An integration of styles, skills & character for

today's CEOs. Bloomington, IN: AuthorHouse.

Moyles, J. R. (2006). Effective leadership and management in the early years. Maidenhead: Open

University Press.

Advanced Program Management

1. In planning process, the management of the company should provide a vision for the company, based on the new project (Franklin, 2014). The vision should act as the guidelines to the next step which would be planning process. Using the management of the company’s vision is significant because it will allow proper creation of the system, based on the requirements of the company (Carr, 2014).
2. In planning process, the management, the stakeholders and professional computer personnel would be involved. The main reason as to why the management should be involved it because it might be having a vision or a strategic plan on where the company is supposed to be (Franklin, 2014). If the vision of the management does not relate with the project, then it will not be good to implement such a project, as it might be of negative effect to the management of the company. Stakeholders with an interest in the project should also be involved, in the planning process since the deliverable will have overall result on them as well. A professional computer personnel will be responsible for providing the best solutions according to the vision of the management. The management should also ensure the project becomes user friendly, thus making it easier for the employees to work without any disturbance (Carr, 2014).
3. There are many problems which are associated with changes in the company, and this may include employee resistance and communication issues (Franklin, 2014). Employees may not understand how to work with the new plans, thus they may resist it. In addition, the mode of communication may also be negatively affected hence leading to poor delivery of messages. In order to deal with these challenges, the employees will be trained on how to deal with the new computer system hence rendering the plan a success (Carr, 2014).

Reference

Carr, E. (2014). Pratical change management for IT projects: Transform your IT project and make change stick with this step-by-step guide. Birmingham, UK: Impackt Pub.

Franklin, M. (2014). Agile change management: A practical framework for successful change planning and implementation.

Organizational Change, Organizational Culture and Mission Accomplishment

Chapter One: Determine aspects of organizational change that influences mission accomplishment.

In the contemporary society, organizational change is a necessity in coping and retaining existence within the rapidly evolving operation sector. Based on the rapid changes that are occurring in the globalized economy organizational change occurs consistently which is either external or internal (Cooperrider & Srivastva, 2017). Organizational change is accounted as an essential operation for the perspective of the corporation in reference to success, for improved consumer satisfaction as while as in the creation of competitive edges while eliminating the activities that fail to add any form of value to the operation of the company. Organizational change is not an easy thing to achieve on the ground that resistance is bound to arise in particular where the thoughts and freedom of the followers are suppressed which results in high resistance which in turn affects performance and motivation in accomplishing the given roles (Cooperrider & Srivastva, 2017). Organizational change concept generally entails to the wider changes that incorporate change in regard to mission, operations restructuring, collaboration, and mergers.

Organizational change is an essential issue for corporations which affects the accomplishments of missions. This is actually the procedure via which a corporation optimizes productivity while it works towards the attainment of an ideal base (Cooperrider & Srivastva, 2017). The procedure occurs as a response to the ever evolving surrounding, a major response to the existing current crisis scenario. The success of organizational change is not just a procedure of adjustment but it also necessitates adequate capabilities management. The fundamental aspects that need to be managed while controlling change includes leadership, organizational structure, engagement and communication, resources and internalization. The primary aspects of organizational change that influence the accomplishment of organizational mission mainly include resources, leadership, communication, organizational structure or Hierarchy structures and goals (Cummings & Worley, 2009).

The successful mission accomplishment in organizational change is particularly low. In large proportion, the issue arises not based on the utilized procedure but those that are involved.  Leadership plays a crucial role in driving the achievement of missions in the organizational change procedure (Cummings & Worley, 2009). Leaders are required to act as the integral character in the management of change within the respective organizations. In that, they should create followers while accounting for the effects that the respective change holds for everyone. In the contemporary organizations  the organizational surrounding changes constantly or in regular basis and given that the employees have an opinion in regard to the operations disagreements are bound to rise and they fail to work harmoniously via the required process and in this occurrence then leaders are required to offer some sort of guidance (Cummings & Worley, 2009).

Followers, particularly in the military organizations, necessitates supportive leadership in deciding the necessary efforts that they should apply in supporting a change initiative (Dievernich, Tokarski & Gong, 2014). The achievement of successful change necessitates the justification of the negative responses of these followers which result in reduced loyalty and obligation to the achievement of the set mission. The effect that leaders hold on organizational change and the respective followers is mainly influenced by the roles that are fulfilled by individuals in the delivery of the corporation’s objectives. Even though the state and the number of the given roles evolve, the organizational roles remain integral to the delivery of the organizational objectives (Dievernich, Tokarski & Gong, 2014). Team players normally feel that when the organization is experiencing high change frequency this becomes the normal standard which causes it to be perceived as unpredictable and unavoidable.  This holds a substantial effect on the responsibilities played by individuals at the work organization and on those that perform the respective roles.

The capability of people to accept and embrace change is partially related to the manner in which the change is managed. The championship of change needs to be conducted by leaders who occupy the positions of the organization’s authority. It is the leader’s responsibility to possess the necessary capabilities, skills as well as behavior and also ensure that all their followers acquire the understanding and skills that are appropriate to ensure lasting and successful change (Dievernich, Tokarski & Gong, 2014). It is the leadership behaviors and skills rather than the style of leadership that influences the responses of the followers towards organizational change which impacts the success of the implemented change.  There are several skills and behaviors that are necessary for ensuring positive effects on those that follow which leads to the achievement of successful and maintainable change. These incorporate the involvement of employees, communication, reliable evaluations, supportive management, the utilization of flexible leadership, consultation and the development of strong organizational values and direction corporate management developments (Dievernich, Tokarski & Gong, 2014). There are, however, very few leaders that own all these requirements that are necessary for achieving positive results which imply that leadership development is a necessity to ensuring successful organizational change.

Staffs consultations on change strategies implementations work to ensure that relevance, change efficiency and commitment are achieved by the involved leaders in the development of an authoritative set of organizational values. These values provide the corporation with an objective that motivates the achievement of operations (Driskill & Brenton, 2011). In other words, corporate values are described as the employee’s characteristics of the entire corporation that incorporates both actions as well as words. Based on research it is rather apparent that leaders must live by the value they propose rather than merely enforcing them given that this failure might lead to the reduction of staff’s commitment. Leadership style is an additional leadership aspect that influences the achievement of a given mission. Different situations necessitate differing styles of leadership given that change is mainly efficient when the involved leaders activate amid consultative and directive intimidating approaches (Driskill & Brenton, 2011). Leaders are supposed to instill future plans, confidence, assist managers in becoming the facilitators for change and the creation of a mutual objective.

Achieving successful organizational change is a possible operation. Procedural equality, support management, well organized and implemented change programs can all lead to effectiveness (Driskill & Brenton, 2011). The military organizations are operating in a progressively dynamic and complex surrounding. This issue is often stated to be the justifications to why corporations undergo through differing transformations in the quest of retaining their relevance in the exposure of probable or existing threats. The increasing changes are deemed to be the critical organizational success driver as well as a fundamental force in the creation of a competitive advantage. Organizational change requires participative rather than authoritative change. In that change based on description necessitates the development of fresh approaches. Thus administrative leaders by the merits impact, are in the fit positions in playing this responsibility of increasing achievement (Driskill & Brenton, 2011). In addition, individuals frequently need their leaders to taking responsibility for their organizational change. In fact, there is a present empirical evidence that demonstrates leader’s role within the change procedure which has a significant implication on the change efforts success.

During the organizational change, there are a number of issues that leaders are necessitated to manage which can best be classified as technical, individuals and emotional aspects.  For most leaders, they tend to place their efforts mainly on the technical or contributory aspects in facilitating successful change (Finch, 2011). This entails having in place proper structures, procedures, rewards, arrangements as well as technologies. These issues can typically be handled via technical as well as rational strategy. Handling technical aspects merely is not adequate as this should be complemented by the consideration of the emotional and people change aspects. Actuality, the reality of most military corporations demonstrates that the individual aspect is given fewer thoughts and considerations. However, this corporation is comprised of individuals and therefore the consideration of this populace should lead the non-human aspects of the corporation while advocating for any kind of change. Dissimilar leaders own diverse standards and beliefs with respect to change, management and entity’s in general (Finch, 2011). This hints to them embracing diverse administration roles in relative to the procedural, persons and the expressive change aspects.

Leaders act as shapers to the organizational change and therefore determines the success of the implemented mission. Within the conventional leadership and management standards, it is also perceived that the leader is responsible for the overall control of the corporation so that all the things can work based on the developed plan without any kind of unneeded outcomes (Finch, 2011). In addition, this assumption that leaders hold the actual capability of full control results in the thought that change can be predicted and thus leaders have the capability of choosing how the transformation effort turns out (Finch, 2011). However, in the contemporary patterns leadership plays the shaper role where leadership is responsible for controlling the things that should be accomplished, sets the direction for the rest to follow thus expecting that others should follow this lead. Leaders are mainly supposed to be shaping the advocated change in the quest of achieving the mission. In order for the leadership to be successful, a detailed plan should be developed. For a leader is expected to understand the moral and the necessary operations for the corporation and individuals are bound to embrace this changes when provided with adequate information (Finch, 2011). Therefore, individual’s resistance in making the respective changes can be deemed as the necessity for strong leadership in regard to more training and guidance.

Participative rather than authoritarian leadership encourages individuals to engage more towards higher performance and collaborative operations. The participative roles see to change individual’s perceptions and responses towards the required change. Leadership plays a guiding responsibility which influences the followers even higher (Goksoy, 2016). Particularly in the attempt to shape behaviors and responses, change leadership can best be paired with pushing for the leadership agenda change as well as the capability to overcome resistive reactions from individual’s in the quest of making them develop different perceptions that are accompanied by positive reactions. The individuals under leadership are accounted to be the recipients of organizational change. Based on research it has been established that the shaper responsibility in highly effective in regard to organizational change efficiency. Moreover, when leaders attempt to offer shape to the different changes this might result in increased personal harm which reduces motivation, prevents change efficiency as well as growth. Based on the fact that organizational change is a vibrant, complex, muddled and can never be utilized in determining the general outcomes of operations it is rather agreeable to the empirical evidence which demonstrates that leader centered styles and behaviors are linked with fewer changes success (Goksoy, 2016).

Leaders are the enablers of change. The efforts focus in reference to change should be based more on accomplishing change generation with individuals rather than attempting to change the individuals (Goksoy, 2016). This is an optional pattern where leadership plays the enabling role in organizational change thus creating the conditions that promote and energizes individuals to contribute to the growth and the success of the organizational change procedures. This kind of leadership offers technical change framework and also seeks to encourage individual’s involvement which facilitates the generation of sense which generates about emotional alignment (Goksoy, 2016). In such surrounding, this creates the possibility for leaders in influencing the development and direction of the intended change which is accomplished by focusing on the major issues that individual’s faces (Goksoy, 2016).

Specifically, it is mainly asserted on the significance of leadership change in facilitating the relationship and identity formation in the organization. This is because the sense making procedures are centered on individuals change (Hornstein, 2015). This can be accomplished by different leaders based on several approaches such as role playing the needed behaviors, values communication, organizational purpose, building stronger relations and effective communication of purpose and values of the organization. The surrounding individuals offer individuals with the opportunity of experiencing the conflict and uncertainties in change procedures through which meanings are generated by establishing clarity. Organizational change should best be aligned with the set mission of the organizations in determining the most potent strategies for creating efficiency. On the other hand, organizational structure can best be described as how teams and individual’s work within the organization is coordinated (Hornstein, 2015). In the accomplishment of the firm’s purposes and aims, there is a prerequisite to organize as well as regulate operations. The construction is a firm’s most dear mechanism that is indispensable to the success of organization. An organization can best operate within a set of different structures with each of them owning differentiated benefits and disadvantages (Hornstein, 2015).

Most military organizations operate under a centralized structure. Centralization mainly refers to the extent to which the authority of making decisions is centered at higher organizational levels. In these centralized organizations, most decisions are designed at the superior hierarchy level (Lewis, 2011). On the other hand, the decentralized organization's decisions and conflicts are in particular resolved at the low level by those that are closely linked to the issue on hand. Followers of the decentralized system are more committed, productive as well as comfortable in fulfilling their responsibilities contrary to the centralized systems. In that, the decentralized systems offer more authority to the followers at the low level which leads to the creation of an empowerment sense. In this context, decisions can be developed more rapidly and these individuals believe that the decentralized corporations offer increased procedural fairness levels to all the involved followers (Hornstein, 2015). The military organizations are more focused on centralized systems where the responsibility of making decisions is given to the superior supervisors and managers thus placing increased demands on the judgment of individual’s capabilities.

Based on research it is apparent that the decentralized system results in decision-making inefficiencies. However, this system within the military organizations has its own benefits. In that most of the followers are highly comfortable in situations where the instructions and decisions and confidently made by the managers which work to ensure that there is accountability (Lewis, 2011). In addition, efficient operations can be generated in instances where the organization works in a stable setting. In addition, most organizations can suffer mainly from high decentralization. For instance, it is supposed that particular Federal Bureau of Investigation (FBI) is exposed to numeral problems given that all its organizations and constructions are grounded on the supposition that the examination of misconduct should occur afterward the manifestation of crime (Lewis, 2011). Over the passing of time, the assumption developed the situation where all the unit become decentralized thus requiring all the field’s agents to make determinations of the pursuance of investigations. On the other hand, based on the changes of crime’s nature in the contemporary society, the FBI are necessitated to acquire reliable intelligence information prior to the occurrence of crime which therefore necessitates a more centralized strategy for making decisions as well as in acquiring growth (Lewis, 2011). 

The creation of a balance amid a decentralized and a centralized system creates difficulties for most military organizations and thus formalization is a necessity. Formalization refers to the degree to which the policies, procedures, job descriptions, and regulations are authored and articulated explicitly (Lim, Wang, & Oo, 2016). The military organizations are amongst the leading corporations with formalized structures in which there are numerous rules so that the followers are given little autonomy in making decisions in regard to case basis. The main benefit of formalization is that the behavior of the followers is accounted as predictable and whenever an issue arises it is well known to the employee’s that they should consult the procedural guidelines for assistance. In this context, employees normally respond to these issues in similar strategies across the organization which results in behavioral consistency. While formalization adequately lowers vagueness and provides a form of guidance to the followers it does not operate without disadvantages which impact the capability to achieve the stated mission. Increased degree of formalization might result in lower innovativeness given that employees because used to the mode of behaving in specific ways. Factually, strategic decisions development in organizations like these only happens in the presence of crisis (Lewis, 2011).

The military sector is particularly vulnerable to issues that are linked with high formalization levels. In other times followers who are involved in listening to the issues of the public may necessitate taking the required actions but the specific answers might not be accurately highlighted within the procedural guidelines of the organization (Lim, Wang, & Oo, 2016). For instance, while most of the military organizations focuses much efforts in encouraging followers to handle any raised complaint by the public, in most of these organizations followers within the low levels hold limited authority in resolving the presented issues and are thus inhibited by rigorous instructions that highlights just a limited options of the satisfactory forms of responses (Lim, Wang, & Oo, 2016). An additional significant element of the organization’s structure lies in the number of hierarchy levels. The tall structures incorporate several management layers between the low-level employees and the superior ones and on the other hand, the flat structures are made of just a few levels. In the hierarchy structures that are taller there are just a few employees who report directly to the manager and this leads to increased opportunities for the management to monitor as well as regulate operations (Lim, Wang, & Oo, 2016). Contrarily the flat structures incorporate more followers reporting to all the managers.

It is designated by research that smooth hierarchy heights offer augmented ranks of gratification to the flowers as well as high self- actualization degree. In simultaneous nature, there are some difficulties that are linked to flat structures (Lim, Wang, & Oo, 2016). Based on findings when the management is involved in the supervision of more staffs which is bound to take place within the flat structures the followers are bound to experience high role ambiguity rate. The complexity that arises from the uncertainty of the job’s expectation. This is specifically the disadvantage for the staffs that necessitates closer directives from those in charge. More so, in a structure that is less tall opportunities for advancing are limited given that there are very few managing levels (Lim, Wang, & Oo, 2016). Lastly, when employees who are to report to the more flat systems are at more advanced positions of satisfying high needs like actualization, the higher divisional hierarchy offers even greater opportunities for the satisfaction of the employee's security necessities.

The structures of military organizations similar to the business ones differ in reference to hierarchy and departmentalization which are classified as either divisional or functional.  In reality, most of them are structured on the basis of an incorporation of divisional or functional categories (Mattiske, 2011). Military organizations mainly focus on the divisional departmentalization structure. This is because the organizations, unlike the consumer based ones, do not have a number of products range rather they are focused on offering differentiated services. Given that the military does not mainly operate in stable surrounding the functional structure tends to be ineffective. This is because the functional structures are highly operative in surroundings that are steady which are linked to gentler fluctuations. In this context, the military organizations are mainly required to adapt to the changing demands with the occurrence of crime events particularly in the modern setting (Mattiske, 2011). The military organizations in particular additionally follow the mechanistic structures which have a close resemblance to bureaucratic systems. The systems are an organizational structure that is associated with high formalized and centralized systems of control. In this context, communication tends to adhere to the formal models while employees operate under specific job descriptions describing their duties and roles. Mechanistic organizations are firms that are uncompromising and generally fights the manifestation of change which makes them incompatible for fast replies and revolution. The structures discourage any form of a personal initiative as well as program actions (Mattiske, 2011). The mechanistic constructions compel the entity’s self-actualization and independence which is bound to result in lesser inherent enthusiasm rates.  

However, despite these disadvantages of the mechanistic structure that is utilized by most military organizations they are linked to several advantages when utilized in a surrounding that is characterized by more stability. The main benefit is that this structure normally results in efficiency (Mattiske, 2011). Thus, in the corporations that attempt to maximize the operative efficiency while lowering their operative costs the best structure is the mechanistic one. For instance, the military organization is popular for the utilization of bureaucratic structure in which the followers are highly familiar with the concise and clear communication lines that have specified job descriptions (Mattiske, 2011). This structure offers so many advantages for the organizations given that it facilitates in the generation of uniform outcomes generally in the involvement of less cost (Mattiske, 2011).

It is against the nature of individuals to offer positive reactions to different changes given that changes take individuals out of the comfort centers. The most obvious reaction is resistance. This can best be resolved by effective communication formulation (Miller, 2014). Major changes within all the organizations and particularly the military ones can be categorized as one of the most complex issues that an organization can be subjected to. Preparation and constant communication are essential in ensuring that the followers are fully aware of these changes and are in support of these changes (Miller, 2014). Communication is an essential organizational change element and therefore it should highlight the different ways through which the organization is bound to listen and engage with the followers throughout the change process. Effective communication within the process helps in the prevention of resistance to the proposed changes, increase the follower’s preparedness to these changes (Miller, 2014).

Change readiness can best be described as the mental precursor to the behaviors that are related to support or even resistance based on the change efforts. The efficiency of organizational change will mainly be demonstrated in low resistance levels to the proposed changes or in increased change readiness levels by those that are involved (Miller, 2014). Communication in the organizational change process is associated with two major goals. To begin with, communication normally plays an integral role in offering information to employees in regard to their assigned tasks as well as in regard to policies and additional issues within the organization. In addition, communication is mainly intended in informing all the members of the organization in reference to change as well as how the changes will impact their work (Miller, 2014). These normally impacts the change readiness which works to ensure that resistance is reduced and that the members are willing to embrace the different changes set.

The provision of information in regard to what is anticipated of every member, the changing policy as well as some other related matters helps in creating familiarity with the issues. This information should be derived from the management to ensure that accuracy and dependability issues do not arise (Miller, 2014). The message should, in particular, be addressing the rationale behind the proposed changes and how the changes account for their needs as well as those of the organization (Miller, 2014). In addition, the communication should also address any worry that exists amid the involved parties by offering relevant justifications for the changes. Constant communication creates a sense of community within the organization where every individual is fully willing to participate in the respective activities. Teamwork and commitment to awards the goals of the organization are particularly needed in the building of trust, its management as well as the identification of the organization which in turn creates a positive impact on the follower’s readiness to these changes. Inadequate communication creates high uncertainty levels which are linked to job security, the anticipated outcomes, procedures, objectives as well as the general implications of the implementation of these changes (Miller, 2014). High uncertainty levels affect the general changes readiness thus lowering both job motivation as well as satisfaction.

For successful changed implementation having strategic, reliable, feasible and accurate goals is essential (Myers, Hulks & Wiggins, 2012). The success and the reliability of these goals particularly depend on communication which is prime and one of the most dynamic organizational change parameters given that it incorporates the distribution of goals, ideas as well as feelings of individuals within the organization through the use of different mediums. Communication of strategic goals in a justified and reliable manner remains to be one of the toughest challenges for which organizations are faced with in the whole process of implementing change while sustaining and improving the organizational culture (Myers, Hulks & Wiggins, 2012). The set goals should not only be fulfilling to the organization but should also address the concerns and the needs of members in general.

The goals that are being communicated should be clear and presented in a vivid manner. These goals and the associated message should demonstrate both authenticities as well as genuine. This allows the recipient to focus on attentive listening and inquire for clarifications based on their concerns. In addition, goals are essential and effective when communicated in an effective manner which can lead to efficiency (Myers, Hulks & Wiggins, 2012). In that, the recipients can utilize the clarifications in sharing their responses based on self-analysis of the content which plays part in preparedness. In addition, the goals and the communication channels should be applicable to the situations of both the receivers and those that designed and sent this message. It is worth noting that the goals should be structured in a manner that they connect appropriately with the ideas, opinions, and beliefs of the target populace so that acceptance can be acquired. In any organization and particularly the military ones, the organizational change particularly affects the members and it is the same populace that is supposed to extend its support in ensuring that the intended changed is achieved (Myers, Hulks & Wiggins, 2012). Thus, with no motivation and engagement of these members as the primary stakeholders, it is not possible to anticipate for the mission’s success from the change initiative given that it is them whose welfares are either affected negatively or desirable on the ground of the change initiative.

The incorporation of the individuals as part of the organizational resources is essential to the achievement of a positive result from the entire procedure. the engagement of the populace, their commitment as well as acceptance are essential things given that they work to influence the capability of the organization in achieving its change mission (Myers, Hulks & Wiggins, 2012). For this rationale it is important to ensure that the populace is informed completely in regard to the objectives or the intention of these changes and an opportunity of proposing their own thought through the procedure should not be denied. Based on research it has been established that the implementation of change in a transparent and consultative approach leads to effective implications to the entire change process. In this context, this kind of communication does not necessarily seek to convey the intended goals but also to communicate In regard to the resources that are present for the implementation (Promes, 2016). Communication offers a kind of plan on how the resources are to be utilized which not only helps in the generation of familiarity but also in the creation of the necessary support that is necessary for achieving the program’s efficiency.

The creation and continuance of change are mainly about individuals and the manner in which they work in creating the required change. It is undoubted that human resource holds a fundamental role in the creation of efficiency (Promes, 2016). In reference to the adequacy and effectiveness of human resource can be of assistance in facilitating and hindering the occurrence of change. With inadequate resources, this means that the organizational change is to be implemented under the presence of limited capability and therefore efficiency will not be acquired. In this context, the intangible, tangible and human resources should be appropriate in facilitating the achievement of the mission (Promes, 2016). Resource planning should, therefore, be carried out. This can best be described as the procedure through which the existing and the future's needs within the resources and identified and described in the quest of designing how the desired goals are to be achieved. The efficiency of any project normally depends upon the availability and the distribution of resources. Within the military organizations, all the members should be given equal or adequate resources that are a necessity in motivating and supporting their operations. The organizational followers are bound to acquire a sense of motivation and satisfaction. With the presence of clear visions as well as objectives the envisioned change might not be acquired successfully (Promes, 2016). This implies that the success is mainly facilitated by having the right resources as well as conditions, particularly which is mainly objected in offering support to the process of enhancing change. Resources offer an indication of efficiency in that they create a more favorable surrounding that not only impacts the members but also create a sense of willingness in being participative and collaborative in supporting the mission of the organization (Promes, 2016).

Chapter Two: Outline Elements of Organizational Culture That Are Linked To Organizational Change

As individuals work together to accomplishing a set of mission, different groups develop to form the stability of the organization. As the different goals held by corporations begin to be more specified and long run organizations begin to identify the need of being institutionalized and formalized (Bissell & Dolan, 2011). Organizations normally tend to adopt a differentiated life that is comprised of held values, practices and beliefs in creating a differentiation from all the other organizations that operate in the same sector and this often affects the achievement of the organization’s mission by either creating either success or even failure. In the beginning of the 1980s researchers in the management field began to their attempt to offering a rather reliable description of the specific cultural systems which are regarded as the organizational culture which tends to impact the general capability of organizational change (Bissell & Dolan, 2011). The main elements of the organizational culture that are associated with organizational change are values, Rite and Rituals, Networks, Norms, and Climate.

Organizational culture can best be described as a set of shared assumptions, norms, values, assumptions as well as the belief that offers guidance to all the members of the organization. Organizational culture in the military sector tends to acquire shaping by the values of the founders, the surrounding of the organization and the operating industry (Andriopoulos & Dawson, 2008). Military organizations are necessitated to adapt to the increasingly rapid changes in the industry. The military sector is one that is comprised of shared practices and norms by almost all the involved organizations based on the demand for their services. Similarly to all the other large organizations the hold dominant cultures that are shared by only such authoritarian kind of organizations and the sub cultures are denoted by individual groups who possess differentiated beliefs and standards that might work in consistency with the dominating culture. The strong cultures within these organizations are the ones that the core standards of the controlling culture are strongly held by most of the members of these organizations.  Having a strong organizational culture tends to raise consistency while lowering the turnover rate (Andriopoulos & Dawson, 2008). However, it should be noted that strong cultures can as well be less equipped in adapting to organizational change which might, in turn, generate barriers to the creation of diversity and this might incorporate barriers to the successful implementation of projects and organizational development.

There are a number of strategies that can be utilized within the military organizations that tend to maintain the lively nature of culture thus facilitating in measuring the fitness of this culture amid the staffs and the organization (Burton & Obel, 2004). Most of the human resource operations like training, selection, development, and appraisal based on performance are some of the aspects that strengthen the organization’s culture. On the other hand organizational beliefs normally influences the working standards, practices of communication and the perception in that environment. Most organizations utilize a procedure that is referred to as socialization in adopting fresh strategies for overcoming the resistance that might be associated with proposed changes. The failure of the members to adopt positively are bound to experience increased performance pressure which might, in turn, affect their commitment. The employees are bound to engage in more conflicts while others become isolated or even opt to leave and get into another organization which has a culture in which they fit (Burton & Obel, 2004). Contrarily, for the members who understand and fit within the values of the organization hold more improved basis for creating more reasonable options that match with the goals of the organization.

In the contemporary society, most military organizations compete via the use of innovation as the strategic change that seeks to acquire effectiveness. When most of the members comprehend and offer support to the expectations of these organizations, this implies that less time is wasted in offering justification, directing and the building of a favorable image before attempting to adopt innovativeness (Burton & Obel, 2004). Moreover, it is apparent that the level of errors occurrence tends to be less in most of the cases. For those that are well informed and engaged within the fitting culture, they tend to acquire satisfaction in their respective roles. This is because they are accounted as part of the change and their contribution is usually beyond performance. Therefore, an effective culture fits amid the members and the organization that accounts to the member’s retention, profit generalization, and productivity (Burton & Obel, 2004). In this context, the culture of any organization can best influence the success of the organizational change by incorporating diversity which entails accounting for the needs and the preferences of all the members as a form of motivation and in the creation of job satisfaction.

Organizations usually transfer cultural value mainly by the use of organizational mission statements or in lesser approach via the use of corporate slogans and advertisement focus (Burton & Obel, 2004). However, for the military organizations, the focus lies mainly on the general capability to fulfill the set mission which is highly supported by corporate slogans which tend to focus more on the organization's focus and central purposes which are to serve the larger public. Organizational leaders and the relevant managers also demonstrate the values of the organization based on what they assert and practice, their rewarding and motivation strategies (Burton & Obel, 2004). Other cultural elements normally appear implicitly in regard to symbolic conduct such as protocols and the utilization of resources which respect some of the areas where the standards of the organizations develop from. Culture is effective in the regulation of social norms as well as operative norms.

Military organizations are associated with some of the firmest rites and rituals which have been existence for long. For instance, the orientation of new members that are literally offered by the military organizations shows the selected cultural aspects as promoted and attributed to the management (Cameron & Green, 2012). Some of the cultural aspects can be indigestible at the beginning given that the members are pressured to fit. It is rather unfortunate that organizational culture is in most cases not communicated and the members are forced to learn via inquiries and observation.  This forces the employees to continuously observe the changes within the operating rules which affect the mission accomplishment given that members are in different levels of understanding (Cameron & Green, 2012).

In addition, these organizations also inform in regard to procedures and values via the use of displayed objects. Organizations create rituals and rites that are equivalent to the conventional activities within the ethnic culture. While some organizations tend to assert on award appraisal others normally tend to emphasize more on explicit affiliation and appreciation conduct (Cameron & Green, 2012). The military organizations mainly focus on increased supervision where the supervisors normally utilize most of their time praising and criticizing operations. Direct communication in such a surrounding is low given that the operations are more grounded on the structured guidelines. Despite the fact that all the military organizations own both informal and formal communication levels, the organization’s culture often impacts the dependability, influence, and reliability of informal communication (Cameron & Green, 2012). The formal communication is saturated while the informal networks are scarce which tends to discourage team working and work integration. Based on the cultural importance it is essential for leaders to try and establish and in most times promote the use of informal networks in creating more connections.

The culture of an organization is made of steady features that are grounded on values that are rooted deeply that are strengthened by most of the organizational norms. This culture can be transformed and the transformations are likely to occur with the presence of a dramatic crisis. Having a weak organizational culture means that the likelihood of achieving efficiency is close to zero (Cameron & Green, 2012). In that efficiency is driven by the organization’s climate which should be favorable for every member in facilitating their contribution. An authoritative organizational culture is usually linked with the strategic context of any organization which has the capability to embrace environmental transformations in enhancing the long run performance of the organization. Having a strong culture holds significant implications on the general behaviors of an individual in relation to their roles.  In a general sense, an authoritative organizational culture creates the organizational identity, a uniqueness sense as well as a connection sense for everyone that is within the given surrounding (Cameron & Green, 2012). The culture of an organization is fundamental because it is designed to facilitate the coping with the working surrounding. With the rapid changes that are occurring leaders are subjected to dynamic issues while they try to acquire achievements. Therefore success can best be acquired by aligning the culture with the general needs of the corporation. It is contended by most researchers that the issues that are currently faced by the military organization’s leaders are mainly rooted by the incapability to evaluate, design and communicate the norms of these cultures (Cameron & Green, 2012). It is apparent that trying to implement strategic changes that lead to the generation of efficiency is likely to fail if the changes are not consistent with the culture of the respective organizations.

Cultural values are bound to affect the implementation of strategic change by creating resistance if they fail to fit with the existing standards.  Values normally determine and in high extent influences individual’s behaviors, but the values cannot be observed directly when equated to behaviors (Cameron & Quinn, 2011). However, the values of an organization are categorized in two kinds which are operational and the specified values. The specified values are the ones communicated by the corporation in regard to what is expected and the accepted norms in the organizations. However, the operational ones are those that individuals tend to adopt in the operation that is acquired from the given specification. These values are accepted and thus cannot be differentiated from the specified one (Cameron & Quinn, 2011). Most individuals and particularly in the military organizations attribute their practices to the specified values.

The existing beliefs, as well as assumptions in an organization, are acquired from the well-developed values. However, they only exist until individuals begin to ignore their presence which leads to them being abandoned without being aware (Cameron & Quinn, 2011). Based on this descriptions it is evident that individuals might be unaware of these beliefs or even incapable of articulating the assumptions that create their most grounded culture. An organization can be comprised of differentiated cultures and thus the cultural unit within must be understood in acquiring efficiency (Cameron & Quinn, 2011). The culture of an organization is developed, sustained and changed by the members. The culture of the organization is additional generated and maintained by the respective leadership. In that, the leaders are particularly required to generate the dominating ideologies the articulation of the ruling values as well as make a specification of the respective standards. Organizational values usually demonstrate and communicate preferences in regard to certain conducts that determines the general outcomes.  Organizational standards demonstrate the expected practices and conduct from all those that are involved. This is the accepted modes culturally in the pursuing of the set organizational goals. In addition, leaders are involved in the setting of parameters for the formalized communication which helps in creating the interaction of the organizational guidelines (Cameron & Quinn, 2011). Once the values and the norms of the organization are transmitted throughout the organization this helps in creating efficiency through the designed parameters.

Rites as one of the major organizational culture’s aspects mainly clarify the complex and the designed operations sets that play part in the consolidation of different kinds of culturally based languages which are achieved via social integration (Ramanathan, 2009). In this context, this is the norms that dictate the extent to which individuals should participate.  Rites are engraved within the culture of the organization as the beliefs in regard to operations. On the other hand, ritually refers to the detailed and consistent techniques options as well as behaviors that regulate any form of curiosity or emotional instability by occasionally generates practical implications that possess technical significance (Ramanathan, 2009). Rituals are utilized in regulating individual’s behaviors which work to ensure that their operations are within the accepted norm that seeks to promote rather than create any kind of destruction for the corporation. Values are the goals, ideologies as well as the concepts that are shared by the organization.  This is mainly grounded within the mission statement which creates a form of direction in regard to where the corporation heads and what it seeks to do in order to ensure that the set mission is achieved (Ramanathan, 2009).

Rituals and rites are the activities, operations and the general ceremonials that strengthen the values, objectives and the beliefs of the organization. A communication network as an essential need v in acquiring efficiency normally affects the capability of achieving efficiency. In that, all the members need to understand what is contained in the general procedures and beliefs so that they can adhere to what they necessitate (Ramanathan, 2009). Cultural aspects are mainly delivered via informal communication which mainly depends on the social and the operative content which serves as a guide for the members. For instance, this involves a social networking procedure in regard to the authority chain in the organization. Norms, on the other hand, refers to the standards or the ways through which things are accomplished in the organization (Ramanathan, 2009). These are the tasks, guidelines as well as the organization’s standards. The military organizations in particular work under the norm of dress codes which vary in regard to the job level as well as qualifications. Lastly, climate refers to the supportiveness surrounding that is felt by the members of the organization (Ramanathan, 2009). This refers for instance to the level of satisfaction and motivation and the employees have in reference to the communication mediums.

The organizational culture’s values are the prime aspects that play part in the generation of a healthy an authoritative culture. The importance of having an authoritative organizational culture can be described as spontaneous and reinforced by social organizational practices (Schein, 2010). Based on research it is noted that organizational culture can generally account for about 20 up to 30 percent of the differentiated organizational performance contrarily to when equated with the organizations that operate as unremarkable in regard to culture (Schein, 2010). The culture of the military organizations is particularly customized and unique given that it is developed by several dynamic cultural and organizational change forces. The isolation of the organizational culture aspects that are connected to organizational change is an essential approach to the development of a differentiated culture which holds durable implications (Schein, 2010).

In reference to an excellent culture, all the military organizations are characterized by a mission statement that they attempt to achieve through change. In this context, all the cultural elements must be aligned with the proposed changes in achieving efficiency (Schein, 2010). The purpose plays part in designing the perception of the members and therefore this must be demonstrated authentically and displayed in a prominent manner in creating desirable perceptions that lead to long run commitment (Schein, 2010). The military sector falls under the non-profit based organizations and they often acquire excellence by having simplified and compelling statements that persuade the members to offer their contributions. On the other hand, the organization’s values are an integral part of the entire culture. This aspect must be accounted for at all times when proposing for change given that when change fails to be aligned with the developed values then efficiency can never be acquired (Schein, 2010).

While the mission or rather the vision communicates the purposes of the organizations, values are crucial in providing a set of procedural guidelines in reference to mindsets and behaviors that are necessary for the achievement of the set goals (Schneider, Ehrhart, & Macey, 2013). For instance, the military organizations in the United States have set and implemented a set of effective values that are prominently passed to all the members. These values encompass the manner in which the organization vows to serve its target public, treat the members while upholding the expertise values. The values of these organization can best be demonstrated by the use of universal phrases which refers to serving all by delivering security to the public. But they are additionally contained in their ability to demonstrate innovativeness in different practices (Schneider, Ehrhart, & Macey, 2013). While most organizations have established that their operational values are grounded amid several subjects such as members, expertise, consumers, environment and quality the origin of these values tends to hold less significance when equated to authenticity.

Norms refer to the standards or the customs within the organization. In short, these are the practices that are either deemed as acceptable or against the organization’s standards. It is obvious that organizational values hold little or no significance unless they are preserved within the practices of the organization (Schneider, Ehrhart, & Macey, 2013). What the corporation promotes it what it should focus on. In that it asserts that individuals or the members are its prime assets then the organization should be ready particularly to invest in the invisible individual’s approaches. For instance, for most military organizations their value is held in the attempt to guard, serve and provide promising respect to their respective organizations. This follows thoroughly through the entire practices of the organization (Schneider, Ehrhart, & Macey, 2013). Given that these organizations values tall hierarchy systems it means that the members are not highly encouraged to engage in debates regarding operations or related subjects. Valuing either flat or tall hierarchy system should not discourage participation. Instead regardless of the system that the organization values the members from the diversified levels should be encouraged to participate in different discussions without worry or any incorporation of negative perception (Schneider, Ehrhart, & Macey, 2013). In that whatever is valued by the organization, it should then be supported in evaluative criteria and promotional guidelines that are incorporated into the operating daily operations practices in the organization.

There is not a single organization that can generate a comprehensible culture without the engagement of individuals who share the organization’s integral values or the general readiness and competence to accept and adopt the standards (Tierney, 2008). This is the reason why the most authoritative organizations in the global context are characterized by the most constraining and strict policies for recruitment. This fits well with the military organizations which operate under rather strict guidelines in relation to conduct and operations.  This results in success given that their role is characterized by much complexity and therefore the guidelines help in controlling behaviors as well creating efficiency (Tierney, 2008). The best military organizations are dedicated to selecting members who are not only talented with the necessary military skills but also those that are suited best in fitting to their respective organizational culture. Their selection strategies are not just based on analyzing their skills but assess the fitness with the culture (Tierney, 2008). The military organizations are particularly significant given that the set values and practices must be adhered to in the creation of efficiency. Selecting individuals who are suited for a given culture besides having the necessary skills is essential in facilitating the capability to achieve the set mission (Du, 2006). In that, individuals often stick with the specific cultures that they fit, like and prefer to adhere to.  Therefore generating the most appropriate individual as the cultural carriers is essential in offering support to the culture that the organization holds. All the military organizations are associated with a unique and differentiating culture under a certain narrative that should be developed at all period in enhancing future developments for the organization (Du, 2006). The capability to uncover the capabilities and create a positive surrounding is core in the creation of a positive based culture. The aspects of this culture are most formal as they seek to create efficiency by fulfilling the stated organizational success. For instance, the military organizations dedicate most of their enormous acquisitions in celebrating their achievements and history in general. On the other hand, it also holds an informal cultural promotion that seeks to convince the members based on the achievements created by the founders and those that were there previously. This helps in the generation of an aesthetically organizational operative culture (Du, 2006). These values and beliefs are authoritative particularly when they are established, modified and redesigned to fit in the continuous transformation of the organizational culture.

The climate and the place should be favorable in facilitating performance. In that for most organizations efficiency is best acquired after opening and designing a surrounding where the members of the organizations have the opportunity to interact informally and exchange thoughts or ideologies (Tierney, 2008). This results in the exchange of values and the promotion of the required standards within the organization. The climate should be a favorable one because climate and location are the main cultural shaper. The creation of an open surrounding is essential not only in promoting interactions but also in promoting certain beneficial behaviors such as communication and increased collaboration. Certain locations might possess some cultures that either constrain or promotes the culture that the organization attempts to build. In this context, the organization should mainly focus on the building of a favorable working climate rather than controlling behaviors (Tierney, 2008). In that climate directly affects behaviors as well as values held by individuals in the organization.

Cultural climate really matters as it determines the responses of members to their given roles which affect the competitive edge of an organization. The organizational culture can be categorized as the most important strategic aspect that should be designed appropriately (Knight, 2014). The extent to which organizational change is necessitated in most organizations incorporates cultural changes. There is a necessity for creating cultural climate alignment with change. Culture in the military organizations controls the general expression of the organization. The climate should be an incorporating one where the employees hold a positive perception in regard to change in regard to the existing operations (Knight, 2014). In that, the perception of employees in regard to matters such as communication, roles, and interaction might affect the effectiveness of organizational change. If the employees feel that the organization values formal communication and fails to consider their ideologies when deciding about certain subjects is bound to create resistance which might generate even wider issues to the organization (Knight, 2014).

Culture is vitally essential to the success of any military organization. This is based on the 80 percent of the responses acquired from the 2013 participants (Kratschmer, 2013). The research additionally suggests a strong connection amid the general efficiency of different strategic change initiatives and the extent to which the processes have been leveraged by the change. In acquiring effectiveness in the implementation of strategic change in an organized military organizations are highly required to adopt a culture that is focused on accommodating changes. Culture is normally faced by a number of issues some of which are incorporated within the dynamic nature of the structures (Kratschmer, 2013). The complexity and rapid innovative dynamics in the global context have increased the pace of organizational change. In particular as the world attempt to fight the increasing security threats which have been promoted by technological advancement an accommodating an authoritative culture in the military sector is necessary.

These organizations must, therefore, create a climate that accommodates high morale, positive perceptions, willingness to participate and motivation. In general, these are attributes that denote an organizational setting that is highly open and willing to embrace change (Kratschmer, 2013). This includes both in the adaptation to the growing technology and transforming the manner in which operations are carried out. Where the particular attitudes live in regard to the implementation of specific transformations depends on how the member’s roles and operations will be impacted. The perception of employees in regard to the proposed change is directly linked to the perception in regard to their employer as well as organizational changes (Kratschmer, 2013). Most of the members who embrace change agree that the change is bound to generate wellness and that the climatic condition in the organization is favorable in promoting and accommodating the change. Based on the perception of the members on the capability of the organizations to handle change it is thus apparent that members that resist change are usually less motivated and demonstrate low participation as compared to those that embrace change (Kratschmer, 2013).

An organization that owns the most effective strategy globally but an inflexible culture that will not permit it to implement the strategic change cannot be categorized as effective. Culture is the major determinant of success given that it offers directions via which efficiency is to be achieved (Lim, Wang & Oo, 2016). Culture incorporates the collection of standards and principles that outline behavioral standards, guides and dictate how operations should be accomplished. An organization with the most appropriate culture is the one that is driven by individual’s relationships and their contribution rather than performance and achievements.  Developing more strategic relations helps in instilling a sense of motivation on the members which influence their performance and the general capability to achieve by the corporation. In this context, the culture should accommodate both internal and external concentration on what should be acquired with change. This should not exclude the expectations and concerns of the followers.

The strongest culture is the one that is characterized by a well-structured, steady and elastic climate that not only accommodates flexibility but also allows the members to pursue self-actualization (Knight, 2014). Cultural climate communicates so much about an organization. In that this entails the content that the leaders promote, the behaviors that the climate supports, whether the climate encourages of constraints the occurrence of conflicts and the associated communication. These features are crucial in establishing whether an organization is open to the occurrence of change (Lim, Wang & Oo, 2016). In reference to organizational culture, the climactic setting is something that can never be understated. This is because if there is no consistency amid the proposed change and the existing cultural climate this implies that the mission accomplishment might not be possible which results in the development of inefficiency and lack of effectiveness (Knight, 2014).

Conclusion

The changing pace in most organizations and particularly for the military is not likely to slow in a drastic nature in the coming years.  Based on the benefits that are linked to effective change handling, there is a high probability that effectiveness in the management of both organizational culture and change will provide these organizations with sustainable competitive edges. It is apparent that the effectiveness of organizational change depends more on the culture of the organization. Organizational culture in the military organizations is limited by the focus on formal communications and strict operating guidelines that hinder the capability of the organization to achieve the stated mission with fewer constraints. While the communication aspects in the organizations have improved due to technological advancement which has in turn impacted change management, the individual’s side is categorized as challenging one. Organizations fail to align organizational change needs with the general needs of the culture which results in inefficiency. Military members are highly uncomfortable with the values and the set standards of the organization that tends to demand more productivity. When the members are highly uncomfortable with the developed measures they are likely to become doubting in regard to the company’s capability to generate efficiency and the effect of the respective change on the general operation of the organization. The primary organizational components are resources, leadership, communication, goals and organizational structure or the hierarchy system. On the other hand, the organizational culture aspects that relate to organizational change are rites and rituals, organizational norms, values, and climate. These factors depend on communication in delivering their roles and therefore without an appropriate communication system, it becomes challenging to acquire operational effectiveness. The achievement of the organizational change mission is mainly facilitated by the resources availability, the existing leadership, communication and the structural nature of the organization which either promotes ease or constraints in accepting changes by eliminating or creating members resistance.

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Leading Strategic Decision Making

Introduction

There is possibly no dyadic relationship that is more important than that which exists between leaders and their followers. Majority of studies that have been done previously on leadership have focused on different dyadic relationship between a leader and a follower, the development of such a relationship and its impacts. It has been observed that the power and influence of a leader affects the work outcomes in a group , and such effects stems from the individualized relationship established between the leader and every follower in that specific group. Dyadic approach to leadership focus is pegged on the argument that a leader will create different kinds of relationships with separate followers and, support the ideas and actions of a follower, builds their confidence their ability and integrity and concentrate on their needs and feelings. This means that in a team, the leader influences how the team is able to create social ties between members and their participation in making important decisions in organizations.

 This paper provides a critical examination on the role played by leaders in work teams in an organization setting. The leader-follower relationship is reciprocal in nature and its impact can be seen in the behaviors and attitudes of followers in a team’s mutual interaction. The role a leader established by such a relationship touches on followers’ outcomes, communication and decision making functions. Leadership is normally an ever-present aspect of human societies and there is enough anthropological evidence that shows that humans have always existed in groups and where a leader-follower relationship is bound to emerge. This can also be found in an organization where a team leader normally determines the performance of the group and its success.

The leader and team outcomes

The dyadic relationship between a leader and a follower determines the attitudes and behavior of team members towards the tasks which they are supposed to carry out. The nature of this relationship is reciprocal, since any collaboration between supervisors and subordinate is likely to thrive in situations where there are growth opportunities for both individuals (Mossholder, Niebuhr & Norris, 1990). When the leader-follower relationship is in its early stage, there is expected more collaboration and contact, as the supervisor provides instructions on what is expected. The follower , on the other hand , tend to show some level of in ambiguity or inadequacy in carrying out their tasks and are expected to pay more attention to the behavior of the leader (Mossholder et. al  1990). That way, the follower is able to collect information that is relevant to their tasks from a person who has large control over their employment. The role of the leader in this case is to influence the attitude of the team members and more specifically on an individual basis, since each follower in a team is striving to learn how to perform their tasks from the relationship with the leader. Moreover, the impact of the leader on the team changes with duration as dyad relationship time lengthens. As this duration increases, the follower becomes more informed in requirements of tasks and values in the team and the desires of the team leader (Mossholder et. al 1990). This suggests that the impact of the leader on the performance of the follower is more pronounced at the early stage of their relationship and it diminishes as time goes and the new member in the team becomes acquainted with the tasks. 

From a social –cognitive perspective, the followers in a team are able to perceive the inherent qualities of a leader and establish their effectiveness in directing the activities of a team. The social cognition of a follower plays an important role in mediating upon the effectiveness of behavior exhibited by the leader in a team and their perception is likely to influence the over outcome of a team (Thomas, Martin, & Riggio, 2013). Hence, it is important to explore what followers in a team are thinking about their leader, his effectiveness and ability to make strategic decision required in a team. The perception of the team about their leader brings about categorization of the leader, and this in turn has vital ramifications for the endorsement of the leader and his influence. The leader will have a strong influence on the attitude and behavior of the team if members have favorable view of his leadership (Morgeson et. al 2010). Leaders who are able to fit into followers implicit theories of leadership are likely to build quality relationship with their team members, and this gives them an opportunity to positively influence the followers on work satisfaction and commitment (Morgeson et. al 2010).

For instance, research has shown that for male leaders, the perception of followers on their leadership will give them an advantage if the perception is based on their dominance, intelligence and health while female leaders’ advantage stems from perceived intelligence (Naidoo et. al 2011). This means that followers in a team are likely to trust their leaders to make best strategic decisions that will improve their performance and satisfaction with the work if they hold a positive attitude towards them. This shows the association between the teamwork performance, and the relationship that is developed between individual members in a team and their follower. The role of the leader is determined by the nature of the relationship established with every member of the group and how the group perceives him or her.

Moreover, a team is simply a group of people working towards a common purpose and the membership of this group provides individuals with a sense social identity, with leaders expressing, epitomizing and shaping this identity (Thomas, Martin, & Riggio, 2013). The theory of social identity has a basic principle of members of a given group becoming more relevant; with members identifying more with such a group of the leader is more prototypical if the team. The leader will be perceived as being more effective than a leader who identifies less with this group (Thomas et. al 2013).  Thus, the role of the leader will be more pronounced if they are perceived to identify more with the team, and the extent to which they can match leadership schemas in perception of the followers or team members. Therefore, initiating the development of an identity in the team and embracing that identity is a major role of the leader.

Creation of a team and mission definition

The relationship between team members and their leader informs the team performance and behavior. A key role of this relationship is the composition of the team, which relates to the attributes and characteristics of people who make up the team. Elements of a team’s composition including personality traits at team-level; demographic diversity and abilities have closely been associated with interpersonal relationships in terms of communication, coordination and cohesion among members (Morgeson, DeRue & Karam, 2010). The interpersonal relationship is greatly influenced by the leader who decides the individuals to be involved in any project. Therefore, composing a team is one of the major roles of a leader and team composition impacts on performance and processes. The dyadic relationship enables the leader to understand the abilities, knowledge and experiences of a person in a team and deciding whether they are able t o complete the tasks allocated to them. The leader also evaluates the interpersonal skills and values of such individuals and provides the required motivation for effective collaboration and working of the team. In a team, the leader is able to deploy the various capabilities and attributes when needed and making any replacement where necessary (Morgeson et. al 2010).

The established relationship between a leader and his team members gives him or her role of focusing their attitudes and behavior towards activities that are goals oriented. The follower looks up to the leader to determine what is expected of the team in terms of performance and hence setting the mission of the team (Thomas, Martin, & Riggio, 2013). The leader has to establish the expected performance and involve every team member in developing strategies on how such expectations are to be met. The performance expectation of a team can also be related to what is expected of the relationship between the leader and the follower. The setting of the expectations can also be influenced by the power exuded by the follower in the dyadic relationship and this will affect the overall outcome in terms of team performance. For the leader to succeed in influencing positive ,they have to seek the support of individuals in a team in making various strategic decisions aimed at ensuring expectations are met in the organization.

Work communication

The dyadic leader-follower relationship can be used to examine the role of a leader in communication within a team. The leader-follower communication in a team is enhanced by the proper leader behavior, and such process of communication is independent. Strong leadership can stem from a dyadic exchange between the leader and follower in team and prepares the stage for communication process. The role of the leader involves establishing quality relationships with a team or work group and this is necessitated by a good communication process. The dyadic relationship is the basic form of communication and such communication has vital implications on the performance of the whole team (Mayfield & Mayfield, 2009). In fact, dyadic relationships involves information exchange and influencing the members of an organization and a leader is given the official authority to evaluate and direct all activities done by subordinates towards achieving the goals set (Ismail , Hamzah,  Ngah , Mustaffa , Zakaria  & Noordin, 2012). The leader, therefore, undertakes the function of directing the communication process in a team so as to enhance collaboration and improved performance. The leader will have to communicate to the followers in a team that about the decisions made, strategies to implement the decisions and the expected level performance. Inefficient communication within the group means that frustrations and anxiety will set in, and negatively impact on the performance of an individual and general team. Coordinating and monitoring activities being carried out by a team requires hard work and a team leader is expected to be informed of what is happening for all the activities (Ismail  et. al 2012).The leader will have to ensure that the communication process encourages a collaborative behavior within the organization inside a team.

 The perception of the follower on the ability of the leader to deliver relevant information and at the same time encouraging a good environment for giving feedback will improve the effectiveness of team leadership. The collaboration behavior within a team is based on a good communication process that contributes towards social relationships within a group and effectiveness of the organization (Mayfield & Mayfield, 2009). The followers in a high quality relationship with their leader expect frequency and great openness in communication, safety in communication, opportunities for voice and feedback and even participation in decision making process. The role of ensuring that such aspects are addressed in teamwork is assumed by the leader of that particular group. The dyadic relationships also involve various activities that have an impact on the communication process between the superior and subordinate. The same is also expected in a teamwork environment where the various activities carried out by the team influence how the communication process between the leader and followers will be while exchanging information. The magnitude of work in a working unit can determine the time spent by the leader in communicating with team members and communication among the followers or subordinates (Mayfield & Mayfield, 2009). Any difference in quality of communication by the leader with their followers will affect every member of team. Any member of the team will get to know of any existing differential treatment and the leader should expect a reaction in return. Those individuals in a team who feel that they have a low quality relationship with the leader will become more affected by the differential treatment than those in a quality relationship (Ismail et. al 2012). The role of the leader is to ensure that there is no preferential treatment in the communication process so as to avoid any cases of conflict or dissatisfaction in the team.

The relationship between the leader and his or her followers also influence the decision making function in a work group or a team.  The team members look up to their leaders to make strategic decision on important operations of an organization. Team leadership requires assumes the role of enhancing effectiveness in carrying out various activities through team composition, communication and collaboration which eventually influence on the outcomes of team members. Great leaders are those who utilize the team situations to achieve success for the team itself and the entire organization in terms of performance. Good examples of leaders who have succeeded in using teamwork situations include Warren Buffett, the Berkshire’s CEO and Jeff Bezos, founder and CEO of Amazon Inc.  Warren Buffet has led an organization with 300,000 employees using hands-off style that allows managers incentives like company owners. He has been recognized as leader in business filed who provides inspiration for others through effective communication (Ward, 2017). Jeff Bezos has used the style of disagreeing and committing in a group, where he has been able to influence colleagues to give him a chance for ideas amidst disagreement (Lashinsky, 2017). The leaders have used team work to steer their firms to among the most valuable globally.

Conclusion

Effective team leadership is based on good dyadic relationship between leaders and followers. There is possibly no dyadic relationship that is more important than that which exists between leaders and their followers. The leaders assume the role of forming teams, communication and influencing the outcomes of team members.

References

Mossholder, K. W., Niebuhr, R. E., & Norris, D. R. (1990). Effects of dyadic duration on the relationship between leader behavior perceptions and follower outcomes. Journal of Organizational Behavior, 11(5), 379-388.

Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of management, 36(1), 5-39.

Naidoo, L. J., Scherbaum, C. A., Goldstein, H. W., & Graen, G. B. (2011). A longitudinal examination of the effects of LMX, ability, and differentiation on team performance. Journal of Business and Psychology, 26(3), 347-357.

Thomas, G., Martin, R., & Riggio, R. E. (2013). Leading groups: Leadership as a group process.

Mayfield, M., & Mayfield, J. (2009). The role of leader-follower relationships in leader communication: A test using the LMX and motivating language models. The journal of business inquiry, 8(1), 65-82.

Ismail, N. Q. A., Hamzah, M. H., Ngah, K., Mustaffa, J., Zakaria, Z., & Noordin, N. (2012). Work unit context: The dyadic, team members relationships and group outcomes in a Malaysian organization. Business Management Dynamics, 1(1), 22-32.

Ward, M., (2017).Jeff Bezos says using this phrase can make teams twice as productive. Retrieved from: http://www.cnbc.com/2017/04/20/jeff-bezos-says-using-this-phrase-can-make-teams-twice-as-productive.html

Writing Sample

Date

Name

RE: Crisis Management Response

Dear…..

            Crisis management success relies heavily on how the organization speedily and accurately communicates to its respective stakeholders. The tremendous tragedy that just occurred in the Deep-water zone necessitates not only quick but also effective communication. Traditional rather than contemporary media communication should be utilized based on the authoritative impact it can have on communication. The use of conventional communication such as direct calls or emailing is preferred because the ultimate objective of crisis communication is to lower the reputation effect that the crisis threatens on having on the company’s brand and therefore this communication kind will continue to strengthen as well as foster trust with the organization’s stakeholders. The prime organization’s stakeholders necessitate unfiltered and true details regarding the situation a thing that cannot be exposed to the public given that the reputation of the corporation might be damaged. Despite the fact that the news media is demanding for attention, it is important to attend to the needs of the main stakeholders. In general, it is most suitable to prioritize the management, staffs, and directors given that they will actually respond to the larger populace after the crisis news has spread. Consistent communication is also a necessity in enhancing stakeholder’s understanding. It is rather unfortunate that the incident has affected the larger community greatly but the use of social media in delivering the details will only damage the trust and strong relations that the corporation has built with the public. Traditional communication is the most suitable approach that will seek to communicate as well as develop suitable strategies for communicating with the public.

Actual response: 260 words

Total word count: 277 words

What Are The Key Leadership Traits For Successfully Managing In The Clinical Environment?

Introduction

Leadership is amongst the most crucial criteria of any nurse manager. This is the procedure of the collaboration amid the leader and other staffs by influencing them towards the achievement of workplace goals (Anonson et al., 2014). In the successful management of the clinical setting, leadership capability is a necessity which is facilitated by the owned traits. Leadership effective management refers to the capability to providing accurate and reliable directions toward desired aspirations as well as aligning followers toward the achievement of goals. In addition, leadership is perceived as a dynamic interactive process that incorporates a number of dimensions including controlling, planning, directing as well as organizing. The operations of the nursing staffs can be driven by a procedure via which efforts toward goals achievement and responsibilities are managed effectively by leadership (Anonson et al., 2014). Effective leadership in managing the clinical surrounding takes persistence, stamina as well as essential skills such as social awareness, effective communication, relationship management and shared decision-making.

Leaders managing the clinical settings are faced with a number of challenges which include resources management, goal setting, collaboration, enhancing quality, cost reduction, advanced planning, and so on (Anonson et al., 2014). Being an effective leader in the management of a clinical setting is not a relaxing task. Successful leaders are those that inspire followers to achieve highest by being the best. They create consensus grouping on the ground that they are trusted by others, accepted they shared idea and follow their strategic lead. Today, clinical leadership management is deemed as an integral force in the promotion of quality health and accounting for the health necessities of the public through the provision of quality and safe healthcare (DuBois et al., 2015). In this context, it is highly essential for the involved nurses to developing these leadership features in achieving efficiency.

Being an effective communicator is one of the most appreciated traits of successful clinical managers. Communication serves a vital role in leadership success and thus successful leaders are required to develop excellent skills in communication (DuBois et al., 2015). Clinical leaders normally promote a two-way strategy for communication. In that communication does not only entail to delegating duties and guidelines rather listening to opinions and concerns of the followers is a necessity. Effective leadership management is one that successful delivers ideas to the staffs through verbal or writing while maintaining good listening. These leaders encourage valuable opinions from the followers that can be useful in bringing about the required changes within the organization (DuBois et al., 2015). Effective communication is a necessity in the development of strong relations amid staffs and leaders.

Being an effective leader in clinical setting management self-awareness is a must. One must begin at observing and understand self-prior to be able to understand others. Self-awareness refers to understanding how to interpret self-emotions and understanding specifically how the emotions can affect others. Self-awareness helps in controlling situations as well as taking the time to control stress by thinking about the respective reactions and as well as responses to differing work scenarios.

Successful leadership in managing the clinical environment also necessitates the incorporation of shared decision making values into every day’s operation. Shared decision making usually promotes staffs autonomy, engagement, dependability, and accountability (Furnham & Crump, 2015). Instead of focusing on controlling as well as directing the decision-making process, an effective leader guides, trains and facilitates in the quest for achieving efficiency. The result is usually a work surrounding that promotes and emphasizes on teamwork, respect and collegiality. Employees are always willing to cooperate and follow the leading gals with operative autonomy and when they feel that their opinions and contribution is valued (Anonson et al., 2014). By focusing on shared decision making the communication amid the management and staffs grows to be a multi-directional one which permits the solving of issues and conflicts that might arise in transparency and this is a suitable approach for, efficient and speedy solutions. In this context, the operations of the organizations are not altered which in turn generates convenience and management efficiency. Also shared decision-making permits employees to assume accountability and responsibility for their everyday operations which ultimately offers a sense of empowerment and improves the satisfaction of employees.

    Successful leaders must have the capability of managing their relations with an extensive individual’s variety given that teamwork and collaboration are a necessity to the deliverance of high-quality care. Therefore collaborative relations that promote and respect the values and visions of the corporation should be established (Furnham & Crump, 2015). This cannot be acquired without the presence of effective skills of communication which are essential in relationships management. This requires excellent verbal and written skills helps in ensuring that everyone understands the set expectations. These skills are particularly essential given that leadership to entail the engagement in a variety of relationships. Successful management by clinical leaders requires the engagement of effective behaviors and if necessary they should adopt a lead change policy which is bound to offer benefits to all the involved stakeholders. In that, they need to balance the needs of the staffs, patients and the administration (Kelly, Wicker & Gerkin, 2014). In addition, these skills are essential in conflicts resolution and moving together towards the accomplishment of mutual goals. A clinical management leader must be able to communicate in a persuasive manner while showing empathy for those that are involved and understanding of the varied scenarios. Moreover, a successful leader is the one that encourages clinical followers to acquire and improve their communication skills to enable them to communicate openly as well as with different diverse team members, develop solutions and participate actively in making decisions regarding patient care (Kelly, Wicker & Gerkin, 2014).

    Social awareness as a necessary successful leadership trait plays a critical role in effective management, especially where diversity is involved.  Social awareness tends to be a complicated task. This incorporates having to focus and care the experiences of others, comprehending their needs as well as effectively responding to the needs (Keys, 2014). Social awareness incorporates mainly understanding social interactions and standards within the diverse groups, networks, gender as well as culture. These specific groups, networks as well as cultures refers to those that are situated within the organization, community, global or even the community.  Effective social awareness necessitates active listening abilities and the capability to effective communication in an empathetic and compassionate manner with all the members. This necessitates the general capability to establish, issues, allegations, viable solutions, motivations and the nature of the subject (Keys, 2014). In other words, this refers to knowing the political era within the specific group which in the continuously and rapidly changing healthcare surrounding is challenging. Regardless of the situation, a successful leader in management is one that listens attentively and offers a non-biased response which is not grounded on any kind of judgment that might demotivate employees (Keys, 2014).

    Mentorship capability success requires a comprehensive understanding of the challenges faced by employees on the grounds of the pressure of accomplishing the given tasks (Scully, 2015). An effective leader in management should lead based on what they convey to allow the others to follow. Performance expectations and genuineness should be balanced. True leaders remain loyal to their values (Scully, 2015). Authenticity is highly required today in achieving organizational success. In the healthcare sector that is particularly focused on achieving certain targets, clinical leaders are highly likely to face moral dilemmas. Being authentic implies prioritizing the needs of both the staffs and those of employees. Efficiency is only achieved after achieving job satisfaction and thus employees should be motivated always (Scully, 2015). The focus of this leadership should be on collaborative grounds by growing to be an effective model thus developing a community sense through mentorship, clear and dependable communication as well as the management of conflict.

Conclusion

It is apparent that leadership is an integral part of acquiring rotational success. This involves the relationship amid the leaders and the followers. It is not just the process of directing and developing guidelines rather it is the capability to bring individuals together in achieving common goals. Achieving success in the management of a clinical surrounding required a number of essential leadership traits which are persistence, good communication, relation management, social awareness, self-awareness, time management, the capability to mentor, encouraging collaborations as well as fortitude. Effective leadership is necessary for acquiring success in the management of a clinical setting that is characterized by diversity and complexity.

References

Anonson, J., Walker, M. E., Arries, E., Maposa, S., Telford, P., & Berry, L. (2014). Qualities of exemplary nurse leaders: perspectives of frontline nurses. Journal of nursing management, 22(1), 127-136.

DuBois, M., Hanlon, J., Koch, J., Nyatuga, B., & Kerr, N. (2015). Leadership styles of effective project managers: Techniques and traits to lead high performance teams. Journal of Economic Development, Management, IT, Finance, and Marketing, 7(1), 30.

Furnham, A., & Crump, J. (2015). Personality and management level: Traits that differentiate      leadership levels. Psychology, 6(5), 549.

Kelly, L. A., Wicker, T. L., & Gerkin, R. D. (2014). The relationship of training and education to             leadership practices in frontline nurse leaders. Journal of Nursing Administration, 44(3), 158-163.

Keys, Y. (2014). Looking ahead to our next generation of nurse leaders: Generation X Nurse       Managers. Journal of nursing management, 22(1), 97-105.

Marquis, B. L., & Huston, C. J. (2011). Leadership roles and management functions in nursing: Theory and application. Philadelphia: Wolters Kluwer Health/Lippincott Williams & Wilkins.

Scully, N. J. (2015). Leadership in nursing: The importance of recognizing inherent values and attributes to secure a positive future for the profession. Collegian, 22(4), 439-444.

Business Report Memo

TO: CEO

FROM:

DATE: 

SUBJECT: Workforce Transportation Habits

Introduction

Transportation is an integral part of business given that it enhances convenience, productivity as well as performance (Black, 2010). Our company is the leading private corporation employer in the metropolitan there is a need to address the issue of traffic caused by the company’s staffs. Based on the conducted survey the most utilized transportation means are carpooling and public transport. Some alternatives that would be of use in solving the issue are to telecommuting and encourage the use of bikes riding, scooters and walking for those that live close to the firm.

Distance Walk and Use of Bikes

Close traveling and bike riding is a probable solution. The alternative is low cost based that similarly to carpooling holds mutual advantages to the staffs and will result in traffic reduction (Black, 2010). Most employees live close to the company which makes this alternative a probable one given that it is not a difficult option and it would be an effective one.

Telecommuting

The most viable option that would lower the traffic patterns in telecommuting increase. Telecommuting refers to providing options where individuals can accomplish their tasks from home which results in the canceling of their travel to work and back (Black, 2010). Based on the conducted survey it can be predicted that telecommuting is a convincing possibility. It is a potential option given that it is the only alternative that will result in the high traffic reduction. The alternative can categorize tasks that can best be performed at home which might, in turn, result in shift operations. The issue is that the structuring of the corporation is not suitable for telecommuting given that most tasks are manual. However, with the need to change telecommuting is a viable, convenient and flexible option.

Conclusion

There is a great need to lowering the traffic caused by the company’s employees. It was established that riding, distance walking, and telecommuting are the viable solutions to the issue. In that, they are convenient, cost-efficient and flexible. However, this would lead to the introduction of a number of unavoidable changes. For more details, please feel free to invite me for a thorough discussion.

Figure 1: Employee Carpooling Habits

Analysis

            The largest populace started that they would never utilize carpooling for any given rationale while that that would use it every day only accounted to 23 percent.

Figure 2: The use of Public transportation

Analysis

            The largest populace deemed to be utilizing public transport based on its convenience, ease of use as well as lower fares.

Figure 3: Effect of potential improvements to public transportation

Analysis

            The largest populace started that they would utilize public transport based on safety, cleanliness and convenience reasons.

Figure 4: is telecommuting an option?

Analysis

            The largest populace started that they would r utilize carpooling for any given rationale while that that would use it every day only accounted to 42 percent which is rather a significant population.

Reference

Black, W. R. (2010). Sustainable transportation: Problems and solutions. New York: Guilford Press.

Leadership Management Skills

Question One

The achieve model is an effective management of performance framework that integrates a number of managerial concepts. In today’s contemporary society organizations have the capability to gain competitive positioning via the use of human resources by ensuring that the respective members possess the required skills are motivated suitably (Chen, 2005). The management of individuals to enhance performance can result in significant outcomes.  A common issue that happens during the management procedure is that most managers tend to be skillful in communicating to the staffs on the existing performance issues but they fail in facilitating the process of determining the root causes of these issues. In short, most managers are effective in the identification of issues but weaker when it comes to diagnosis of the issues (Chen, 2005). the achieve model is objected at offering guidance to managers in the determination of why some performance issues might have occurred which then results in the development of change approaches such as corporate development that are objected at solving these issues (Chen, 2005).

The Achieve model of performance classifies seven features that are related to performance management which includes, ability, motivation, company’s support, responses, validity or dependability, understanding and the surrounding. The use of the achieve model is essential in evaluating the manner in which all the factors might impact the possible performance (Northouse, 2013). Ability is a feature that incorporates the knowledge and the relevant skills possessed by staffs while clarity is a description of how the job is understood. With motivation and the will then satisfaction is achieved which in turn results in increased performance which might not be acquired without adequate support from the organization. Most performance issues can be caused by the absence of validity, support, motivation, will and the appropriate coaching and performance feedback (Northouse, 2013). This, therefore, implies that evaluation involves communicating the existence of these performance issues and the cause of their existence to enhance the capability of developing viable solutions.

In my opinion, I believe that the two prime forces that my supervisor utilizes in the performance issues evaluation are ability and clarity. This refers to the general knowledge as well as competence that each student possesses and understanding which primarily plays part in perception and will. Understanding how a certain task should be accomplished is not all given that efficiency is acquired with the acceptance of doing the given role in alignment with the set goals.

Question Two

Trait leadership approach refers to the incorporated arrangements of an individual’s characteristics that directly reflects a range of distinctions while fostering leadership effectiveness consistency across different situations and groups (Northouse, 2013). Some traits that demonstrate a particularly strong relation in regard to leaderships includes integrity, intelligence, self-esteem, transparency, consciousness, and flexibility (Northouse, 2013). Besides being social one must be agreeable with the capability to tolerate as well as being tolerated by others. Intelligence refers to the capability of solving issues with critical thoughts and minding of the possible outcomes and the general effects on the involved persons. Confidence is essential while expressing thoughts or ideas given that it creates a sense of care and effectiveness on the followers (Winkler, 2010).

My strength lies in the intelligence feature. In that my general cognitive capability is particularly high which is mainly driven by my high social skills, flexibility, emotional control as well as self-motivation. I believe that I am intelligent because I am creative and always open to developing and structuring new thoughts particularly in the presence of challenges. In addition, I am a reliable, organized and a goal oriented individual who never stops at anything until I have achieved. However, my weaknesses are low self-esteem. Even with the ability to develop fresh and innovative thoughts, it is usually challenging to propose or expressive my feelings or thoughts based on rejection fear. This weakness can best be improved by focusing on positivity rather than negativism gave that one should never be afraid to acquire disappointments while learning.

References

Chen, H. (2005). Cooperative Performance: Factors affecting the performance of international technological cooperation. Boca Raton: Dissertation.com.

Northouse, P. G. (2013). Leadership: Theory and practice. Los Angeles: SAGE.

Winkler, I. (2010). Contemporary leadership theories: Enhancing the understanding of the complexity, subjectivity and dynamic of leadership. Berlin: Springer.

Advanced Program Management

Project management refers to a process of helping various projects in accomplishing their set objectives and normally includes project initiation, development of an execution plan and executing the projects in accordance with this plan. It also involves controlling all the activities involved in the project in its lifetime and presenting the final product to the client and then project closure (Sanghera, 2008). Program management refers to centralized efforts aimed at ensuring that the strategic objectives set for a certain program are attained. The process involves managing only the interrelated projects in form of a group so as to achieve optimum resource utilization and constraints reduction in order to improve the performance of a firm (Sanghera, 2008). Portfolio management involves a larger scope that involves identification, prioritizing and authorization of such projects or programs. Even though portfolio management involves setting programs or projects priorities, it does not involve overseeing any single program or project but a set (Sanghera, 2008).

Earned value refers to the value of a project work whose completion has been done to date. The Earned Value can be attributed to the assessment by a management team for a project in regard to the progress they have been able to accomplish on every activity of a given project. Its measurement is quite difficult and such measurement is done on the basis of a judgment call by the right people working on the project. Tasks or activities of the project whose completion can be ascertained have realized the total value of that particular task (Whitaker, 2013). For instance, the Earned Value can be determined as Planned Value for projects that have been completed and zero value for those that have not been initiated.

References

Sanghera, P. (2008). Fundamentals of effective program management: A process approach based on the global standard. Ft. Lauderdale, Fl: J. Ross Pub. 3-6

Whitaker, S. (2013). PMP Rapid Review. Microsoft Press.23

Self-awareness

Self-awareness is an important element in leadership and management. Leaders with self-awareness are conscious and understand their strengths and weaknesses (Gonzalez, M. (2012). They have a clear perception of their emotions and actions, and they have the ability to see the effects of their behaviors on others. It is important to note that leaders with self-awareness have an honest understanding and this intelligence play a fundamental role in managing behaviors and strengthening relationships. Sine leaders understand their behaviors preferences as well as their weakness, they are able to improve behaviors and sustain relationships (Gonzalez, M. (2012). Note that leaders with self-awareness are influential leaders and in order to control emotions, they need to have self-discipline and accountability. Self-discipline creates an enduring focus and they are able to take risk. They also need to create boundaries which help them address serious issues and maintain integrity. Leaders with self-awareness stay focused and are curious about peoples’ issues.  Leaders need to conduct self-assessment and create a sense of worth (Gonzalez, M. (2012).

 Leaders show that they are aware of the emotions and this helps them develop skills in managing emotions in different situations.  Being aware of emotions means that leaders do not react to the negative emotion but rather they use creative thinking in making better decisions thereby strengthening relationships and trust. Leaders understand their personality and this helps in dealing with people within the organization. Leaders with self-awareness are also able to interpret emotions and make changes (Gonzalez, M. (2012). This means that leaders understand their perceptions as well as personality and behavior.

 An example of self- awareness is when a leader is planning to make an organization change. In this case, leaders with self-awareness act as role model and articulate the need for change. They ask themselves questions like, how will this change affect the organization? Does the change have a positive impact? Such questions help the leader to develop truth-seeking and commitment. Before implementing change, leaders are required to understand themselves as well as organization team in order to create interpersonal relationship. Trust and openness are key elements in promoting active participation (Gonzalez, M. (2012).

Reference

Gonzalez, M. (2012). Mindful leadership: The 9 ways to self-awareness, transforming yourself, and

inspiring others. Hoboken: John Wiley & Sons.

Management Style

Democratic

 Introduction

In organization, management style plays a fundamental role in coordinating groups, operations, and objectives achievement and organization effectiveness. The role of management style is to manage organization and leaders are expected to follow the set principles and lead followers to the right direction. I observed a manager managing employees in a certain organization and his behaviors of leadership can be related with democratic management style. The latter means that in making decision, managers involve subordinates to participate. In other words, managers allow employees involvement where their contribute opinions and arrive to the conclusion together. In decision making, there is a participative role where both employees and managers raises ideas and discusses issues together. Even though leaders have the final authority, employees enjoy equal inputs and inclusiveness (Adeniyi, 2007). The purpose of democratic leadership is to develop essential goals, develop strategies to achieve the goals and express of creativity which leads to selection of greater leaders in future.

Impact of democratic style on employee morale

Employee morale is when employees feel that they are valued by superiors and feels that they have a sense of belonging. To have the morale, employee must have job satisfaction; they should be appreciated, respected and recognized. In democratic leadership, employees increase morale since they are valued and recognized (Adeniyi, 2007). Employees feel that they must create workable goals and improve performance in order to achieve success. Employees are allowed to participate in solving problems and this helps them create personal growth. The friendly participation with leaders increases job satisfaction and productivity through being accountable and working together (Adeniyi, 2007). Communication is important as it allows employees put ideas hence improves morale and performance. Since they are given the opportunity to state the best way to run the business, they feel empowered and they minimize resistance to change (Adeniyi, 2007). Active participation makes employees feel that they are personally liable in achieving success. Indeed, employees will take an active role to bring effectiveness and to minimize risk.

Effects of democratic style on team-building efforts

Democratic style has a positive effect on team-building. This is because, employees are empowered and they unite to accomplish the goals. As a team, they discuss on how to achieve success on the delegated task. Through decision making and creating strategic ways, employee develops team work in solving problems and achieving high productivity (Pride, Hughes & Kapoor, 2010). Individuals support each other and through considering other’s opinions, members create collective actions and engage in collective working. Given that employees have a sense of responsibility, team members implements effective change and solves problems through creativity. By agreeing on direction to follow, employees join hands and increases commitment. Active participation creates an environment where experienced and knowledgeable employees empower others to increase performance and to set common goals (Pride, Hughes & Kapoor, 2010).

Develop effective leaders.

 The organization develops effective leaders through communication. Effective communication plays a fundamental role in instructing and informing members about the organization mission, vision and goals. Employees understands the point, offers opinion and works together to achieve success. Action learning is also valued within the organization and this helps leaders explore the real-world and becomes knowledgeable on areas of risk taking and implementation of solutions Leaders also become effective through adaptability (Dive, 2008).   Leaders are able to adapt to unexpected changes through creative thinking and problem solving skill. This behavior helps team members manage stress and continue working. Communities of learning also help leaders become effective as they gains moral support and skill development by working with diverse organizations. The organization creates effective leaders through relationship-building (Dive, 2008). There is a strong personal relationship and trust hence employees improve performance and shows satisfaction.

Conclusion

  Since modern organizations are working within an environment which is changing rapidly, democratic leadership is effective for the purpose of making decision as well as strategies for managing change. Employees are encouraged to contribute their views and through participation, members are able to set better ways of running the business. The participation makes employees take responsibility and accountability in establishing goals, improving performance and achieving success. Employees also create team work in solving problems, setting strategies and moving on one direction. To create effective leaders, organization ensures effective communication, action learning and strong relationship.

Reference

Dive, B. (2008). The accountable leader: Developing effective leadership through managerial

accountability. London: Kogan Page.

Adeniyi, M. A. (2007). Effective leadership management: An integration of styles, skills & character for

today's CEOs. Bloomington, IN: AuthorHouse.

Pride, W. M., Hughes, R. J., & Kapoor, J. R. (2010). Business. Australia: South-Western/Cengage Learning.