Successful Hiring Process - How to Win a Great Team and Not Just to Hire Employees

Successful Hiring Process - How to Win a Great Team and Not Just to Hire Employees © Shutterstock.com | Syda ProductionsThis article will take you through steps of the hiring process for gathering the ideal team. The first thing you need to keep in mind is that hiring is no walk in the park. It is often done in a rush when a new project comes up, or a new office opens but it is a very stressful and challenging process. To get the best employees to work for you, start by being a leader that everyone would want to work for. Hiring extraordinary people enables a leader to fix strategic direction and entrust incremental decisions to capable and smart team leaders.HIRING PROCESS STEPS TO WIN A GREAT TEAMStep 1: Spend a little while to think about your organization’s values, goals and visionBefore you get started with the hiring process, you need to devote some time to identifying and defining what your company’s vision, goals, and values are. Communicate the same to your hiring team. Following that, it is up to your hiring team to find candidates that match that v ision and those goals and values. The more the number of facets of a person’s personality that are in harmony with your company and your team, the better for you.Step 2: Identify positionsAfter step 1, you need to discuss with your co-founders the decision-making strategy to be followed within the startup. An example would be: you being the marketing whiz and your co-founder being the technical expert. This itself will help you figure out the foundation and structure of your startup. After that’s done, you have to decide on the necessary positions (project management, programming etc.) to create and fill so that your existing workforce is complete.Keep in mind that you have to prioritize the positions and get people with talents that your existing workforce doesn’t already have. If you don’t, the situation would be like hiring five account management executives without even having one project manager.A second point to keep in mind is that if you’re a startup, it may not be necessary to employ full-time employees at the very beginning. Hiring part-time or on a contract basis in the beginning and then shifting to full-time is an ideal strategy to take advantage of a complete skill set for your business. One suggestion to find part-timers is to go for an industry event or else, look for industry-leading blogs which could assist you in finding talented advisers (whether technical expert, industry celebrity, domain expert or personal coach).The benefits of keeping part-timers include them:being better focused,having a go-getter attitude because their employment with you is a second job, andbeing less of a hassle to let go.Some sources you can consider for prospective contract employees are eLance.com, oDesk.com, LinkedIn, Craigslist, Facebook and local newspapers.Step 3: Create a detailed job descriptionMake sure your job description is comprehensive, specific and lucid. Some general instructions for the same are given below:Be clear and detailed about th e day to day labor expectedProvide timelines and anticipated daily time requirements for each work segmentIncorporate video or audio clips or screenshots of what the hires are expected to doFurnish channels where the candidate can put forward questions and feedback pertaining to his duties and responsibilities as a new hireSecondly, before providing the job description, the manager heading the hiring project should think about:General information: This includes basic position and information about pay.Reason behind the position: This has to do with the unit’s role, the department’s role and/or the organizational role. It summarizes the position’s necessary functions and how they are essential with respect to administering, supporting, or handling the activities of the organizational unit, unit or department.Crucial functions: This involves delineation of the responsibilities and duties of a position.Minimum requirements: These are the criteria or qualifications that were deter mined beforehand and publicized with respect to potential candidates. They should be pertinent and relate to the responsibilities and duties of the job. Soft skills may be included here.Preferred qualifications: This comprises the experience and skill preferred along with the fundamental qualifications and may be utilized to reduce the pool of applicants. The expected knowledge, skills, competencies and abilities can delineate a more competent stage of performing the essential functions.Step 4: Come up with a hiring/recruitment planThe first thing you can do is consider whether anyone already working in your company would be suitable for a promotion to the vacant higher post. As far as possible, before posting them anywhere else, post the vacancies internally. This would have a positive impact on your current employees who would feel like their company recognizes and appreciates their capabilities, talents and accomplishments.For posting period, you can provide number of days, “co ntinuous recruitment” option or an “open until filled” option.Analyze and update your placement goals and come up with a recruitment strategy that would help you achieve those goals.Choose from various recruitment sources including advertisement on your website, internet job boards, job fairs, social media, print advertisement, resume banks and networking.By proactively interacting with passive candidates, you can “pipeline” them for future opportunities. Whenever you have to fill a position, taking advantage of pipelined talent will help you concentrate on the fit and quality of the candidate as key factors in your evaluation.Step 5: Advertising post and implementing recruitment planMake a sketch of the ad, with information about the position and chief qualifications required. There may be applicants who would pay no heed to these requirements but still respond. So, incorporating this information would assist you in restricting the number of unsuitable applicants.Publishi ng the job posting/advertisement in the media would give you the greatest likelihood of reaching your target potential candidates. No doubt, the internet is the main venue for publishing job openings. However, in the haste to post openings in this medium, don’t forget to take advantage of local newspapers and industry applications.Step 6: Check out the applicants and shortlistCandidates will start applying after they see the job posting. If a candidate sends in an application after the application period, he may not be viewable/given serious consideration by the search committee.It is acceptable to have a minimum of two committee members assess all applicants for specific recruitments where there are widespread applicant pools, to cut down the pool in the best possible manner. Alternatively, the HR department can carry out this role. Each committee member can furnish comments pertaining to each applicant’s credentials as they pertain to the minimum requirements the post calls fo r.It may be a good idea to carry out a phone screening to gather information such as salary requirements, availability, confirm minimum requirements and to find out whether the person can carry out shift duty (or satisfies any other special requirement). This is so that you need only shortlist those candidates who emerge successfully at this screening.Step 7: The Hiring Process InterviewThe interview is the most significant step in the process of choosing a candidate. It provides a chance for the employer and potential employee to confirm information provided by both, as well as get to know each other better.Proper preparation is essential for the success of the interview as this would provide an occasion to assess the competencies and skills of the candidate. Select a question or two from each minimally required competency and skill to come up with your interview questions. Evaluate the applicant’s resume or application and note down any issues you would have to follow-up on.Bef ore starting the interview, the committee should settle on things such as:the interview’s format,questions that should be posed to all applicants,weighting for each of the questions and order in which they will be asked,who will ask which question,the optimum date to join for the post, andother details that you may have to share with the candidate that were not mentioned in the position description.Questions for the interview should be of four types:behavioral,creative thinking,problem-solving, andfact-finding.Speaking of interviews, three types are discussed here:Panel interviews: The panel interview is an interview situation characterized by 2 or more interviewers interviewing the candidate. Typically, different kinds of people who carry out various kinds of business functions in the organization (such as managers, HR personnel, and supervisors) would interview the candidate.Virtual interviews:   The type of interviews is an alternative to an in-person interview and helps to sav e time and money.Critical incident interviews: The critical incident interview is a kind of interview that asks questions pertaining to particular past events as a foundation for recognizing a person’s capabilities. It involves cascading questions. So, you must begin by asking about an actual happening/situation and then delving further into it so as to get a picture of the person’s judgment, thought process and the way he copes with a situation such as that. For example: you can ask the candidate whether there was any time when he disagreed with his superior on a specific area of a project, and then proceed to ask what he did about it, how he made that decision, did he think he made the right decision, and the outcome.When you interview, watch for non-verbal cues that can tell you something about the candidate’s personality. Also, as you interview, your opinions about including or excluding certain requirements may change. If necessary, make the change. It is possible that so me of the candidates you thought unfit before may now be ideal as per your change in requirements. You can also conduct skill tests appropriate to the specific position.Look for someone that:complements the team (in experience and/or qualifications) and is not a duplicate of any member;doesn’t mind a low initial pay;has a recommendation to support him (you know him, or someone else knows him);loves your product;is a match for your company’s values and goals;has a great personality (includes having a positive attitude, being a people person and a go-getter and motivated) and not just skills.Step 8: Do background and reference checksIf you don’t already know the person, make sure to carry out background and reference checks. These are essential to gain information pertaining to a candidate’s work performance and behavior from previous employers and that would have a bearing on your decision, irrespective of their knowledge, abilities and skills. Past performance is undeniably a wonderful indicator of future success. So, it would be wise if you get references from previous and current supervisors who can converse with the candidate with respect to his job performance. A recruitment mistake is expensive in terms of time, money and energy. Reference checks should be carried out after short listing and before making an offer.Step 9: Make the choiceGive preference to the strongest candidates, discarding the weakest and even medium ones as far as possible. The strongest candidate is, of course, the one who best matches the updated job and character requirements for the vacancy (ies).You can consider having a trial period for new hires. So, supposing the trailing period is 30 days, and the hire doesn’t meet your expectations, you can send him off within the two week period.Step 10: Making the offerInitiationThe offer should be reviewed and approved by the person in charge (organizational HR coordinator or other personnel) before offering the position verbally .NegotiationWhenever you can, let the first offer be the best offer as this shows proper internal equity and market practices and makes the applicant have faith in you. In the course of making the offer, discuss salary and the whole compensation package such as retirement benefits and paid time off. Present a picture of enthusiasm and excitement at his joining the team as you make the offer.CounteringEven if your offer is ideal, the applicant may decline, and the reasons may be beyond your control. If however, the reason for declining pertains to salary, consider making a new offer that is within suitable guidelines for the department and role. With respect to paying, remember that if you have the ideal candidate in your hands, it is worth offering a pay that’s better than what any of your competitors currently or would offer. A good pay is not only necessary to attract great talent but to retain it as well.Step 11: ConfirmationFollowing acceptance of the offer, the designee or Co mmittee Chair makes the same known to the Departmental HR Coordinator and asks him to send the offer letter. The Coordinator prepares and sends it and makes certain whether the offer has been accepted in writing or not. Individuals not selected are contacted by letter or phone. Contacting by way of phone should be documented.Step 12: A Note on the Post-Hire PeriodAfter hiring, you can need to do the onboarding. Also, carry out some post-hire assessment. This would include incorporating strategies for training, promotion, and development of the hire’s career. Your team would appreciate these incentives. Start by giving the hire small projects and as he makes progress, move him to bigger projects.A combination of great hires makes a great team that in turn paves the way for enduring business success. So don’t compromise at any step; you’ll be grateful you didn’t.

The Problem Of Teenage Pregnancy - 1894 Words

Introduction Billions of dollars are spent annually to address consequences facing teens that are sexually active (Carlson Tanner 2006). Yet forty percent of all women will become pregnant before the age of twenty and only half of them will actually deliver the baby (Kirby 2007). Out of that 20%, 82% of those pregnancies were unintended (Kirby 2007). Teenaged parents are more likely to drop out of high school, will not go to college, and the mother more than likely becomes a single parent (Kirby 2007). Children who are born to teenage parents are more likely to have a less supportive and less stimulating home environment, lower cognitive development, behavioral problems, and will most likely have a child when they are a teenager (Kirby 2007). Though there are some exceptions, this becomes a never ending cycle for these teenagers from generation to generation. Most people begin to have sex in their teenaged years (Carlson Tanner 2006). Out of all industrialized nations, the United States has the highest teenage pregnancy and birth rate (Gibson 2010). Educating youth about sex is very essential to not only preventing STDs, STIs, and HIV but also in preventing unwanted teenage pregnancies (Gibson 2010). Many teenagers are engaging in sexual activity beginning as early as 6th grade (Somers Surmann 2005). Many teenagers do not carefully or consistently use a contraceptive which increases their chances of becoming pregnant (Kirby 2007). Have we failed our youth by notShow MoreRelatedThe Problem Of Teenage Pregnancy1720 Words   |  7 Pages Like Amy and Loeber (2009), when it comes to the ecological paradigm of teenage pregnancy, Corcoran, Franklin, and Bennett (2000) also believe one’s socioeconomic status is a huge factor that contributes to this problem. A person’s socioeconomic status a lot of times determines â€Å"education, expanded family size, single-parent household structure, and lessened resources in terms of employment and income.† These three authors claim that educational performance and goals â€Å"dictate the potential costsRead MoreThe Problem Of Teenage Pregnancy Essay2119 Words   |  9 PagesStatement of the Problem Most people say that your teenage years are supposed to be the best years of your life; Finding your place in this world, mostly carefree (with the exceptions of homework and parents), and most of all, having the least amount of responsibilities you will have before you reach adulthood. Sadly, some teens do not get to live this luxury. Many girls in this generation become mothers while they are still considered children. There are approximately 1.3 million homeless teensRead MoreThe Social Problem With Teenage Pregnancy1358 Words   |  6 PagesThe social problem with teenage pregnancy is one to be aware of. Throughout the years we have seen the numbers all across the spectrum. This being, the number of pregnant teenage girls has decreased in recent years, but on the other hand, has also been pretty high ten to twenty years ago. According to the CDC (Center for Disease Control), â€Å"In 2013, a total of 273,105 babies were born to women ages 15-19 years, for a live birth rate of 26.5 per 1,000 women in this age group. This is a record low forRead MoreTeenage Pregnancy : A Serious Problem1690 Words   |  7 PagesTeenage pregnancy is widely viewed in our society as a serious problem. According to Pregnant Teen Help, over 750,000 teenagers will get pregnant each year. This is a statistic that has lowered in numbers since the 1990’s mainly due to more teen pregnancy prevention programs in schools and contraceptive availability(). The United States has the highest teen pregnancy rate than any other industrialized country in the world. About a third of these teens abort their pregnancies, 14 percent suffer aRead MoreTeenage Pregnancy Is Becoming A Problem921 Words   |  4 PagesEarly pregnancy is becoming more of a problem every year. More and more teenagers are becoming pregnant and becoming young mothers. There are many reasons on why this is such a problem. For instance, young mothers drop out of high school, their bodies are not mature enough, not as financially stable as they should be, and many other reasons. In the periodal How to Stop Teen Pregnancies, it states â€Å"When teenage girls have babies, they are in danger. They more likely will suffer serious health problemsRead MoreTeenage Pregnancy Is A Growing Problem1782 Words   |  8 PagesIntroduction Teenage pregnancy is a growing problem today even though statistically over the history it has improved the U.S. still has the highest teen pregnancy rate. These issues have a spiraling effect with the teenage parents or the mother. Financial, academic, and childcare for a teenage parent can be stressful and demanding more so with a teenager. Not only will the child of the teenager be affected but the parent and the community will have adverse effect. Thesis Even though with properRead MoreThe Social Problem Of Teenage Pregnancy929 Words   |  4 Pagespositive. Occasionally, â€Å"average age† parents are not sufficiently prepared to deal with parenthood, thus a teenager is greatly less prepared. Therefore, teenage pregnancy has become a major social problem which fundaments should be understood in order to provide a solution to it. In order to understand a social problem such as teenage pregnancy, it is important to look firstly at its causes. In the first place, parents are of immense importance regarding a child’s development because they are theRead MoreTeenage Pregnancy And Parenthood As A Social Problem1466 Words   |  6 PagesTeenage pregnancy and parenthood as a social problem Question – To what extent should we regard the efforts of recent governments to reduce teenage pregnancy and early parenthood as successful? * Source 1 Williams-Wheeler, D. (2004). The unplanned pregnancy book for teens and college students, Virginia Beach, VA: Sparkledoll Productions. The information gathered from this source is definitely devoted to the topic of teenage pregnancy because it is a helpful guide to those handling unplanned pregnanciesRead MorePublic Health Problem Of Teenage Pregnancy2260 Words   |  10 PagesPublic Health Problem Teenage pregnancy has been a common public health problem in society, particularly in America. When an individual hears that 15 year old girl is pregnant, people perceive it as a negative connotation. The average age to have a child today is 28 years old (Jewkes, Morrell, Christofides, 2009).   Adolescent pregnancies are preventable, but are still bound to happen today and in the future (Langille, 2007). This is a problem is society due to teenagers not being able to supportRead MoreTeenage Pregnancy : Society s Biggest Problem1503 Words   |  7 Pages Teenage Pregnancy Teenage Pregnancy is society s biggest problem, there are so many ways to prevent it, also many advices from people and many decisions a teen parent must make in life. It is today s biggest issue because it affects teen parent s future in many results. The three most important things that it affects is education, financial problems, and being a teenage parent. Those three important things are key to each other in order to succeed in life. Teenage Parents are most

The Marines as a Career - 968 Words

There are many career fields available to young adults in the United States of America, some of which include the military. The Marines is a great career field because people can apply themselves in a structured environment gaining self respect along with learning skills that will help them later in life. Specifically, the Marines are a proud organization that celebrates their history, uniforms, as well as their principals and values. The Marines were established on November 10, 1775 when the Continental Congress met to create two battalions of Marines to fight on sea and shore. Samuel Nicholas, a military man of Philadelphia, was appointed captain of the Marines on the November 28, 1775 and established the first recruiting headquarters at Tun’s Tavern, Philadelphia. Every year, the Marine Corps marks November 10 with a celebration of the brave spirit which compelled these men and thousands since to defend our country as United States Marines. Serving on land and sea, the Marines distinguished themselves as a military branch through several important operations throughout the Revolutionary War. Captain Samuel Nichols lead the first landing, successfully capturing New Providence Island in the Bahamas, which was British territory, in March 1776. After American Independence in 1783, the Marines were disbanded, as well as the Navy at the time. However, a decade later, increasing conflict in the seas with Revolutionary France caused the United States to reform the Navy andShow MoreRelatedJaconsen 1. Sarah Hartman . Mrs. Jacobsen. English 11.999 Words   |  4 PagesEarth Marine Biology is a fascinating field to learn about, but to make a career in it you should consider three things: the job itself, requirements, and why you may be interested in this career. Many of these Questions can be answered by simply studying the career further and talking to a person who has a Marine biology vocation. 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Premartial Sex Free Essays

This paper will include my research on premarital sex. For many years, premarital sex has been seen as a type of deviant behavior; but like many other concepts, deviant behavior can be define in many ways. This research will include a clear definition of deviant behavior and its relationship with premarital sex. We will write a custom essay sample on Premartial Sex or any similar topic only for you Order Now Deviant Behavior Defined According to the Sociology Index, deviance is nonconformity to social norms. However, often deviance is simply conformity to the norms or standards of a subgroup or subculture rather than those of the dominant culture. Deviance is not inherent in any behavior or attitude but rather is a result of human interaction in particular normative situations. Deviant behavior usually evokes formal and informal punishment, restrictions, or other controls of society. These formal and informal controls constrain most people to conform to social norms. Despite the social sanctioning and controlling, however, we sometimes observe deviant behavior around us, with premarital sex being one. (Sociology Index). What is Premarital Sex? Premarital sex is often referred to as fornication, meaning voluntary sexual intercourse between two unmarried persons or two persons not married to each other; according the Webster dictionary. Fornication can also be found in the bible and is considered a major sin. Premarital Sex in America â€Å"Almost all Americans have sex before marrying, according to premarital sex research that shows such behavior is the norm in the U. S. and has been for the past 50 years. The new study shows that by age 20, 75% of Americans have had premarital sex. That number rises to 95% by age 44. Even among those who abstained from sex until 20 or beyond, 81% have had premarital sex by 44, the survey shows. Researchers say the findings question the feasibility of federally funded abstinence-only education programs. â€Å"Premarital sex is normal behavior for the vast majority of Americans, and has been for decades,† says researcher Lawrence Finer, director of domestic research at the Guttmacher Institute, in a news release. The data clearly show that the majority of older teens and adults have already had sex before marriage, which calls into question the federal government’s funding of abstinence-only-until-marriage programs for 12–29-year-olds. â€Å"It would be more effective to provide young people with the skills and information they need to be safe once they become sexually active which nearly everyone eventually will,† says Finer . In the study, published in Public Health Reports, researchers analyzed data from four cycles of the National Survey of Family Growth from 1982 to 2002, which included information on sexual and marital behaviors. The results showed that the vast majority of Americans have sex before marrying. For example, the 2002 survey showed: By age 20, 77% of men and women had had sex, including 75% who had had premarital sex. By age 44, 95% of men and women had had premarital sex; 97% of those who had ever had sex had had premarital sex. Among those who had abstained from sex until at least age 20, 81% had had premarital sex by age 44. Despite public opinion that premarital sex is much more common now than in the past, researchers say the number of Americans having premarital sex has not changed much since the 1940s. Among women who turned 15 between 1964 and 1993, 91% had had premarital sex before age 30, compared with 82% of women who turned 15 between 1954 and 1963. In addition, nearly nine out of 10 women who turned 15 between 1954 and 1963 had had unmarried sex by age 44. Researchers say that though the likelihood that Americans will have sex before marriage hasn’t changed significantly since the 1950s, people are now waiting longer to get married. So they are sexually active and unmarried for longer than in the past (WebMD). † In Janet Smith’s article about Premarital Sex, she states; â€Å"The evidence is overwhelming that children raised in households headed by a single parent are much more prone to sexual abuse, drug abuse, crime, and divorce, for instance. Their health is poorer; their academic achievement is poorer; their economic well-being is less than that of children who are raised in two-parent households. In every way, children raised in single parent households seem to have a few strikes against them as they forge their way through life. (I do not want to suggest, of course, that all children raised in single parenthood households are doomed. I simply want to report that Catholic Church teaching, the teaching of most religions, sociological research, and perhaps common sense are at one in recognizing that children fare better when raised in a household with two parents. The number of single-parenthood households has risen dramatically, due, of course, largely to unwed pregnancy and divorce† ( Catholic Education Resource Center). Also stated in this article by Janet Smith, â€Å"The dimensions of the problem of unwed pregnancy are very serious, indeed. In the early nineteen sixties, some 3% of white babies were born out o f wedlock, some 22% of black babies and as a whole, 6% of the babies born in the United States were born to unwed parents. Now some 22% of white babies, 68% of black babies and as an aggregate in the United States some 31% of babies are born to unwed parents. One out of four to one out of three pregnancies in the United States are ended through abortion, the vast majority performed on unmarried women. Nearly every one of these births and abortions represent a failed relationship, a relationship that was not committed to the caring for any children that may be conceived through the relationship† ( Catholic Education Resource Center). How to cite Premartial Sex, Papers

Plant Diversity Study Guide free essay sample

Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran Brightman, 2000). A clear definition of change or change management / organisational is still lacking despite numerous definitions by authors (Struckman Yammarino, 2003). The purpose of this paper is to explore change leaders’ skills/abilities required in implementing change in various context or change management approach. In doing so, the nature of change encompassing the drivers, critical success factors (CSF), dilemmas of change and types of change is discussed to achieve a better understanding organisational change. The drive for change follows the cause-effect path set in Figure 1. The transformation needs attention to both the external and internal drivers of change (Anderson Anderson, 2010). The Burke-Litwin model (Appendix 2) ranks them in terms of importance. The model argues that all of the factors are integrated and interdependent which generally most authors agree to (Kitchen Daly, 2002). However, there are authors claiming that technology, government and globalisation, competitionand corporate sustainability to be drivers for change (MGT8033, 2012). Based on the infinite arguments, it can be construed that state that the drivers of change are too many too list (Jick Peiperl, 2011). Figure 1: The Drivers of Change Model (Anderson Anderson, 2010) An organisation’s ability to survive the transformation is greatly influenced by its CSFs. However, contradicting findings of the MIT study (Berger et al. , 1989) and Samson’s (1999) fourteen guiding principles (MGT 8033, 2012) is sighted. Researchers also identified communication, employees’ perception of the organisation’s ability to deal with change, planning and analysis and assessment as success factors (Chrusciel Field, 2006). Soft success factors (innovativeness, creativity and intuition) build on the existing platform of hard success factors (quantity, diligence and productivity) and soft success factors are becoming competitive advantage (Bertoncelj et. l, 2009). Figure 2 lists the necessary conditions for a successful change based on a survey conducted in UK (McGreevy, 2009). Sound pre-planning Objectives of the change process aligned with organisational objectives Commitment from the top of the organisation to ensure that resources were available to manage the change effectively Commutations – explaining why the change was necessary Participation Applied project management Taking a measured approach to the roll out of the change programme Progress monitoring of results using the balanced scorecard Figure 2: Conditions for successful change (Source: McGreevy, 2009) Organisation should also analyse the ‘hard’ and ‘soft’ interventions of change as shown in Appendix 3 to ensure effective change programmes. Five dilemmas of change that have characterised decision about organisational change, viz. adaptive or rational strategy development, cultural or structural change, continuous improvement or radical transformation, empowerment or leadership and command and economic or social goals was identified (Stace Dunphy, 2001). To handle such dilemmas, the scale of change model (Appendix 4), which uses the influence of culture and power was created by Stace and Dunply. The model also suggests there is no particular way of implementing change that will work in all situations (MGT8033, 2012). Organisation structure can vary along a number of dimensions in the form of bureaucratic, functional, matrix or network structure. The choice of structure is influenced by an organisation’s strategy, its size and the technology used. As an organisation changes its strategy to respond to PEST factors in its external environment, so should its structure change to maintain the strategy-structure relationship (Senior, 2002). To allow organisational survival, organisations tend to favour flatter and more flexible ways of working compared to hierarchical organisational forms and bureaucratic control systems which can be a hindrance to change (Collier Esteban, 2000). The drivers of change are the primary determining factor of the type of change an organisation is to lead – developmental, transitional or transformational, presented in Appendix 5 (Dick Peiperl, 2011). Development change is an improvement in an organisation’s existing way of operating to ensure efficient business (Anderson Anderson, 2010) It happens when firms continually scan their internal and external environments while avoiding radical, infrequent scale change (Gilley et. al 2009) to increase competitive advantage. Transitional change occurs when a problem is recognised in the current reality that needs to be solved with a new way of operating (Anderson Anderson, 2010) which represents small, gradual even incremental changes in people, policies, procedures, technology, culture or structure (Gilley et. l 2009). The most widespread type of change occurring in today’s corporate world is transformation change which happens when the organisation identifies that is existing was of operating cannot meet market demands. This calls for content changes that are far more radical (Anderson Anderson, 2010). Successful transformational changes have been positively linked to increased competitiveness, although extreme and sometimes revolutionary (Gilley et. al, 2009). ‘It is represented by a radical conceptualization of the organisation’s mission, culture and CSFs, form leadership and the like’ (Dick Peiperl, 2011). Cooper and Arygris (1998) claim organisational change can ‘take many forms it can be planned or unplanned, incremental or radical, and recurrent or unprecedented’. Continuous change assumes gradual shifts whereas discontinuous change is much more dramatic which changes the nature of whole industries and economies (Kitchen Daly, 2002). Radical change normally happens after a prolonged performance decline or major environmental change (Beugelsdijk et. al. , 2002). This type of change involves processes, technologies or knowledge that require new ways of operating for the adaptation to be successful (Street Gallupe, 2009). It suggests the use of authoritative power to force change in a rapid way to address organisational and environmental fit or intra organisational fit (MGT8033, 2012). Figure 3: Radical or revolutionary change (Source: MGT8033, 2012) Incremental change is a process whereby individual parts of an organisation deal incrementally and separately with one problem and one goal at a time by responding to internal and external environments. However, incremental change limits the need of fast or fundamental change when required and Burnes (2000) identifies that it can lead to a slow death. While some writers deem that this approach is relatively unimportant, others identify that it can be part of an overall plan to transform an organisation (MGT8033, 2012). Evidences are clear that Japanese companies have an enviable track of achieving fierce competitiveness through pursuing this approach. It avoids both stagnation of doing little or nothing (Burnes, 2004). Figure 4: Incremental change (Source: MGT8033, 2012) The punctuated equilibrium model (Figure 5) suggests that change is discontinuous. It is argued that, with a few exceptions, most organisations experience change as a pattern of punctuated equilibrium. Contrary to opinion cited in Burnes (2000) which suggested that this model of change has been rejected due to lack of empirical support (MGT 8033, 2012), numerous case histories offer support for this model (Hayes, 2010). Tushman and Romanelli (1985) proposed an interaction between radical and incremental change, making use of this model, conducting a case study on Heineken, Inc. and concluded that organisational change process that consists of initial radical change was succeeded by incremental change (Beugelsdijk et. al. , 2002). Figure 5: Punctuated equilibrium model of change (Source: MGT8033, 2012) Proponents argue that continuous transformational change model (Figure 6) is vital for organisational survival and they must develop the ability to transform themselves continuously in a fundamental manner. This is particularly the case in fast-moving industry sectorssuch as Intel, Wal-Mart, 3M, Hewlett-Packard and Gillette where the ability to change rapidly and continuously. Continuous transformation to be able to keep aligned with the constant, rapid, radical and unpredictable changing environments in which organisations operate is the rationale for this model (Brown Eisenhardt, 1997). Figure 6: Transformational change model (Source: MGT8033, 2012) Appendix 6 illustrates a framework of an organisational change which allows approaches to change to be matched to environmental conditions and organisational constraints (Burnes, 2004). Armenakis and Bedeain (1999) identified three factors common to all change efforts – content, contextual and process issues (Walker et. al. , 2007) The change models previously examined suggests and relates to the need to review associated leader skills (Gilley et al. , 2009). In Saka (2003), Buchanan and Badham (1999) define change agent as a manager who seeks ‘to reconfigure an organisation’s roles, responsibilities, structures, outputs, processes, systems, technology or other resources’. Burnes (2004) defines change agents as ‘the people responsible for directing, organising and facilitating change in organisations’. Pettigrew and Whipp (1991) describe change agents as ‘individuals operating at various levels and holding differing ranks within an organization, ensuring that there is both operational and strategic change capacity’ (Massey Williams, 2006). Evidences suggest interpersonal skills drawn on leaders’ abilities to motivate, communicate and build teams will increase leaders’ success with change. Organisational leaders strongly influence the work environment via constant interpersonal interactions. Motivating employees, communicating effectively, and creating environments in which team thrive are each positively and significantly associated with effectively leading change. Kark and VanDijk’s (2007) find that a leader’s ability to create a work environment that enhances employee motivation proves critical. Similarly, Luecke (2003) claims that effective communications are necessary to cultivate and used as an effective tool for motivating employees involved in change. LaFasto and Larson (2001) also stated that building teams requires leaders with good communication and motivation skills. It is clear that motivation, communication and teambuilding skills are interrelated and complementary. Hence, deployment of such interpersonal skills to fully engage employees and cultivate and lead a successful change is important. Leaders’ deliberate and disciplined actions, grounded in a solid base of interpersonal skills, enable effective change (Gilley et al, 2009). Gilsdorf (1998) claims that many mistakes in change management programmes is associated with communication breakdown. According to Hargie and Tourish (1993), the quality of communication between the people who make up an organisation is ‘a crucial variable determining organisational success’. Kotter claims that clear communication to employees is critical to the successful management of change. Communication is regarded as key issue in the successful implementation of change programmes (Kitchen Daly, 2002). As constant communication and motivation is required to engage employees throughout the various context and change phases, the need to use these skills must be also constant throughout to achieve effective change programmes. Change can trigger a wide range of positive and negative responses and poses significant challenges both to those who implement and those are affected by the change. Evidences shows that employees tend to resist organisational change in general. Literatures propose that a change leader with high emotional intelligence will promote the use of constructive conflict resolution skills and strategies and lessen the possibility of destructive conflict strategies. Goleman (1998) suggested that individuals with high emotional intelligence will have superior conflict resolution skills, though this statement has not been supported with research (Jordan Troth, 2002). Resolving conflict skills is needed most during a radical/revolution change, the initial staff of a punctuated equilibrium change approach and continuous transformational change due to the rapid and unpredictable manner of change management and the possibility of experience high resistance amongst employees. Research has shown that visionary leadership positively affects business outcomes and follower perceptions of leadership effectiveness. Given convincing empirical support for the impact of visionary leadership on positive organisational outcomes, scholars claim that interpersonal skills and competencies are necessary for demonstrating visionary leadership behaviors. Recently, Bass (2002) noted that several aspects of emotional intelligence are critical for transformational leaders who score highly on visionary leadership and individualised consideration. Effective visionary leadership requires leaders to provide a clear and compelling sense of direction which is important in times of rapid change for organisations. However, not all situations where this kind of leadership is needed are identical. Michael Dell and Bill Gates are two examples of men who saw a reality different from others in the computer business. Visionary skills involves mentally modelling performance, focusing on the positive – sometimes incremental – steps necessary to achieve acceptable results considering the capabilities and constraints of oneself and the organisation (Gilley, 2005). Visionary skill is most needed during a continuous transformation change and incremental change. Organisations need to be equipped to reengineer their strategic priorities at speed which leads to re-evaluating the quality and effectiveness of their decision-making processes when confronted with exceptional instability in current business context. The key to success in doing this is predictive analysis – using quantitative methods to derive actionable insights and outcomes from data which brings about the need for a change leader to be analytical and able to diagnose in drawing conclusions and making decisions. Analytical leaders in Google, Tesco Best Buy and Caesars Entertainment Corp. are realising powerful benefits of being able to predict market trends, identify customer behaviours and pinpoint workforce staffing requirements (Gilley, 2005). However, an executive vice president for a large health insurer in Pennsylvania states recognises that analytical capabilities on its own do not help to create competitive advantage (Harris Craig, 2011). Strategy shapes an organisation’s long term direction and actions, including changes required to achieve planned results. Leaders with strategic thinking skills hold a global ‘big picture’ perspective of an organisation could with an understanding of the interrelatedness of its numerous parts. A strategic approach to change appreciated that change creates change, causes a ripple effect, and may yield solutions that are tomorrow’s problems which change leaders need to anticipate and plan for (Gilley, 2005). The decision to radically change the distribution system in Heineken by Freddy Heineken can be seen as a controlled form of organisational change. This coincides with the view on organisational change that can be labelled ‘rational adaptation theory’. According to this view, organisational change is the result of a designed change in strategy of individuals in an organisation in response to environmental changes, threats and opportunities. The anticipation of future developments in the beer market made Heineken’s CEO decide to change the distribution system radically (Beugelsdijk et. al. , 2002). Traditional models of growth have often emphasised maximising revenue generation through increased capital expenditures. However, there is a trend towards achieving organisational growth by exploiting the understanding of the relationships between an organisation and its environment in order to solve problems and revamp itself. Organisational development (OD) is the new way through which organisations can continuously improve on their activities and increase their long term prospects which organisations develop by adopting a series of planned intervention strategies that aim to enhance the effectiveness of the organisations (Mulili Wong, 2011). Schein (1988) stated that organisations have continually to achieve ‘external adaptation and internal integration’ (Senior, 2002). Recognising and understanding leadership and management functions itself does not guarantee success – a variety of skills, ability, knowledge and aptitude are needed to implement change well. The specific knowledge, skills and competencies within each broad category are by no means mutually exclusive to each dimension – they often overlap. Successful change leaders must be able to make sense of change contexts and deploy knowledge and core competencies appropriately. No two change scenarios are exactly the same; hence, the requisite combination of one’s skills and competencies are unique to each situation (Gilley, 2005). It can be concluded that a change leader is required to exercise all the skills in various change approaches / context, discussed earlier in this paper. However, the degree of skill required may vary depending on the phases of change – an example is illustrated in Appendix 1 (Part B).

An Analysis of The Drummer Boy of Shiloh by Ray Bradbury free essay sample

One cause can make a huge difference. The historical fiction short story called The Drummer Boy of Shiloh was written by Ray Bradbury. Harriet Tubman: Conductor of the Underground Railroad is a nonfictional biographical excerpt, written by Ann Petry. Both characters, from these two selections might have a small role but they made a huge difference. Even though these are two different selections, they share some similarities. In the April night, hours before the most bloody event starts in 1862, was a boy who feared the upcoming battle. The narrator is in third person. The authors urpose was to inform the readers about how the drummer boys would feel before the fight, since they do not carry any protection for themselves. The story took place at Shiloh, Tennessee, on the eve of the Civil War battle. Joby, who is a drummer boy, feared the battle and could not sleep. The general notices him and tries to comfort Joby. We will write a custom essay sample on An Analysis of The Drummer Boy of Shiloh by Ray Bradbury or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page He admits that he was afraid too but he understood that death is part of the war and he cannot change it. Since Joby does not carry any protection, he becomes scared and cries; but the general comforts him and he was able to sleep. During the attle, many soldiers fought and died. Many died because the generals troops were young and inexperienced. Harriet Tubman was one of the bravest heroes to lead the slaves to freedom. The narrators point of view is in third person. The authors purpose was to acknowledge Harriet Tubman for her bravery, kindness, and sacrifice. Harriet Tubman, a former slave, led a group of eleven runaway slaves from the South to freedom in Canada. She faced many difficulties along the way. Some slaves wanted to return to the plantations but Tubman threatened them not to leave the group by using a gun. She made two trips every year in six years from the South to Canada. Since the fugitive slave law was passed, many runaway slaves had to go to Canada for freedom. The two selections have some similarities and differences obviously. Both characters from each selection are fearful. But they face their fears differently. They played a major role during the Civil War. But they played different roles in the war. Joby is younger that Tubman but both are heroes in the war. In both selections, readers can learn that Harriet Tubman and Joby are courageous and they made a ifference in the world even though they are only minor heroes in history. These stories can compare and contrast in some ways. Joby was a drummer boy in the Civil War. Harriet Tubman was a leader who helped freed slaves in the South. Though these characters faced different situations, both gathered courage and faced it, which helped the North win the war. What would happen if nobody wants to help the North win what was right? Would it still be the same as it is today? An Analysis of The Drummer Boy of Shiloh by Ray Bradbury By exoticl 1 1

Battle of Brandy Station in the Civil War

Battle of Brandy Station in the Civil War Battle of Brandy Station - Conflict Date: The Battle of Brandy Station was fought June 9, 1863, during the American Civil War (1861-1865). Armies Commanders Union Major General Alfred Pleasonton11,000 men Confederate Major General J.E.B. Stuart9,500 men Battle of Brandy Station - Background: In the wake of his stunning victory at the Battle of Chancellorsville, Confederate General Robert E. Lee began making preparations to invade the North. Prior to embarking on this operation, he moved to consolidate his army near Culpeper, VA. Early June 1863, the corps of Lieutenant General James Longstreet and Richard Ewell had arrived while the Confederate cavalry, led by Major General J.E.B. Stuart screened to the east. Moving his five brigades into camp around Brandy Station, the dashing Stuart requested a full field review of his troops by Lee. Scheduled for June 5, this saw Stuarts men move through a simulated battle near Inlet Station. As Lee proved unable to attend on June 5, this review was re-staged in his presence three days later, though without the mock battle. While impressive to behold, many criticized Stuart for needlessly tiring his men and horses. With the conclusion of these activities, Lee issued orders for Stuart to cross the Rappahannock River the next day and raid advanced Union positions. Understanding that Lee intended to begin his offensive shortly, Stuart moved his men back into camp to prepare for the next day. Battle of Brandy Station - Pleasontons Plan: Across the Rappahannock, the commander of the Army of the Potomac, Major General Joseph Hooker, sought to ascertain Lees intentions. Believing that the Confederate concentration at Culpeper signaled a threat to his supply lines, he summoned his cavalry chief, Major General Alfred Pleasonton, and ordered him to conduct a spoiling attack to disperse the Confederates at Brandy Station. To assist with the operation, Pleasonton was given two select brigades of infantry led by Brigadier Generals Adelbert Ames and David A. Russell. Though the Union cavalry had performed poorly to date, Pleasonton devised a daring plan which called for dividing his command into two wings. The Right Wing, consisting of Brigadier General John Bufords 1st Cavalry Division, a Reserve Brigade led by Major Charles J. Whiting, and Ames men, was to cross the Rappahannock at Beverlys Ford and advance south toward Brandy Station. The Left Wing, led by Brigadier General David McM. Gregg, was to cross to the east at Kellys Ford and attack from the east and south to catch the Confederates in a double envelopment. Battle of Brandy Station - Stuart Surprised: Around 4:30 AM on June 9, Bufords men, accompanied by Pleasonton, began crossing the river in a thick fog. Quickly overwhelming the Confederate pickets at Beverlys Ford, the pushed south. Alerted to the threat by this engagement, the stunned men of Brigadier General William E. Grumble Jones brigade rushed to the scene. Barely prepared for battle, they succeeded in briefly holding up Bufords advance. This allowed Stuarts Horse Artillery, which had nearly been taken unawares, to escape south and establish a position on two knolls flanking the Beverlys Ford Road (Map). While Jones men fell back to a position on the right of the road, Brigadier General Wade Hamptons brigade formed on the left. As the fighting escalated, the 6th Pennsylvania Cavalry unsuccessfully charged forward in an attempt to take the Confederate guns near St. James Church. As his men fought around the church, Buford began probing for a way around the Confederate left. These endeavors led him to encounter Brigadier General W.H.F. Rooney Lees brigade which had assumed a position behind a stone wall in front of Yew Ridge. In heavy fighting, Bufords men succeeded in driving Lee back and taking the position. Battle of Brandy Station - A Second Surprise: As Buford advanced against Lee, Union troopers engaging the St. James Church line were stunned to see Jones and Hamptons men retreating. This movement was in reaction to the arrival of Greggs column from Kellys Ford. Having crossed early that morning with his 3rd Cavalry Division, Colonel Alfred Duffià ©s small 2nd Cavalry Division, and Russells brigade, Gregg had been blocked from advancing directly on Brandy Station by Brigadier General Beverly H. Robertsons brigade which had taken a position on the Kellys Ford Road. Shifting south, he succeeded in finding an unguarded road which led into Stuarts rear. Advancing, Colonel Percy Wyndhams brigade led Greggs force into Brandy Station around 11:00 AM. Gregg was separated from Bufords fight by a large rise to the north known as Fleetwood Hill. The site of Stuarts headquarters before the battle, the hill was largely unoccupied except for a lone Confederate howitzer. Opening fire, it caused the Union troops to pause briefly. This permitted a messenger to reach Stuart and inform him of the new threat. As Wyndhams men began their attack up the hill, they were met by Jones troops riding in from St. James. Church (Map). Moving to join the battle, the Colonel Judson Kilpatricks brigade moved east and assaulted the south slope of Fleetwood. This attack was met by Hamptons arriving men. The battle soon deteriorated into a series of bloody charges and countercharges as both sides sought control of Fleetwood Hill. The fighting ended with Stuarts men in possession. Having been engaged by Confederate troops near Stevensburg, Duffià ©s men arrived too late to alter the outcome on the hill. To the north, Buford maintained pressure on Lee, forcing him to retreat to the hills northern slopes. Reinforced late in the day, Lee counterattacked Buford but found that the Union troops were already departing as Pleasonton had ordered a general withdrawal near sunset. Battle of Brandy Station - Aftermath: Union casualties in the fighting numbered 907 while the Confederates sustained 523. Among the wounded was Rooney Lee who was later captured on June 26. Though the fighting was largely inconclusive, it marked a turning point for the much-maligned Union cavalry. For the first time during the war, they matched their Confederate counterparts skill on the battlefield. In the wake of the battle, Pleasonton was criticized by some for not pressing home his attacks to destroy Stuarts command. He defended himself by stating that his orders had been for a reconnaissance in force toward Culpeper. Following the battle, an embarrassed Stuart attempted to claim victory on the grounds that the enemy had departed the field. This did little to hide the fact that he had been badly surprised and caught unawares by the Union attack. Chastised in the Southern press, his performance continued to suffer as he made key mistakes during the upcoming Gettysburg Campaign. The Battle of Brandy Station was the largest predominantly cavalry engagement of the war as well as the largest fought on American soil. Selected Sources National Park Service: Battle of Brandy Station CWPT: Battle of Brandy Station