Plan
Plan 1: Transformational Leadership
Transformational leadership is a type of leadership style that can inspire positive changes in
those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate.
Not only are these leaders concerned and involved in the process; they are also focused on
helping every member of the group succeed as well.
The positive Pygmalion effect (holding high expectations of followers) can take on a negative
meaning in a many organization. High expectations often lead to excessive responsibility,
causing stress and pressure that can be unbearable. Death from overwork, is an accepted legal
cause of death in Japan. Lifestyle diseases, suicide, and violence are other miserable
consequences that are spreading, even among children.
Moreover, power distance in organization is relatively high and a rigid hierarchical structure is
followed. This means many leaders are directional who tend to use their higher authority over
their followers. Therefore, we have created a T&D Plan to make the Global Ones leaders more
transformational than directional. When a business struggles for a period of time, it may bring in
a transformational leader to boost morale. Transformational leadership is the use of high energy,
enthusiasm and passion to inspire and motivate employees.
Some of the well-known transformational leaders are Mahatma Gandhi, Mother Teresa, and
Nelson Mandela who have worked to bring positive change in the nation.
One advantage of the transformational leadership style is the manager's ability to retain
employees. The idea of transformational leadership is to reach out to each employee and bring
out the best in them. An inspirational manager spends time with each employee discussing ways
to make the employee's job easier, and helping to create plans for developing the employee's
career. This individual attention that is offered by transformational leaders helps to create a
strong bond between the manager and his employees that will reduce employee turnover.
Motivation
A transformational leader uses her belief in the vision of the company to inspire the staff to be
more productive and work towards company goals. The drive behind a transformational leader is
to find ways in which she can get the entire staff on board with corporate strategy and planning.
When the entire company is on the same page with the corporate vision, it can make achieving
that vision easier.
Corporate Learning
Every business must train employees if it expects effective outcomes. Put transformational
leaders in charge of corporate learning, and they tend to improve the outcomes of existing
employees and equip new employees for productive work. A transformational leader brings
increased effectiveness to your staff when he engages in corporate learning - a definite advantage
for any business. According to the Transformational Leadership website, transformational leaders
are particularly good at culture building, providing intellectual stimulation and individual
support, modelling positive behaviors, vision-building and holding high performance
expectations for your employees.
Much of the power of the transformational style rests with the values and personality
of the leader. Other theories, such as contingency or situational, explain that
leaders can align their style to the needs of the group to improve
effectiveness. Transformational leadership might be out of reach for those who
lack inspirational communication skills and charisma even if they possess
the skills and experience necessary to be in charge. Similarly, the
transformational leadership theory assumes one leader, which ignores the fact
that many organizations and campaigns
Transformational leadership does not incorporate situational dynamics and assumes that
followers want to work together toward a larger goal. Transformational approaches are not as
effective in situations where followers do not have the skills or experience
necessary to complete a task or are not motivated to perform without an
immediate and tangible reward. Thats why this training may not always be
appropriate or effective for the organization and as a result the cost will rise.
Therefore, we have created a Performance Management Training Plan which will focus on
creating high performance workforce.
Improvement in Communication
The employee and manager communicate more frequently and agree on changed objectives to
suit continuing changes in conditions and priorities. This is an inclusive and collaborative
process, which ensures that the employee has input and does not feel they have wasted the year.
The employee works towards specific objectives that are relevant. If the organization is using a
Performance Management product that has a performance diary, both the manager and employee
attend the review meeting with copies of their performance diary notes. This contains content
from the performance period to be reviewed. Given that both have content, they feel much better
prepared and stress is lower than if they were attending a meeting not
aware of the subject matter.
Under this system, employees compete with each other for job status,
position and pay. This could amount to backstabbing, failure among team
members to communicate efficiently and strong employee rivalry. It could
lead to dysfunction of the department and/or team, resulting in failure to
achieve performance standards.
Favoritism
Managers and supervisors tend to trust and depend on one employee more than the others. This
employee could be the foreman or the team leader. This employee is entrusted with responsibility
of explaining new job roles and duties to other employees. It leads to dissension and distrust
among the group members. It causes team fraction and adversely effects employee morale and
satisfaction. The attitude is "Why should I even try when the boss will only trust Employee A?
At the workplace, coaching and mentoring is used when the management finds that there are
working individuals who need to enhance their potentials to perform better in their jobs and to be
more productive. There may be skills that need to be strengthened, lapses in working behavior
and issues with performance output corrected at certain employees. Once this is assessed, these
employees will be recommended for coaching. The coaches are usually the supervisors and
managers. The company may even have a delegated coach for that particular department.
Therefore, we have creating a T&D plan of mentoring so that the aging population
in the organization who are towards their retirement phase can be re-hired
by the organization and use his skills and experience.
Personal Development
Taking advantage
Team Efficiency
On top of developing employees, coaching and mentoring can improve
the function of the team, department and entire organization. Coaching
and mentoring allows managers to identify the weaknesses and strengths
of each employee. This allows the organization to capitalize on the
resources at hand to keep the whole team working smoothly when
employees request vacation or take a sick day. The mentors are always
there to guide the young, less-experienced employees on their career
path which acts as a big support for any employee. They will know what their objective is and
how to reach their objective with the confidence that they have someone to guide them to do
their work perfectly. Besides, the bond between the mentor and the follower will grow on the
base of trust and confidence.
Mismatched Pair
Poor in Decision-Making
Mentoring has some limitations. It appears to be best for youth who are at risk, but it is not
adequate for those with significant problems. Connecting mentors to mentees who have similar
interests probably creates a more natural, stronger bond between
the two and benefits the mentees the most. Mentoring programs
that create a way for the mentor to provide guidance and to become
an advocate for the mentee are the best for youth. Mentors need to
strike a balance that keeps their mentees from viewing them as one
more adult telling them what to do while not crossing boundaries
and becoming over-involved in a youths life.
Employees may become over-dependent on mentors. As a result, they may fail to explore their
own potential or make decisions. This will hamper the productivity of the organization. Mentors
are like coach who will train you one every step after finding the strengths and weakness you
have. He will guide on employees career path like how using his strengths and overcoming his
weaknesses he can achieve his objectives or goals. As a result, he will lack the skill to make his
decisions which may harm his productivity and efficiency.
Conformity is no excuse for ignoring ethics and not doing the right thing.
Workplace ethics training is highly recommended for fostering a trustworthy
working environment. Many employees have a general sense of right and
wrong, but may not understand the legal intricacies of their business
enough to identify and not engage in unethical activities. Additionally,
there is sometimes confusion about the often-subtle differences
between
illegal and unethical behavior. Proper training helps keep each
employee informed, while hopefully preventing errors in judgment that cast
a
negative light on the company. Therefore, we have created a T&D plan for
following ethics in the workplace so that the organization can acquire benefits in the short run as
well as in the long run.
The expense of comprehensive ethics training carries the potential to more than pay for itself
over the long term. Aside from potentially costly lawsuits, there are key
ways to leverage ethical behavior to improve a company's bottom line.
Proper ethics with consumers fosters positive word-of-mouth, improving
the chances of repeat business and new clients. Additionally, new
marketing dollars are not required to pull in these new clients. Negative
publicity in general is always bad for business, resulting in poor Better
Business Bureau scores and negative feedback on various Internet forums.
Employees that trust their employers and can work with a clear conscience
tend to be more productive, helping their career chances as well as
potentially improving the company's profitability.
Code of Conduct
way
start to
Costly
Developing, implementing and maintaining an ethics compliance
program within your organization can be expensive and timeconsuming. Ethics policies need to be continually updated to
reflect changes in workplace laws and changes in your company
culture as the organization grows. Proper administration of an
ethics program often requires the hiring of an ethics officer and
the commitment of company financial and personnel resources.
Time Do you have enough time to delegate? It takes money to make money, and it also takes
time to save time. You must be able to give sufficient instruction and support as necessary. And
you also need to give yourself enough time to make corrections if needed.
Availability Is someone available to do the task? You must have people with the necessary
skills and expertise to complete the job successfully. Often, the best tasks to delegate are those
for which your staff members have more expertise or information than you do. If they're closer to
certain day-to-day activities, they may well perform better and faster than you could
.
Criticality Is the work critical to the success of the project or the organization? High profile
tasks that have a low tolerance for mistakes are often better done yourself. For instance,
responsibilities that have to do with strategic initiatives, recruitment of new team members,
confidential information or sensitive customer relationships are not typically delegation material.
If needed, delegate even more of your lower level work to make sure you have time to do a
superb job of the vital work.
Basis of Organizing
Delegation of authority is the basis of forming an organizational structure. The number of layers
in the organizational structure depends upon the nature of delegation of authority and
responsibility. In a similar way, the functioning of the enterprise is not possible without an
organizational structure. Therefore, the management has to first decide on the layers of
delegation of work, authority and responsibility and then proceed with the formation of
organizational structure.
Non-delegable Duties
Many tasks that a manager of a business would perform cannot legally be delegated. If you as a
manager have the duty to perform these tasks, you cannot delegate these tasks without putting
yourself at risk of a lawsuit. As a business owner, you cannot legally delegate duties involving
your own personal judgment and skill. For example, you own an appraisal business and a client
hires you to appraise his home. You delegate the duty to an unqualified employee, and the
employee subsequently gives a much lower appraisal value than the house is really worth. The
homeowner ends up selling the home based on the low appraisal value. The homeowner could
sue you.
Burden on Employees
Another disadvantage of delegating management duties to employees is giving an employee too
many tasks to complete. If you place too much of a burden on your
employees shoulders, that employee may stop viewing himself as a
trusted employee and start viewing himself as an abused employee.
If his pay does not match the amount of work he completes, he may
just make himself your former employee. Be careful not to place too
many of your duties on just one person. If you need to delegate
many duties, spread the tasks among more than one employee.
If
the
This approach is very time consuming and too many view-points and ideas
may take the- solid decision more difficult and may be a source of frustration
Individualism
to
Sometimes individual strong opinion taken by the employee can lead the
workplace clashes with their colleagues and boss. With individualism, people
are expected to look after themselves, not others. As individualistic
workplace gives freedom to the employees to take decision by their own, this
phenomenon is quite natural to be found.
One of the major drawbacks of individualism is it does not emphasis on cooperation and team work. If it does follow the
collectivism, then multiple employees might work
together to achieve customer satisfaction and quality
for customers. But in individualism, employees tend
to satisfy their own customer needs, ignoring the other
customers needs.