Strategic HR Practices in Emirates Airlines

Introduction Strategic human resource practices require a business firm to focus on creating value in their internal functions to increase their competitive edge in specific industries they operate in.Advertising We will write a custom report sample on Strategic HR Practices in Emirates Airlines specifically for you for only $16.05 $11/page Learn More This requires a firm to link its organisational culture with its operational structure and business objectives to attain positive outcomes (Boxall Purcell, 2008, p. 67). Emirates Airlines is one of the largest companies with operations in the United Arab Emirates and other parts of the world. The company’s vision focuses on sustaining strong leadership to enable it to formulate fresh ideas to keep it competitive in the industry. The company’s mission focuses on corporate responsibility by participating in different community programs that have tangible communal benefits in different parts of the world. The purpose of this report is to highlight different aspects of strategic human resource management in Emirates Airline and how they have enabled the company to attain positive results in its operations. This paper will discuss an overview of strategic human resource management practices in Emirates Airlines and provide an analysis on how they help it execute its objectives in the industry. Approach to Management Strategic HRM principles which focus on giving a firm organisational effectiveness to make it more competitive in the industry have been implemented by Emirates Airline.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The firm’s HR systems offer all employees positive working environments that allow them to utilise their talents to improve performance (Boxall Purcell, 2008, p. 71). The organizational culture is closely aligned with its mission where employees pa rticipate in making crucial decisions which are reviewed and implemented within a short time. The firm’s operational systems are flexible and this ensures that various crucial functions and duties are performed in different locations to save on costs and time. Since it is a transnational organization, the firm has a less complex organisational structure which allows all employees to interact freely. The company’s resourcing practices focus on developing its own talent pool and sourcing experienced employees through the internet, recruiting agencies and the media. Advertising of employment opportunities by the company is done through traditional media and recruitment agencies which the firm partners with. Employees are drawn from 160 different nationalities and they are given equal opportunities to build their skills and talents in the firm. Adverts target employees with different types of skills who are able to perform a wide range of functions in the firm. More import antly, the firm constantly looks at changing patterns in the industry that are likely to impact on its operations and updates its employment practices accordingly (Bamber, Gittell, Kochan Von Nordenflycht, 2013, p. 55).Advertising We will write a custom report sample on Strategic HR Practices in Emirates Airlines specifically for you for only $16.05 $11/page Learn More Some of the external pressures the firm has to consider when changing its HR policies include: legal environment, costs, technological changes, political factors and cultural factors that directly impact on its operations. The firm’s management team confers with employees before policy changes are implemented and this allows both parties to share ideas about benefits and risks that are likely to be experienced by the firm. Internal HR Management Performance management processes enable leaders in a firm to set goals to be achieved by all employees in their workstations to register quality outcomes. The airline encourages its employees to feel at ease whenever they are at work and this motivates them to focus more on the task at hand. Since the firm observes dynamic work practices, employees interact easily with managers to make them aware about different issues they are facing. The firm mainly relies on long cycle performance management systems which allow it to use personnel appraisal methods with different criteria to evaluate employees. Periodic reviews are undertaken and employees that attain positive results are awarded yearly bonuses, travel benefits and promotion opportunities (Bamber, Gittell, Kochan Von Nordenflycht, 2013, p.60). This approach allows managers to take note of different factors in the operating environment that affect overall organisational performance negatively.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The firm’s resource base is updated through both talent management and succession planning strategies. During training, employees are equipped with multiple skills to allow them to understand different duties they are expected to execute in the firm more effectively. This makes them suitable for different functions the firm specializes in to make them more competitive in their work responsibilities. More importantly, the firm has strong training procedures for new and old employees that increase their awareness about specific work responsibilities they are expected to execute (Exter, 2013, p. 87). Flexible induction policies reinforce a positive work life balance in the firm and as a result, they get inspired to attain positive results in their workstations. This approach encourages employees to take the initiative to improve their own performance in the firm. Communication, Employee Engagement and Organizational Culture The main language that all employees use for communicat ion is English. This allows people in the organization to interact with one another freely to form strong relationships that improve results. The inclusive diversity policies in the firm have increased the level of integration and cohesiveness thereby allowing all stakeholders to focus more on organisational objectives. The firm relies on both online and traditional communication platforms to engage with its employees in different locations (Nankervis, Compton, Baird Coffey, 2011, p. 67). Since workers perform their duties in a relaxed environment, the firm encourages them to increase their interest in other external activities that are beneficial to their development. This allows them to exploit their talents in a dynamic organizational environment because existing structures encourage mutual exchange and collaboration. The firm’s overall practices have elements of both clan and rational cultures. Clan culture is practised through employee collaborations to achieve customer service excellence in these functions; ticketing, onboard services, baggage handling, communications and customer care services. Therefore, information sharing and team work have made it possible for the firm to stay ahead of its competitors in the industry because of the additional value offered to customers. Rational culture is used by leaders in the firm to engage employees to improve the way internal systems are designed to improve overall performance. As a result, middle management teams guide workers on the importance of adhering to high operational standards to elicit positive reactions from customers (O’Connell Williams, 2011, p. 52). Therefore, managers are able to gather information to understand various issues that are likely to affect workers’ performance in the firm. Employees in the firm are encouraged to interact with their colleagues outside the workplace to make them appreciate their diverse cultural backgrounds. Employees are also encouraged to part icipate in various corporate responsibility activities and this has improved their perceptions towards the firm’s corporate values and ethical principles. Employees are encouraged to volunteer in corporate social responsibility events where they get to learn more about the importance of sustaining positive relationships with all stakeholders. Therefore, this has brought about a high performance culture in the firm which rewards and acknowledges people for their positive contributions to the firm (O’Connell Williams, 2011, p. 57). Leadership Style and Change Management Processes Leadership is a key function which every business organization must take seriously. The leadership style which is used by the airline is a combination of paternalistic and transformational leadership. The firm’s leadership has infused new ways of thinking into existing organizational practices which encourage employees to use critical thinking skills to perform their duties. Most of the senior executives in the firm have worked there for a long time and they are able to anticipate different challenges before they occur. In effect, they use knowledge-based theories to make proactive decisions which sustain the firm’s competitive advantage in the industry. Since the Dubai government is a strong stakeholder in the airline, some of its leaders confer with management to find out the impact of external policies on the firm’s operations (Wensveen, 2007, p. 98). The leadership model adopted by the firm focuses on both results and general behaviour to inspire employees so that they can become more diligent in their duties. The firm was forced to change its recruiting practices several years ago to cut down on operational costs. A majority of its employees come from low wage countries and this has allowed the firm to focus on other strategic functions to increase its competitive edge. Additionally, the implementation of an aggressive growth strategy has increas ed the number of global destinations it flies to (Hayton, Biron, Christiansen Kuvaas, 2012, p.70). More importantly, the firm was among the first airlines to place orders for the Airbus A380 as part of its fleet modernisation program to help it fly its passengers to long haul destinations. All these growth plans have necessitated a change in the HR strategy because the firm focuses on constant process improvements to sustain its brand value in the industry. Kotler Eight Step Process Step 1: The firm’s first CEO Maurice Flanagan instituted excellence policies in 1985 after being chosen by Dubai’s rulers to start a globally recognized airline. Step 2: Hiring procedures focusing on hiring expatriates from Western Europe and the U.S. Expatriates have served in senior executive positions for more than two decades and this has helped the firm to develop its internalisation strategy. Step 3: A change vision focusing on equipping employees with high quality customer service, communication skills was instituted by the airline to achieve its strategic objectives. Step 4: Employees were exposed to a new working culture which allowed them to understand the firm’s vision in the industry and how it was going to be achieved. Step 5: Adoption of learning centred approach to improve performance and to streamline various functions. Improvement in hiring practices to bring about cultural diversity at the workplace. Step 6: Performance management and reward systems for technical, customer service and other employees in the organisation to improve internal and external operations. Step 7: New expansion plans that enable the firm to use modern aircraft for long haul flights to increase connectivity and to provide high levels of comfort to customers. Step 8: The firm has instituted a corporate responsibility plan that encourages its employees to engage with external stakeholders to make them understand its long term vision. Change Implementation Processes and I nnovation in the Company The firm has focused on bringing transformational changes that are aligned to evolving overall brand strategies. As a result, employees’ perceptions towards change management processes are more positive because they know there are many opportunities they will gain in the future. Effective stakeholder management policies have been implemented to encourage all stakeholders to participate in organisational activities. This approach has allowed the firm to increase awareness about its short term and long term objectives in the industry (Hayton, Biron, Christiansen Kuvaas, 2012, p. 117). Managers inform employees about specific changes that are implemented in the firm and how they conform to its long term goals. As a result, this encourages employees to work harder to attain positive results in their duties. The company uses constant learning processes to make its internal as well as external practices more competitive. Since it has more than 62,000 emplo yees, it has diverse workplace strategies that make employees feel that they are appreciated. Therefore, all employees understand the role they play in the firm and this has stimulated positive thinking in different departments (Taneja, 2004, p. 112). The firm also relies on technology to boost various outcomes achieved by individual employees in their respective workstations. In addition, employees are allowed to propose new changes in their workstations to improve the quality of results obtained from different work processes. Work systems in the firm are designed to encourage flexibility and teamwork to allow employees to become more creative in their duties (Storey, 2007, p. 76). This approach encourages employees to propose new ideas which are forwarded to managers for review. As a result these innovative practices have helped the company to achieve a higher degree of service excellence out of its operations and this has strengthened the quality of its brand in the industry. Con clusion The firm has a less complex organisational structure that favours quick decision making. Additionally, it relies on technological solutions such as video conferencing to conduct meetings between its managers who work in different locations. Employees rely on mobile technological solutions to schedule flights in accordance with flight plans of different destinations to minimise delays. Moreover, the firm’s employees use enhanced technical support systems that rely on high quality mobile technologies to perform other important functions (Lock, Fattah Kirby, 2010, p. 10). It is also one of the first airlines that offered electronic booking, onboard multimedia entertainment and other value added services to its customers. More importantly, the firm has a full time research and development department that identifies specific areas of its operations which need to be improved to boost its performance in the industry. The airline’s recruitment and performance manageme nt processes are closely linked to its long term business objectives and they have increased its competitive edge in the industry. The airline’s brand has increased in value because it allows employees to use technological tools to make both internal and external work processes more efficient. In addition, the airline has a simple management structure that encourages employees to share information about various work processes easily. This has helped the firm to avoid duplicating employee responsibilities at the workplace and as a result, it has managed to reduce unnecessary costs. Lastly, work systems in the firm are innovative and they encourage employees to be more creative in their work duties so that they attain good results. References Bamber, G.J., Gittell, J.H., Kochan, T.A., Von Nordenflycht, A. (2013). Up in the air: How airlines can improve performance by engaging their employees. Ithaca, NY: Cornell University Press. Boxall, P., Purcell, J. (2008). Strategy and h uman resource management. Basingstoke, UK: Palgrave Macmillan. Exter, N. (2013).Employee engagement with sustainable business. New York, NY: Routledge. Hayton, J., Biron, M., Christiansen, L.C., Kuvaas, B. (2012). Global human resource management casebook. New York, NY: Routledge. Lock, H., Fattah, A., Kirby, S. (2010). Airline of the future: Smart mobility strategies that will transform the industry. San Jose, CA: Cisco Internet Business Solutions Group. Nankervis, A., Compton, R., Baird, M., Coffey, J. (2011). Human resource management: Strategy and practice. Mason, OH: Cengage Learning. O’Connell, J.F., Williams, G. (2011). Air transport in the 21st century: Key strategic developments. London, UK: Ashgate. Storey, J. (2007). Human resource management: A critical text. Mason, OH: Cengage Learning. Taneja, N.K. (2004). Simpli-flying: Optimizing the airline business model. London, UK: Ashgate. Wensveen, J. (2007). Air transportation: A management perspective. London, UK: Ashgate. This report on Strategic HR Practices in Emirates Airlines was written and submitted by user Aria Richardson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

presence - definition and examples of rhetorical presence

presence - definition and examples of rhetorical presence Definition: In rhetoric and argumentation, the choice to emphasize certain facts and ideas over others in order to secure the attention of an audience. The New Rhetoric: A Treatise on Argumentation arguments speaker Through presence, we establish the real, Louise Karon says in Presence in The New Rhetoric. This effect is primarily evoked through techniques of style, delivery, and disposition (Philosophy and Rhetoric, 1976). See also: Audience Analysis and Implied Audience Examples and Illustrations Ekphrasis and Enargia New Rhetoric(s)ProsopopoeiaPersuasion Examples and Observations: Perelman and Olbrechts-Tyteca write that presence is an essential factor in argumentation and one that is far too much neglected in rationalistic conceptions of reasoning. The presence of a fact or an idea is almost a sensory experience rather than a purely rational one; presence, they write, acts directly on our sensibility.Thus, in argumentation a rhetor seeks to bring his or her audience to the point of seeing the relevant facts, or experiencing the truthfulness of an idea. . . . Perelman and Olbrechts-Tyteca share Gorgias and the humanists intrigue with rhetorics power to direct thought, particularly rhetoric in the control of a skilled rhetorician. But their confidence in argumentation as a rational foundation of discourse is decidedly stronger than was Gorgias.(James A. Herrick, The History and Theory of Rhetoric: An Introduction, 3rd ed. Allyn and Bacon, 2005) Two Aspects of PresenceFor Perelman and Olbrechts-Tyteca (1969), achieving presence is a rule that guides the process of selection; we choose words, phrases, figurative images, and other discursive strategies to either (a) make something absent present to our audience or (b) increase the presence of something that has already been brought to the audiences attention. An example of the latter sense would be the way in which an orator, in a patriotic Fourth of July oration during the 19th century, would try to increase the presence of the spirit of the founding fathers.These two aspects of presence are not mutually exclusive; in fact, they frequently overlap. An advocate might begin by trying to make something present to an audience and then work to increase the presence of that item (whatever that might be). As Murphy (1994) noted, the idea of presence is a conceptual metaphor; when presence is achieved, what initially was absent almost seems to be in the room with the audience.(James Jasinski, Sourcebook on Rhetoric. Sage, 2001) Presence and Figurative LanguageThe very choice of giving presence to some elements instead of others implies their importance and pertinence to the discussion and acts directly on our sensibility, as illustrated by a Chinese parable: A king sees an ox on its way to sacrifice. He is moved to pity for it and orders that a sheep be used in its place. He confesses he did so because he could see the ox but not the sheep.Perelman and Olbrechts. Rhetorical Citizenship and Public Deliberation, ed. by Christian Kock and Lisa S. Villadsen. Penn State Press, 2012) Presence in Jesse Jacksons 1988 Convention Speech*Tonight in Atlanta, for the first time in this century, we convene in the South; a state where Governors once stood in school house doors; where Julian Bond was denied a seal in the State Legislature because of his conscientious objection to the Vietnam War; a city that, through its five Black Universities, has graduated more black students than any city in the world. Atlanta, now a modern intersection of the new South.Common ground! Thats the challenge of our party tonight. Left wing. Right wing.Progress will not come through boundless liberalism nor static conservatism, but at the critical mass of mutual survivalnot at boundless liberalism nor static conservatism, but at the critical mass of mutual survival. It takes two wings to fly. Whether youre a hawk or a dove, youre just a bird living in the same environment, in the same world.The Bible teaches that when lions and lambs lie down together, none will be afraid and there will be peace in the valley. It sounds impossible. Lions eat lambs. Lambs sensibly flee from lions. Yet even lions and lambs will find common ground. Why? Because neither lions nor lambs can survive nuclear war. If lions and lambs can find common ground, surely we can as wellas civilized people.The only time that we win is when we come together. In 1960, John Kennedy, the late John Kennedy, beat Richard Nixon by only 112,000 votesless than one vote per precinct. He won by the margin of our hope. He brought us together. He reached out. He had the courage to defy his advisers and inquire about Dr. Kings jailing in Albany, Georgia. We won by the margin of our hope, inspired by courageous leadership.In 1964, Lyndon Johnson brought wings togetherthe thesis, the antithesis, and the creative synthesisand together we won.In 1976, Jimmy Carter unified us again, and we won. When do we not come together, we never win.In 1968, the vision and despair in July led to our defeat in November. In 1980, ranc or in the spring and the summer led to Reagan in the fall.When we divide, we cannot win. We must find common ground as the basis for survival and development and change and growth.Today when we debated, differed, deliberated, agreed to agree, agree to disagree, when we had the good judgment to argue a case and then not self-destruct, George Bush was just a little further away from the White House and a little closer to private life.Tonight I salute Governor Michael Dukakis. He has run a well-managed and a dignified campaign. No matter how tired or how tried, he always resisted the temptation to stoop to demagoguery. . . .(Reverend Jesse Jackson, speech at the Democratic National Convention, July 19, 1988)* In the presidential election of November 1988, incumbent Vice President George H.W. Bush (Republican) handily defeated Governor Michael Dukakis (Democrat). The Effects of Presence and the Suppression of Presence[Charles] Kauffman and [Donn] Parson [in Metaphor and Presence in Argument, 1990] make the . . . important point . . . that the suppression of presence can have a persuasive effect. They show that metaphors with and without energeia can be used systematically, on the one hand, to alarm, and on the other, to dampen, public anxieties. For example, using metaphors with energeia, President Reagan speaks of antique Titan missiles that leave the United States naked to attack; he depicts the Soviet Union as an Evil Empire led by monsters. On the other hand, using metaphors without energeia, General Gordon Fornell creates an antipresence designed to sidestep public anxiety in the interest of further weapons procurement. The current Soviet ICBM force of 1,398 missiles, of which over 800 are SS-17, SS-18, and SS-19 ICBMs, represents a dangerous countermilitary asymmetry which must be corrected in the near term (99-100; emphasis mine). The systematic use of such colorless metaphors increases adherence by dampening what might otherwise be legitimate anxieties.(Alan G. Gross and Ray D. Dearin, Chaim Perelman. SUNY Press, 2003)

Company Profile Project on American Airlines Essay

Company Profile Project on American Airlines - Essay Example He has always advocated for consolidation in the airline industry so as to create a stable as well as a competitive environment for its employees, the nearby community and the shareholders. Beverly K. Goulet who is the Senior Vice President and Chief Integration Officer plays the role of worldwide functional manager. Beverly Goulet previously served as the chief restructuring officer of AMR Corp and led the restructuring process in chapter 11 of America’s constitution as well as in the analysis and negotiation of American’s merger with the US Airways. As the worldwide functional manager, she is charged with the role of leveraging knowledge as well as innovations across the various functional departments within the company. The position is held by Stephen L. Johnson as the Executive Vice President Corporate Affairs and Assistant Secretary. Johnson holds a Masters of Business Administration as well as Juris Doctor from the University of California. He further holds a Bachelor of Arts in Economics from California State University. As the geographic subsidiary manager, he operates as a bicultural interpreter who is in charge of linking different cultures within the company. He is at the forefront in the implementation of corporate as well as global strategies aimed at transforming the image of the company globally. Within the American Airlines, top-level managers include J. Scott Kirby who is the president and Elise R Erbwein who serves as the vice president. Kirby first served as the president of US Airways and he saw a number of major achievements in the airline industry. The top-level managers are responsible for overseeing the operations of the entire organization. They come up with strategic plans as well as setting a tone at the top of the organization so as to ensure smooth operations in the entire organization.

Prison law and penology Essay Example | Topics and Well Written Essays - 1000 words

Prison law and penology - Essay Example This may lead them to focus more on controlling the inmate population rather than working on their rehabilitation. As previously stated, inmates tend to gather and form groups according to their race (black, Hispanic, Caucasian, etc.) or a race-related reasons (groups such as the neo-Nazis, K.K.K, etc.) and as a result, riots often break due to racial grounds. The real motives behind gangs formation and activity are actually power and wealth, things which they can achieve in various ways, often related to violence and disorder (Summers, 2006). The gangs are becoming increasingly stronger and more dominant ("Violent Gangs", n.d) and are also wise to draft to their ranks some prison guards and others that assist them in exchange for money, favours and more. 1 Therefore, prison authorities and representatives must always be attentive and prepared to thwart gangs attempts to gain more power and hurt others along the way. This undoubtedly shifts the focus of prison authorities from the desire to rehabilitate prisoners to the need to control and monitor them so that they dont cause more trouble and eruption of violence and havoc. Also, there are inmates which obviously overwhelming and something which they cannot escape or resist. These people have no place, power or control in the outside world and are therefore making extreme efforts to make their permanent home, the prison, their own kingdom and domain. This leads them to try and take control over it by forceful means and using violence and terrorizing others. They even develop ways to carry out their deeds using technological innovations and creative ways. For instance, it is claimed that a group of prisoners used a 400-year-old binary code system in order to smuggle notes, using guards as deliverers and smugglers of them (Summers, 2006). This shows the innovation and adaptability of gangs. They are no longer plain and simple, nor do they work in primitive ways. Now, when a

Characteristics of leadership

Characteristics of leadership Introduction The characteristics of leadership are examined in the context of business management. Leadership Shackleton (1995) defined leadership as the process in which an individual influences other group members towards the attainment of group or organisational goals. According to Torrington et al (2008) the leader may or may not be the nominal head of a group, implying that managers may or may not be leaders, and leaders may or may not be managers. Hollington (2006) argues that any individual may act as a manager at one stage and a leader at another time, depending on the situation. It should not be assumed that leadership is always a downward process, as there are times when employees or managers lead upwards. There is a degree of confusion between management and leadership, which is clarified by Northouse and Northouse (2009) who state that while management is concerned with the provision or order and consistency within organisations, the prime function of leadership is to drive change and development. Management seeks order and stability, whereas leadership aims to adapt behaviour and promote beneficial change. Qualities of leadership The understanding of leadership involves a blend of approaches according to Adair (2003). The combination of personal qualities (what you are), situational (what you know) and functional (what you do) all form a critical combination which distinguishes a leader. The attributes of a good leader are that they should possess most of the characteristics of the field they operate in. As an example, the leader of a law firm should typically have the characteristics of a good lawyer. More generic qualities are associated with leadership, such as enthusiasm, integrity, moral courage, warmth, and a combination of toughness and fairness. Both generic and typical qualities are necessary for recognition as a leader, supplemented with the natural authority which differentiates leadership from others. The increasing global competition in business has led to a focus on developing high-powered organisations which can differentiate themselves from the competition by the performance of their employees. According to Swart et al (2005) leadership had been identified as a key to the high-performance organisation. Leadership is seen as power to inspire, motivate and fill employees with the desire to change the organisation and to be the best. Leaders can act as change role models within the organisation. Building commitment to a common organisational purpose is essential to gaining competitive advantage and learning and development of employees plays a major part in delivering this. Dave Ulrich, whose work has had a profound influence on thinking within the human resources profession, has developed a framework for guidance of human resource professionals in developing commitment and common core values to organisations (Ulrich and Smallwood 2003). According to Harrison (2005) a key capability proposed in Ulrichs framework is leadership. Harrison relates that the latest human resource research findings show that there is an overwhelming need for effective leaders in the face of the radical change agenda facing the public and not-for-profit sectors of the economy or at the highly competitive environment in which all private sector organisations now operate. Leaders at corporate level are accountable for the results of the organisation and their brand has a major influence on shareholder confidence. At the line manager level leaders play a key role in communicating and enacting the organisations vision and in implementing the human resource strategies to raise employees commitment to it. Whether leadership characteristics can be developed within a person is the subject of debate. Price (2007) offers the following quote from Bennis (1990): I would argue that more leaders have been made by accident, circumstances, sheer grit, or will than by all the leadership courses put together. Price argues that whereas good leaders are comparatively easy to recognise when they are in positions of authority, developing people to achieve the necessary qualities is not so easy. Just as the nature of leadership is not fully understood, the appropriate methods of training and leadership are a matter of controversy. It is arguable that many supposed leadership training courses are actually teaching management skills rather than those of leadership. Training courses have concentrated on identifying the nature of leadership and the form in which the individual trainee wishes to adopt, which incorporates a range of options from being able to give orders to a more specialised form. Self0awa reness is often an optional training requirement for those who feel they lack identified leadership skills, by delivering a general boost in self-confidence. In each case the training depends of factors such as the participants level of seniority, or the organisational culture in which the individual operates. Clearly it would be inappropriate for a junior manager to adopt the manner of a managing director, or apply authoritarian forms of leadership in a business whole culture encourages wide participation in decision-making. Organisational strategy may be clearly stated and communicated, but the primary key to successful strategy implementation is leadership. Daft (2006) states that leadership is the ability to influence people to adopt the new behaviour needed for strategy implementation. An important part of implementing strategy is building consensus. People throughout the organisation must believe in the new strategy and have a strong commitment to achieving the vision and goals. Leadership means using persuasion, motivating employees, and shaping culture and values to support the new strategy. As an example Daft relates that CEO Sam Palasino of IBM used leadership to get people throughout the organisation aligned with the new e-business strategy. His actions included dismantling the executive committee that previously presided over strategic initiatives and replace it with committees made up of people from all over the company who now have a voice in strategy formulation and implementation. He inves ted considerable money in teaching managers at all levels how to lead rather than control their staff. He is also communicating with people all over the company, appealing to their sense of pride and motivating them to make IBM great once more by uniting behind the strategic vision, and facilitating the implementation of the strategy by making people feel they are participating, understand the strategy and therefore have more commitment to achieving it. Leadership in achieving successful strategy can be attributed to the drive and determination of a charismatic leader. Ruddock (2008) relates the Michael OLeary relentlessly drove change in what was a failing airline by concentrating on changing the publics perception of air travel as being somehow elevated above other forms of transport and turned the concept into one as commonplace as boarding a bus. The low-cost-no frills strategy was driven into every aspect of the airlines operation and OLearys considerable ability to generate publicity at every possible opportunity was utilised to the full. Every possible cost-saving action was taken, from negotiation of landing fees to relentless promotion of cheap flights with the lowering of passenger expectations of the service provided by such low costs. Ryanair, like many airlines today is suffering from the economic depression, but has up until recently been profitable and is still planning expansion at a time when many airlines are near collapse. This is in no small part due to the leadership qualities of Michael OLeary. The context in which leadership occurs is often a deciding factor in whether it is successful o not. The kind of leadership exercised will be related to the nature of the task and the people being led. It will also depend on the environment, and the actual leader. An analysis of the qualities of leadership in terms of intelligence, initiative, self-assurance and other characteristics is of limited value. The qualities required may be different in different circumstances, and it is important to take account of the variable leaders have to deal with, in particular, the task in hand, the group being led, and the leaders position relative to the group (Armstrong 2006). Leadership exists at different levels according to Adair (2006). There is the team level, where the leader is in charge of ten to fifteen people. The operational leader is responsible for a significant part of the business, such as a business unit, division or key functional department such as marketing. Operational leaders often have more than one team leader reporting to them. At the strategic level, the leader, often designated as the CEO, is leading the entire organisation. Strategic leadership is the art of leading a large body of people. The key to achieving sustainable business success is to have excellence in leadership at all three levels. Strategic, operational and team leaders need to work harmoniously together as the organisations leadership team. Cole (1997) relates that leadership is exercised against a background of the culture of the organisation. and this fact has important implications for the amount of power assigned to leaders as well as the styles that will be permitted. It does not follow that in any one organisation all leaders will adopt a less task-centred style than line managers, because their particular sub-cultures may be sufficiently different from the organisations as a whole. The sub-culture is a value-system of one part of an organisation which is a variance with the dominant value-system of the organisation as a whole. As an example, the research and development leader may be focussed on future product development while the marketing leader will aim to maximise market penetration. Conclusions Leadership appears to be characterised by many factors, some of which are inherent in the personality and actions of the individual, while others are dictated by circumstance, but are almost always accompanied by change in the circumstances of the organisation being led. Leadership is often confused with management, and the nature of leadership is not fully understood. References Adair, J. (2006) Leadership and Motivation, Kogan Page Limited, London, p 33. Adair, J. (2003) The Inspirational Leader, Kogan Page Limited, London, p 25. Armstrong, M. (2006), A Handbook of Human Resource Management Practice, 10th Edition, Kogan Page Limited, London, p 300. Bennis, W. (1990 Managing the Dream: Leadership in the 21st Century, Training: The Magazine of Human resource development 27 (5): 44-6. Cole, G.A. (1997), Personnel Management, 4th Edition, Letts Educational , London, p 57. Daft, R.L. (2006), The New Era of Management, Thomson South-Western, USA, p 292. Harrison, R. (2005), Learning and Development, 4th Edition, Chartered Institute of Personnel and Development, London, p 256. Hollington, S. (2006) How to Lead your Boss, People Management, Vol 12, no 24, 7 December, pp 44-5. Northouse, P.G, Northouse, P.G. (2009) Leadership: Theory and Practice, Edition 5, SAGE Publications, London, p 10. Price, A. (2007) Human Resource Management in a Business Context, 3rd Edition, Cengage Learning EMEA, London, p 531. Ruddock, A. ((2008), Michael OLeary: A Life in Full Flight, Penguin Books, London, p 194. Shackleton, V. (1995), Business Leadership, Routledge, London, p 2. Swart, J. Mann, C. Brown, S. Price, A. (2005) Human Resource Development, Elsevier Butterworth Heinemann, London, p 179. Torrington, D. Hall, L. Taylor, S. (2008), Human Resource Management, Seventh Edition, FT Prentice Hall, London, p 318. Ulrich, D. Smallwood, R. (2002), Why the Bottom Line Isnt: How to Build Value Through People and Organisations, John Wiley Sons, Inc., USA, p 43.

John Lewis

Good day, everyone. Since you’ve just heard about the plus side, let us now talk about the weakness. Some may find the first few familiar but I’ll mention them again anyway. * Firstly, in 2008, a scandal over expenses claimed by Members of Parliament revealed that John Lewis prices were being used as a guide to the maximum costs refundable to MPs when equipping London pieds a terre at a public expense. * Secondly, last year, pre-tax profits fell 3. 8%, to ? 354 million. * Thirdly, the very wet summer in 2012 has affected profits of businesses including retail and the hospitality industry. Besides that, there are a number more that we’ve manage to look up such as how * John Lewis performance slipped over the 2010 Christmas period. While all retailers practically underperformed during this time, John Lewis was the most exposed.At the time of writing, the share price was 361p with the 52-week low of 367p and high of 759p, which means that John Lewis M&S had lost more than 50% of its value during the year (Sunday Times, 2011). * Similarly, the price/earnings ratio of 9. is very low as compared to that of its competitor’s i. e. Mark and Spenser. The price/earnings ratio is the key indicator of investor assurance in a company (Arnold, 2002). * Next, John Lewis has recently started cutting prices to match up the ever increasing competition. This may devalue the brand (The Economist, 2012). * Lastly, The company has been recently criticized for fuelling accusations of poor managerial incompetence, corporate governance and lack of transparency infuriating many large investors (Nugent and Hawkes, 2012). * Thank you. John Lewis Good day, everyone. Since you’ve just heard about the plus side, let us now talk about the weakness. Some may find the first few familiar but I’ll mention them again anyway. * Firstly, in 2008, a scandal over expenses claimed by Members of Parliament revealed that John Lewis prices were being used as a guide to the maximum costs refundable to MPs when equipping London pieds a terre at a public expense. * Secondly, last year, pre-tax profits fell 3. 8%, to ? 354 million. * Thirdly, the very wet summer in 2012 has affected profits of businesses including retail and the hospitality industry. Besides that, there are a number more that we’ve manage to look up such as how * John Lewis performance slipped over the 2010 Christmas period. While all retailers practically underperformed during this time, John Lewis was the most exposed.At the time of writing, the share price was 361p with the 52-week low of 367p and high of 759p, which means that John Lewis M&S had lost more than 50% of its value during the year (Sunday Times, 2011). * Similarly, the price/earnings ratio of 9. is very low as compared to that of its competitor’s i. e. Mark and Spenser. The price/earnings ratio is the key indicator of investor assurance in a company (Arnold, 2002). * Next, John Lewis has recently started cutting prices to match up the ever increasing competition. This may devalue the brand (The Economist, 2012). * Lastly, The company has been recently criticized for fuelling accusations of poor managerial incompetence, corporate governance and lack of transparency infuriating many large investors (Nugent and Hawkes, 2012). * Thank you.

The Basic Facts of Essay Writing Topics English

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