Southern Company
Wanda Lassiter
Strayer University HRM 532
November 28th, 2016
Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy.
To evaluate (Goldsmith, p. 246-247) effectively in the role has a strategic leader, a leader has to build upon the work that has already been done before. The leadership action council formed project teams to look into issues and make suggestions on how to make it better. The teams were formed to review all areas of an organization to include the planning, leadership assessment, development, and education. Each team lead that was led by a leadership action council member utilized Human Resource support and management.
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These competencies included relating and networking, leading and supervising, persuading and influences, planning and organization. The leadership council also help Southern Company by deciding on actions, formulating concepts and strategies, critical thinking and assisting in adapting to change,
In the ten discipline (Internet) of strategic leadership one must remember to distribute the responsibility. Leaders will gain their skill knowledge through exercise and practice. Upper management should always strive to power downward to empower folks at all levels. A manager should be open and honest about any information that is given. When false information is given it undermines employee confidence. Create multiple ideas when testing because when you present an idea to management, it is very impressive to strategic leaders. Leadership allows acceptance of failure and willingness to accept failure in the early stages. Employees should know that it’s safe to fail. Another discipline of strategic leadership is to provide another route to strategic leadership. Management should give leaders the chance to meet other employees
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An alternative way is to develop (Goldsmith, p. 254-255) a senior leadership program which assist with understanding regulatory and global challenges. Examine discipline decisions that will create positive decisions. Make sure the networks are strong and can drive organizational change. Manage diversity and ambiguity. Institute a vision for the company as well as yourself. Have a personal commitment and act on those commitments. Present ideas with the company leaders and executives. Study cases, material and other presentations. Apply learning of the business and network opportunities. Provide any feedback to upper management on improvements, insight, finance, and leadership presence. Another area of suggestion that can be useful to any organization is emerging leader programs. Companies have the responsibility to provide employees with development activities that will eventually lead them into leaders.
Leadership development programs consist of critical thinking, influencing and persuading, organizing and planning and networking.
Other alternative ways is to increase visibility and (Internet) assure consistency.
(2014). Strategic performance management systems: impact on business results. Journal Of Computer Information Systems, 54(3), 25-33.
This involves choosing from a lot of alternatives of ideas and producing a strategy on how they will be able to make trade-offs. The team’s activities here include ambassadorship and task coordination. The key leadership activities here include visioning and inventing.
Lauer, C. (2008). The 4E Leader: Hack Welch's Winnging Leadership Formula. In The Management Gurus.
A Harvard Business Review article (Rosh & Offermann, 2013) states that the first step to being an effective and authentic leader is to build a foundation of self-knowledge. A better understanding of these strengths will unfold, as feedback is received from the individuals tasked with the PAMS assessment. The analysis indicates strengths in the areas of planning, organizing, controlling, and utilization of tools and technology. These strengths are clear and powerful attributes that any manager or leader should possess. The capability of developing a course of action is equivalent to the success in a leadership role; it is from the numerous leaders contained within an organization that plans are derived and subsequently executed and without effective leaders many initiatives would never flourish (DuBois, Koch, Hanlon, Nyatuga, & Kerr,
Enable Others to Act – leaders actively engage individuals and make an effort to generate an ambience of trust and self-esteem.
Strategic management is a broad concept means “the responsible integration of strategic planning and implementation across an organization in an ongoing way to enhance the fulfillment of mission, meeting of mandates, continuous learning, and sustained creation of public value.” which all need implementation. (Bryson, 25) Strategic management system also called performance management system or result management system. “Many organizations now are building and maintaining an organization-wide strategic management system as a way of fostering greater rationality, coherence, and cost-effectiveness in their strategies and operations.” (Bryson, 319)
Leadership is not a role which should be readily appointed to someone nor can it be successfully thrust upon the shoulders of just any individual. It is a characteristic that is acquired, developed and honed through a varying multitude of life experiences and lessons learned. This includes personal and professional experiences, forethought and vision and the ability to aptly conceptualize and value the necessary ingredients of positive leadership.
The author listed the Phases of Team Development into Forming, storming, Norming, and performing .
Tapinos, E., Dyson, R.G. & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
Usually, the belief is that the managers, administrators, presidents or even the supervisors, have the greatest source of power, because they are at the top of the ladder in the hierarchy of the organization. The reality is that they need
The development and standardization of the performance management system included both leadership and employees. They accomplished this by involving the employees in training of talent management and by assessing the needs of their individual divisions (Aguinis, 2013).
Many models are used to assist in understanding various leadership concepts. The one discussed in this essay is designed to illustrate the process of moving from a vision to a strategic execution. This class has given us the aptly named, “From Vision to Execution,” model. This model takes the shape of an inverted pyramid with six stages; Vision, Team Building, Environmental Scanning, Strategic Intent, Calibration, and Execution. This model, and the paragraphs below, are intended to show the necessary steps to take a broadly defined vision, evaluate and assemble the appropriate resources, review and design a plan of attack, and ultimately bring the vision to life. Encompassing each step is the overarching issue of constraints. Constraints can, and will, manifest themselves each step of the way. As seen in our slides, constraints can be regulation and laws, shareholders, the Board of Directors, social pressures and sanctions, legitimacy, or possibly even the vision itself. It is critical that leaders know where they want to go, and have a roadmap for getting there. This model is that roadmap. While it is not all-inclusive of the many talents leaders must possess, it does reflect many of the talents the great ones had. To further illustrate the model I will incorporate many examples of distinguished leaders from videos and class (Jobs, Kelleher, Welch), rely on several articles (Isaacson, PWC, Schwarber, Quiznos), and reiterate some information from our slides.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
Self-learning is also valuable, especially reading. All strategic Leaders are voracious readers and they read outside their normal area. of expertise, again, to expand their perspective and increase their conceptual ability to be able to communicate. In fact, many of them are experts in a number of areas. unrelated fields of the.
Additionally, understood the strategy implementation, actions made by firms that carry out the formulated strategy, including strategic controls, organizational design, and leadership. environmental