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Posts Tagged ‘leadership’

8 Ps of Vision and Strategy

June 17th, 2014 No comments

The young boy asked the old man, “why a fast running horse is better than the slow running horse”? The old man said, “it has developed the habit to produce more power so that it can run up to ten times faster than the slow horse” The youngster said, “and what if the horse is running in the wrong direction”? The old man smiled and said, “then definitely it has the proportionate factor for wasting the efforts ten times quicker than the slower horse” The young man said, ” and what if other horses are following him too” The older man said, “off course it will mislead all those horses too!” “Then why all other horses follow the faster horse” “Because that attracts them but all that glitters is not gold sometimes”.

Key Qualities For An Effective Project Manager

March 20th, 2013 1 comment

This post describes key qualities needed for an effective project manager. It discusses the differences between leading and managing a project, explains the importance of managing stakeholders, describes how to gain influence by reciprocity, stresses on the significance of leading by example and managing by wandering around (MBWA), explores how to deal with the contradictory nature of work, and finally depicts how to acquire high Emotional Intelligence (EQ).

Charismatic Transformations Versus Developmental Transitions In Organizations – Case Study “Jamie’s Food Revolution”

April 14th, 2012 No comments

In response to the monopolistic dominance of traditional Organizational Development (OD) models, prevalent on the 1970s and 1980s (Dunphy and Stace 1993), which were based on the ideology of planned and incremental evolutionary first-order changes, stable and orderly progressive environments, and participative or collaborative management (Dunphy and Stace 1988), Stace (1996) developed a situational or a contingency model (Dunphy and Stace 1993) that introduced the Organizational Transformation (OT) revolutionary second-order change (Dunphy and Stace 1993) and provided a synthesis between OD and OT changes through the introduction of several change approaches that relied on two critical dimensions, the scale of change and the style of leadership change. This essay compares and contrasts two of these approaches, the Charismatic Transformations (CT) and the Developmental Transitions (DT). The essay then evaluates the effectiveness of the hard strategic Balanced Scorecard (BSC) and the soft developmental Total Quality Management (TQM) intervention tools in relation to the case study “Jamie’s Food Revolution”, and their consistency with the Congruence Model (the adopted diagnostic tool). Finally, the essay evaluates how successful the change intervention tools, adopted by Jamie, were during his food campaign (mainly project piloting, cultural change, and his leadership).

Categories: Change Management

Leadership And Management: Case Study (Shanaka’s Lentil As Anything)

April 14th, 2012 No comments

Lentil As Anything, an outcome of a so-called social experiment conducted by a charismatic rare pioneer, Shanaka Fernando (Visser 2010). Born in Sri Lanka, he dropped out of Law School to start a restaurant where catering is exclusively organic vegan fare (Pounder 2006) but with no menu prices, no cash registers, and no rules (SBS 2009). Based on a pay-what-you-can nonprofit model, Naked Lentil strives to help socially isolated migrants by offering training, Immigration Support, and encouraging multicultural communication and community growth (MuslimVillage 2010). With over 9 years of catering service, Lentil has been accepting more than 1500 customers a day (CharityFocus 2010), and has not been relying on any governmental funding (LentilAsAnything) but instead on generosity of its volunteers and patrons to pay all its liabilities (Rachel 2010). The restaurant currently has 4 branches in St. Kilda, Abbotsford Convent, Collingwood College, and recently in Footscray (Wikipedia 2011). Despite all the trust, openness, and generosity in Lentil’s philosophy, it suffered from several changes over the past few years, the crippling rise in debt (SBS 2009), the turbulence among managers, the unethical conduct of not paying their suppliers, the poor decision making and organization, and the lack of having an adequate business and human resource management model.

Categories: Leadership

Challenges Facing Virtual Teams

April 14th, 2012 No comments

The rise of marketplace globalization (Lurey & Raisinghani, 2001), the advances in computer technology, the multicultural nature of the workforce, and the ever-changing environment have led to the emergence of virtual teams (Shachaf, 2008). A virtual team is a geographically distributed group with a temporary lifespan and membership (Purvanova & Bono, 2009) performing interdependent tasks and relying on communication media to achieve its goals (Bosch-Sijtsema, 2007). Virtual team members may be dispersed within the organization’s facilities, in a single country, or across several countries and time zones (Wakefield & Leidner, 2008). A recent survey by the Gartner group showed that more than 60% of employees work in virtual teams (Martins, Gilson, and Maynard, 2004). These teams provide potential benefits to the organization including 24-hour service, travel cost-cutting, and best expertise employment (Kankanhalli, Tan, & Wei, 2006). Yet those teams face challenges in cultural diversity, distortion in communication mechanisms, and time zone disparities (Shachaf, 2008). This essay will demonstrate solutions against these challenges to explain the rising opportunities of virtual teams. These solutions will include the appropriate team member selection, the effective use of communication media, the importance of four virtual leadership roles (facilitator, mentor, monitor, and coordinator), the establishment of positive team processes, the e-ethical management, the balance management between individual and organization expectations, the transformational leadership under uncertainty conditions, the awareness from virtual team subgrouping, the significance of establishing and promoting relationships among members, and finally the design of a proper HRM system.

Categories: Leadership