Different approaches to leadership and management

Different approaches to leadership and management In this approach the subordinates or employees have very minute opportunity to make a decision by themselves most of the time the leader used to dictate his employees and control them by himself. This approach is the extreme type of transactional leadership. In which the reward of the work is directly defined by the leader. This approach is mostly used in unskilled labour work where there is no or lessor need of skill or expertise are required. This approach often results in high turnover and high level of absenteeism. In my point of view Marcionne has used this kind of leadership. But because of his foresight thinking and proactive decision making pull out the fiat from the worst crisis of its history when it was about to collapse but Marcionne bravely and intelligently stabilize the condition of the fiat. Democratic leadership approach This is the moderate approach towards the decision making process of the company. In this approach employees are often called for participation. Although the final decision is made by the leader but the employees feels more confidence in decision making because they think that their destiny reward management and other matters are settle by themselves. This approaches although takes more time but the results are often fruitful. This type of leader ship is often used where there is more importance of team work rather than just speed in productivity. In case of Oticon Kolind established this kind of environment in its organisation and there was no segregation on the behalf of seniority or hierarchal rank but just if they want do a work they have to just ask from their team leader. Laissez-faire Leadership approach Actually this is a French phrase which means leave it be and in this approach managers or leaders often leave their employees to work by themselves.it can be proved effective if there is proper and effective feedback system prevails. This kind of approach often prevails where the workers are highly skilled and self-motivated. In Google Corporation this type of the approach is being followed. Oticon Background and market position Oticon was the first hearing aid manufacturing Danish company came into being in 1904. Oticon was number one in market shares of 15% in worldwide hearing aids products in the end of the 70 because their technology advancement in miniaturization enabled them for the mass production of hearing aids. This position was challenged by the invention of the ITE (in the ear hearing airs device) that was a better technological substitute than the BTE which dominated by Oticon. The market share of Oticon dropped from 15% to 7% by 1987 since the introduction of the ITE. Lacking the economies of scale from BTE, Oticon became the number three hearing aids behind Siemens Audiologische Technik (Erlangen, Germany) and Starkey (Minneapolis, USA). With these conditions, we can address the competitive requirements of Oticon in the audiology industry. Being number three is very difficult to sustain any profitable business because it cannot compete with the market leaders in financial resources, marketing, brand equity, as well as technology creation with the companies like Siemens and Starkey. To survive they need to improve from their current strengths of high quality and high cost manufacturer to agile company with highly selected customer focus since quality hearing aids is the standard of regular products. Steps to improve financial and market position. The strategic plan for achieving competitive advantage in this industry can be addressed using Technology advancement Economies of scale Customers Organization innovation. The breakthrough invention of ITE that eroded the market share of BTE is the best way for any company to gain the competitive advantage. The know- how on how the mass produce the needed hearing aids can realize the economies of scales for the new invention like ITE. Targeting specific market segment for the best ROI as well as making a company more agile is also valid method to achieve competitive advantage in audiology industry. After Lars Kolind assumed the position of Oticons CEO, he cut 10-15% of corporate employees and loss-money businesses. He also realized that the company cannot compete with two bigger competitors in technology, marketing and sales because of the financial resources. With these constraints, he could only try to focus on customers and organization innovation. Oticon was targeting the high-priced segment of the market as well as emphasizing to nearly 5000 key hearing aid dispensers and hearing clinics. In the organizational change to make Oticon more agile, he thought if he wanted to compete with big company like Siemens, he could not just make 10% change and expected to beat Siemens. This change has to be radical, the radical new organization will not have formal hierarchical reporting relationships but with a resource allocation system build around self-organized project teams Revolution in Oticon With the globalization of the hearing aid productions and the price pressure from the competition, the best production in the industry is not good enough as the foundation to sustain the business for Oticon. For Oticon to survive and to succeed in this industry, it will need to reduce total cost of conducting the business by 30%. With this figure set as the ultimate goal, a project for Oticon was formed as project 330 to achieve 30% business expense reduction in 3 year. To accomplish this goal, the current organization structure needed to be overhauled. Sustainable competitive advantage can only be achieved with an organization that is creative, innovative as well as flexible. Two tangible actable steps: Dialogue and Action can be used to support this conceptual road map to construct this new organization. This organization should be unique and fast moving as well as highly efficient. The basic characteristics of this new organization are self-defined role (employee can initiate, participate and assemble a project to complete for proper funding) multi-level role (every employee should participated at least 3 projects, in different fields) transparency (knowledge is shared organization wise). This new organization would be a team-based (project-based) organization without formal structure. Three key inhibitors needed to be removed for this new organization: (1) paper, the document that circulates around offices and (2) wall, the partition among offices. The dialogue and action is a more efficient way for communication. With the intention to disband the old, formal hierarchical structure of Oticon A/S, the process to establish an new organization is truly a revolution in business reengineering. After the cost cutting and tweaking the company, Lars Kolind started to turn the company around by producing profit of DKK 22 million in 1989. He knew this business model was not sustainable. He needed to use a radical approach for reorganization to find a sustainable business model. On January 1, 1990, Kolind wrote a 4-page memo (asked all Oticon employees to think the unthinkable) for change, it was the revolution needed for the organization change in Oticon. three critical issues of creating an agile team of 150 employees in head quarter could be identified from this case study (1) The disagreement among old and young employees on this changing process, old managers and older employees and young newer employees that felt the need for the change. (2) Culture barrier in Oticons functional departments that located in different cities, R/D versus Corporate administration. To create this cross-functional team- based organization, he need to breakdown the barrier among internal functional divisions. He felt it would be a disaster to merge these two distinct departments with different cultures. He proposed to have every department to third place to start a brand new corporate culture. 3) Kolind introduced new open plane office structure that removes the wall between upper level and lower level management and introduce latest computer and IT system which enables the employees to directly access any manager at any time. To gathering sufficient momentum for adoption of these new ideas, Kolind devoted himself to preparing employees to move to this new head quarter. He hired Sten Davidsen to manage the change process. Davidsen prepared a one-page map of the change process to informed the progress and steps for employees to follow. Three groups were involved in this changing process (1) one group worked directly with the architects and engineers as they designed the new buildings for the new head quarter (2) one group edited and published projected 330, the newsletter to keep every employee posted on the progress (3) one group was formed with 13 people to train other employee to use the new IT system. Monthly meetings were help to keep every employee with the concept of new organization as well as the new business model. Kolinds leadership in Oticon Without the production of new innovative ITE, Oticon slipped to number three market share in the global market. Although the tweaking of the business by cutting 10- 15% corporation employees and some money-loss business to turn the company around with profit. This cut and cut business model is not sustainable. Being number three, the Oticon lacked the financial resources to compete with Siemens in every business aspects from R/D spending for new technology, marketing, branding, even distribution channels or targeting specific customer segment. The only way to complete with Siemens and Starkey were to create an agile organization that can not be replicated. The thought of non-replicated organization was the main reason for the think the unthinkable Manifesto written by him on January 1, 1990. the only way to compete and survive is to create a total different organization that is agile and competent. As a CEO, Kolind had done enough to prepare his troops to march to the field for the flight. It is always the internal inertia of the old that prevents this advancement. The perception of the company was performed OK created a false impression the change was not needed, to see a CEO full charged for this radical change was viewed as trouble-some by a lot of old employees. Fiat Fiat is an acronym for Fabbrica Italiana Automobile Torino, (Italian Automobile Factory Turin). It was founded in 1899 by a group of aristocrats and businessmen, including Giovanni Agnelli, in the northern Italian city of Turin in Piedmont. The first car produced was called 3V2 HP One hundred fifty workers in a small local factory produced 24 of them in 1900. In 1902, Giovanni Agnelli became the managing director. Fiats first modern factory, Lingotto, was inaugurated in 1923, and a more modern one, Mirafiori in 1939. Both were named for the neighbourhoods in Turin where they were located. Fiat cars first appeared in America in 1908 when a factory in Poughkeepsie, NY was licensed to make them. It functioned until 1917. Currently, Fiat has five factories in Italy; two in Brazil; one in Poland and one in Argentina altogether employing about 53,000 workers, about half of whom are in Italy. Fiat has been controlled by the Agnelli family from the beginning. After Giovanni died in 1945, Vittorio Valletta ran the company on their behalf until 1966 when Giovannis grandson, Gianni Agnelli took over. By the time of his death in 2003, Fiat had grown into a multi-national corporation. Apart from automobiles, Fiat also makes trucks, buses, agricultural vehicles. It invests heavily in research and development and controls such famous luxury car makers as Alfa Romeo, Lancia, Maserati and Ferrari. The company operates in 50 countries, and owns Ia Stampa, Turins daily newspaper. Currently Luca Cordero di Montezemolo is the president but John Elkann, an Agnelli heir, is vice-president, maintaining the Agnelli presence in flesh and blood. In 2008, the Fiat Group had gross revenues of nearly $88 billion. GM And Fiat Strategic And Industrial Alliance Quick facts of the case: In 2000 Fiat and GM enter into a strategic and industrial alliance (Fiat acquires a 5.1% stake in GM and GM acquires a 20% stake in Fiat). The agreement included a put option, which stipulated that Fiat would have the right to sell the remaining 80% to GM after 4 years at a fair market value. Fiat entered into the alliance to save its declining auto division (losses since early 90s) GM entered to keep pace with consolidation trend and to help its European and Latin American divisions. Synergies like cost savings, cross sharing of automotive technologies were focused upon. By 2004, Fiat planned to exercise the put option, but GM rendered it void because Fiat had sold its financing arm and had recapitalized. End of the alliance Mid-2004 GM agreed to help Fiat out of its financial turbulence. However, by end 2004 there were speculations that GM was seeking to sell its stake in Fiat and deny the obligation of the put option. GM argued that the put option was void because Fiat had sold its financing arm Fidis. Fiat countered by saying GM could buyout 51% of Fidis and that Fiats strategic freedom was restricted because the alliance between GM and Fiat stipulated that Fiat could not enter into alliances with others (relationship-specific investment). Fiat agreed to cancel the put option if GM paid $3 billion, but GM only agreed to pay up to the book value of its stake, which was $500 million ultimately GM pays $2 billion toget rid of this put option. Recovery of fiat Back in Turin, the break-up of the Fiat-GM alliance was presented as a triumph. Fiat placed advertisements proclaiming Fiat is all-Italian again. It was about to launch the Grande Punto a sharply-styled, larger version of the mainstream Fiat model and buyers in its home country got the message: Fiats market share took an upturn. At the same time his newly-appointed engineering chief Harald Wester was investigating whether sophisticated computer simulations could eliminate the need to build and test expensive prototypes and thus reduce development time. The result was the new Bravo, which went on sale in Britain last week. It progressed from design to production in a record 18 months, about half the usual time. Table of Contents Different approaches to leadership 1 Oticon 2 Fiat 6

India vs Bharat Essay

Ancient Indians were not known to have a great sense of history. Historians have had to rely a lot on accounts by foreign travellers and foreign sources to reconstruct our history. And all such sources, including Megasethenes, Fa-hsien and many medieval Arab travellers, have uniformly found that Indians were remarkably law abiding and that crime was very rare. Most historians including A.L. Basham and recent writers like Abraham Eraly have treated such rosy accounts with suspicion merely because prescriptions in legal literature, largely comprising of the Smritis, reflected a more insecure and harsher society. This could either show that these foreign travellers were all fanciful in their writings on ancient India or that these ‘sacred’ texts played a very minimal role in governing the Hindu way of life. Apart from the absurdity of the suggestion that a traveller would lie in praise of a foreign land, the later scenario appears more probable because of another very interesting facet of ancient Hindu society- minimal State interference in the daily life of a citizen. Therefore there was no overarching government administering a code of laws or enforcing punishments to maintain law and order and prevent crimes. The codes of Manu, Katyayana or Narada were largely irrelevant to the common Hindu. There appears to have been a latent realisation that the State and its laws are inherently incapable of creating a crime-free society and the onus for this has to rest more locally; perhaps even on the individual. And it is this realisation that has to dawn in today’s India. The realisation that ’12000 plus police stations in some 7 lakh towns and villages cannot regulate over 110 crore people’. Prof. Werner Menski, in his seminal work on Hindu Law (Hindu Law: Beyond Tradition and Modernity, Oxford University Press, 2003), explains the Hindu view of dealing with crimes most accurately. He writes that despite the recognition of fall in human values from the golden period of early ages, law and punishment in the late classical period were never used to displace â€Å"self-control† as the primary social norm. He writes-†The conceptual expectation of self-controlled order in classical Hindu law would have empowered, in principle if not in practice, all Hindus to determine for  themselves, as individuals subject to the highest order, what they should be doing. A ruler’s claim to make what Hart called ‘primarily rules’ could never have developed in such a conceptual climate, since in the classical Hindu systems such basic rules were to be cultivated in the social sphere and should then be implemented locally and individually in self-controlled fa shion.† It would be quite wrong to assume that the traditional, classical reliance on individual and situational self-control was completely abandoned†¦threats of punishment of are not purely secular†¦as most legal commentators have assumed†¦transgressions of Dharma are also seen as sins, which require penance and/ or attract posthumous consequences.† (Emphasis supplied) Therefore, the recognition that the primary onus of adhering to Dharma is on the individual naturally meant that external/ societal interventions in the form of laws and punishments were superfluous in creating a crime-free society. The emphasis instead was on encouraging a Dharmic conscience among citizens. Prof. Menski explains the current relevance of this idea- â€Å"In this regard it is instructive to refer to the Dowry Prohibition Act of 1961 which is widely seen as an example of the futile attempts by the state law to abolish socio-legal practices in Indian society†¦disgusted with the horrible stalemate over thousands of dowry deaths every year, some women activists began to call for a moral reappraisal. Yet, does this mean that the wheel of history should in fact be turned be back to Asoka’s idealism? Postmodernist analysis recognises (albeit with some reluctance) that the old Hindu concepts of ‘examining one’s conscience’ (atmanastuti) and ‘model behaviour’ (Sadacara) retain their relevance today. While some modernist commentators have tremendous difficulty with this kind of approach, it cannot be just dismissed out of hand.† What is needed in India today is a moral reappraisal on Dharmik lines. We Indians have come to imbibe amorality. In the western conception of  Individual freedom and liberty, morality is a shackle. A variety of western thinkers including Nietzsche, Freud, Foucault, Marx joined cause in attacking allegiance to ‘morality’ as something that thwarts individual flourishing or sustains certain unequal socio-economic relations. We have subconsciously adapted this attitude of amorality as a natural concomitant of individual freedom or free market; without realising that unlike western morality which was fostered and sustained by the Church and the State Bharatiyamorality is individual-centric and freedom-enabling. It is also important to emphasise, especially in the current context, that our morality is entirely gender-neutral. A Dharmik society or Bharat will render most kinds of activism that we have seen after the Delhi gang rape, especially the feminist variety, redundant. India unfortunately has forgotten to teach its children Dharmic morality. The only moralities we have come to follow are freedom and success. Today we stand in awe of a man from Gujarat who built a great business empire apparently through unethical and morally-suspect means; all in the name of his success. Seven centuries ago Marco Polo stood in awe of a different kind of Gujarati business men- the ordinary merchants of Lata who according to the Venetial traveller â€Å"are among the best and most trustworthy merchants in the world; for nothing on earth would they tell a lie and all that they say is true.† Isn’t this an example of the difference between India and Bharat?

Airtel HRM

Because we cannot provide ARÊTE'S personnel replacement chart we have made our own overview which we belief that must be a little similar to not only AIRTIME but also all other companies in BANGLADESH. The above figure has 2 approaches they are: Approach 1 The first is the traditional approach. Create a chart for each work group similar to the one shown in Figure 1. For each worker, identify at least three back-ups.Indicate by a code whether each worker can do the whole Job at present or if the individual needs additional training. (A typical code is RAN = Ready now as a replacement; RI ? Needs six months of on the Job development to be ready; and RE = Needs one year of on-the-Job development. ) Next to the code, managers can indicate what additional training or practical experience might be needed so that the worker can successfully perform all aspects of the work. This chart can be drafted in a group setting or by a manager and then shared more widely for reaction and improvemen t. Approach 2The second is a more detailed approach and is based on the so-called DIDACTIC Developing a Curriculum. (For more detailed information about the approach, see http://www. Dacca. Org. ) While DIDACTIC has traditionally been used to pinpoint the work activities of one Job or occupation, it can also be more creatively used to list all the work activities of a department or division. DIDACTIC is quite simple. Think of it as based on structured brainstorming. Call all the workers of a department or staff unit together?that can be done by shift?and ask them what they do every day regardless of their respective Jobs.Place each work activity, beginning with a verb, on a single sheet of paper and post it on a wall for everyone to see. (Examples of work activities might include â€Å"meets with prospective donors,† â€Å"advises the programming board,† or â€Å"updates the website. â€Å") When conducting a DIDACTIC session, it is most useful for one person to faci litate and several others to write down the work activities and post them on the wall. Once the brainstorming is finished, the activities can be organized into categories. The result of this session will be a map of all the work activities?essentially, a unimpressive Job description?of a unit or department.Once that (perhaps lengthy) list of work activities has been identified, it is then possible to examine each task to indicate which employees?and how many?perform those activities. Such a comprehensive list of work activities can guide cross-training and on-the-Job training to plan replacements. This approach can also be helpful in identifying and attempting to eliminate time-wasting work activities. It can also reduce the time it takes to train replacements by making clear exactly what work is done. The Job map can be translated into a checklist to guide, and effectively accelerate, on-the-Job cross-training.Such documentation of training will then aid managers in holding employe es accountable for knowing what to do. Promotion means to give a higher position, status, salary and responsibility to the employee. So, the vacancy can be filled by promoting a suitable candidate from the same organization. TRANSFER: Transfer means a change in the place of employment without any change in the position, status, salary and responsibility of the employee. So, the vacancy can e filled by transferring a suitable candidate from the same organization.REHIRING: The employees who have retired from the Job but they are rehired for their contribution and experience also the employee who leave the Job for a long period they also rehired if they apply to the organization internally. JOB POSTING: The major means for recruiting employees for other Jobs within the organization is a Job posting system. Job posting is a system in which the employer provides notices of Job openings and employees respond by applying for specific openings. The organization can notify employees of all J ob vacancies by posting deices, circulating publications or in some other way inviting employees to apply for jabs.In a unionized organization, Job posting and bidding can be quite formal; the procedure often is spelled out in the labor agreement. Is an organization that always focus on internal recruitment, promotions and transfers. They always motivate the internal employees to their career path in right way in AIRTIME. They always show them the right system so that AIRTIME can get their loyal employee and most importantly can recruit their employees internally which cost effective also. Promotion and transfer is highly appreciated in AIRTIME. They promote their employees and sometimes transfer them to other places with facilities.To get promote or to get promotion with transfer the employees must be eligible for some criteria. They are: They have to be on-roll employee of AIRTIME Ltd. Or its subsidiaries; For Brand S – have had at least 12 months of continuous service with AIRTIME services ; For Brand F/SMS, 1&2 – have had at least 18 months of continuous service with AIRTIME or one of its subsidiaries; Form Brand 3 & above – have had at least 24 months of continuous service with AIRTIME or one of its subsidiaries; Have spent at or a Job in another business unit or at another location within the company.Is case if an employee has changed location in the same circle while doing the same Job/role, he/she will be eligible to apply for the UP; Is cases where an employee has accepted a position as a consequence of organization changes, the employee in addition to satisfying the above conditions also needs to spends at least 6 months in the position before he/she is eligible of the UP; For the purpose of counting the minimum tenure as required above the following do not constitute a role change: Additional Jobs added on the existing Job;Job change within the same vertical in a function continuing to report to the same position or manager; Job name change, if the primary duties remain the same; A promotion with no change in responsibilities; Have been rated other than the following ratings ‘ALL', ‘ALL', ‘ALL' in their least performance appraisal in case of Band 1 and above employees; Have been rated other than the ‘AH' rating in their latest performance appraisal in case of Band F, SMS and below employee; This is not applicable to young leaders in their first year training.In addition of fulfilling the above eligibility criteria, in case of a manager electing a candidate from his immediate (6 months) ex-team, he needs to take the consent of the current manager of the team. AIRTIME focuses more in rehiring. Because they belief that hiring an old employee than a new employee is far more better. Because the old employee knows a lot about the organization also knows the tradition and the culture of the organization and also it is cost effective. To rehire AIRTIME has some guideline.An ex-employee can be considered for re-hiring if: He/she has resigned voluntarily during his/her previous tenure; Must not have obtained performance rating of ‘ALL/ALL/ALL or AH' in the appraisal cycle before leaving the service of the company. To be considered for rehiring, an ex-employee has to apply for an open position after the period of recall specified in the following clause has passed and got selected for the same after going through the selection procedure.An employee who had been laid off shall be considered as re-hired when the position he/she has applied for and got selected is different from the position help prior to layoff in the same or different unit, where essential functions, requirements ND/or conditions of employment differ from the position help prior to layoff. From Competition: Re-hiring of ex-employees from competition (I. E.

Marine and Coastal Ecosystems Degradation Essay - 1314 Words

The ocean still remains as one of the important natural resource capital of many nations. The numerous benefits (food, climate regulation, nutrients recycling, etc) particularly the quality of life derived from marine and coastal areas have raised global concern for the adoption of sustainable strategies that will ensure the existence of marine and coastal areas in its natural state with less impact caused by externalities. The natural structure and function of coastal marine ecosystems are faced with a lot of environmental and ecological challenges. The key issues of coastal marine systems sustainability are discussed below. Coastal Marine Environmental Degradation The degree of pollutions is of a greater concern when considering†¦show more content†¦According to the Food and Agriculture Organization of the United Nations, fish stocks overexploited, depleted or those recovering from depletion accounted for about 28 percent in 2007. For instance Taiwan experienced a decline in offshore and coastal fisheries from 370.9 thousand tons in 1990 to 135.4 thousand tons in 2007 (Liu, 2012). Countries in Asia and West Africa suffer from unsustainable fishing due to illegals fishing lack of monitoring systems among others. The benefits lost to fishing nations amounts to $50 billion per annum (UNCD, 2012). Among such benefits include income from source of employment it creates and food which is the main source protein for coastal communities, drugs tourism and so on. Minerals located in and around the ocean are also at risk of being depleted as a result of the invasion of more sophisticated technologies. Ecological and Biodiversity Health Population growth in coastal regions coupled with urbanisation and industrialization has resulted to land reclamation for developing new cities, construction of habours and ports thereby affecting ecosystem of coastal areas especially estuaries, coral reefs and wetlands. 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