Leadership and Influence

Table of Contents Introduction Initial Reflection on Unit Context Organizational Dynamics Leader as a Social Architect Conclusion Reference List Introduction According to Northouse (2009, p. 3), â€Å"Leadership is a process whereby an individual influence a group of individuals to achieve a common goal†.Advertising We will write a custom report sample on Leadership and Influence specifically for you for only $16.05 $11/page Learn More Considering leadership a process implies that it cannot be defined as a characteristic or trait that is typical of a leader, but a transactional phenomenon that arises from the communication between a leader and followers. Defining leadership from this perspective provides greater understanding of the influences and interactions between leaders and their subordinates. Hence, leadership cannot exist without influence because it constantly occurs in groups, the context in which leaders operate and influence indivi duals to achieve a common purpose. In the course of development, leadership practices have evolved into multiple models and theories. This is of particular concern to transformational leadership and situational leadership models. There are also frameworks that are premised on such aspects as personality traits, skills, and behavior. All these approaches provide a wider picture of how leadership can be characterized, as well as what dimensions are the most efficient ones in managing an organization. Initial Reflection on Unit General analysis of leadership is closely associated with the contexts in which leaders operate, trends in organizational dynamics, and discussion of traits, skills, and competencies that a leader should possess. Engaging in formative activities, specific attention has been given to the analysis of personal skills, experiences, and activities that relate to leadership analysis. Multiple tests and procedures have provided awareness of pitfalls and benefits that c an further be considered in self-evaluation tests.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In particular, self-assessment is designed to assist leaders with determining what skills are needed to develop new leadership competencies. Context Because leadership can refer to process and influence, the contextual dimension of understanding this phenomenon is vital. Introducing new models, techniques and approaches to leadership educations has strong connection with social environment, political aspects, as well as the dynamics of human nature. More importantly, due to the fact that leadership as a process that refers to various cultural contexts and personal dimensions, specific attention should also be given to self-reliance and personal growth initiatives, being the main drive forces of developing leadership skills. Leadership evaluation is closely associated with evolution of social and organizational change. In this respect, Rost and Barker (2000) emphasize that, at the threshold of the twenty first century, leadership perspectives are more oriented on individualistic training of leaders as a superior class. Focus on leaders’ and ignorance of followers, however, does not contribute to the development of efficient management environment because the influence and interaction stand at the core of the relationship. In this respect, Rost and Barker (2000, p. 4) assume, â€Å"leadership education†¦is goal oriented, where the goal is defined by some level of organizational performance; †¦it is centered on self-interest; it is founded in materialism†. Such a perspective has dramatically changed nowadays since more models are oriented on individuals rather than on goals. Leaders should develop a set of values and goals that can suit the employees’ culture and generate profitability, commitment, motivation, and high performance in an organ ization.Advertising We will write a custom report sample on Leadership and Influence specifically for you for only $16.05 $11/page Learn More Ability to adopt new approaches is closely associated with change management. It is also inherent condition for promoting leadership perspectives. In this respect, Dawson (2008, p. 1) stresses, â€Å"evaluating the extent and depth of company change allows us to classify change from small development activities and routing modifications through a large-scale transformational initiatives†. Apart from the evident connection between external aspects of change and its influence of organizational development, change management should be consistently applied to individuals working with an organization. In this respect, Dawson (2008, p.) insists, â€Å"†¦the importance of communication, employee involvement and ensuring that behavioral change is rooted within the culture of an organization has a relationship has longstanding history in the field of Organizational Development†. Therefore, both organizational environment and human potential are important factors triggering new trends in leadership styles. With regard to the above, leadership contributes greatly to formation of workplace setting, which influences the level of individuals’ achievement, purpose, and security. Therefore, leaders should realize that the turnover level and recruitment culture depend largely on personal characteristics and approaches that they to improve organizational culture.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In this respect, Hull (2003, p. 3) understands workplace leadership in terms of â€Å"how the immediate supervisor, team leader, manager or coordinator presented himself or herself†. The focus is made on leadership and individual potential, but not on administration and management. Hence, the employed environment should be effectively organized to enhance employees’ motivation and increase their competence (McDonald n. d.). In addition, leaders should be able to organize their followers in teams to operate effectively and achieve the established goals. Within a cultural context, it should be acknowledged that most leadership styles are oriented on western models that are characterized by a narrow-focused orientation. In this respect, Mellahi (2000) advises to think beyond western stereotypes and promote new, unconventional approaches to business management. Diverse leadership practices, therefore, are vital for creating a universal scheme. Similar to Mellahi (2000), Av ramopoulos and Thomas (2007) also discuss leadership in the context of Greek traditions. In simplistic terms, understanding Greek context does not imply focusing on historic analysis of specific leaders. Rather, the tradition is associated with â€Å"the interference of cultural factors and key principles relating to leadership development as evidenced within broader literary source of ancient Greek figures† (Avramopoulos and Thomas 2007, p. 52). Within this perspective, the leadership style illustrates social ideology and qualities that ancient leaders tried to achieve. At an individual level, the myth aims to outlinine an important process of searching for the self through struggle and effort. During the struggle, potential leaders should be guided by an appropriate mentor who can provide viable advice. Therefore, the Greek mythology closely relates to gods and goddess who accompany mortal heroes in their pursuit of goals. Finally, at the threshold of the technological era, leadership should be connected with the development of online communication, which requires leaders and supervisors to inquire new skills and experiences, including instant messaging, technological competence, and constant interaction with several subordinates (Martinsons et al. 2009). In this respect, the virtual context also influences the modes of negotiation and supervision. Organizational Dynamics Organizational dynamics and development is closely associated with individuals’ performance, group working, and organizational culture. All these components should be harmonized through efficient leadership and supervision. The research on organizational dynamics, therefore, aims to define the extent to which individuals should be involved in teamwork, as well as how group cooperation, should concern how close leaders should follow the firmly established goals. Team culture is an important element of successful interaction and cooperation, but focus on individual achievement i s not less important. Finally, lack of support and inability to adjust to quickly changing environments does not contribute to innovation and improvement. Team building is an indispensible factor affecting corporate cultures. It defines duties and responsibilities that each team member should take. In this respect, the role of a leader is confined to taking control of the processes held within the team and providing team members with enough space for creativity and critical thinking. The individual potential should be appraised by leaders. In this respect, Thomas and Walker (2010, p. 189) insist, â€Å"the sharp end, where policy rhetoric meets organizational reality, is an ideal opportunity to examine leadership and its handmaiden failure†. The failure to conform to a specific end should not be regarded as a disability of a team leader to achieve the desired goals. The problem is that leaders are not flexible enough to recognize alternative solutions to the problem that have been offered beyond the established framework. As a result, the organization fails to response to the rapidly changing external environment, which can also lead to low competence. The value of team working should not be underestimated because it provides a number of benefits for employees’ performance and productivity. In particular, team building is primarily premised on constant support, assistance, and interaction, leading to generation of new ideas and thoughts. As an example, Smith (2012) on the Olympic games held in Australia when Australian swimmers failed to achieve the results just because no one expected they could win the game. Reluctance to make the effort refers, first of all, to the prejudices and biases shaped within the coach’s team. According to Smith (2012, p. 2), â€Å"this relatively dismal showing has come to be seen as the inescapable product of poor administered sport in sharp decline†¦weak leadership and double standards†. Strong de pendence on authority, however, prevents individuals from developing their professional skills, as well as cognizing personal abilities and skills. Such a perspective explains the dark side of supervision and leadership that is concerned with cult of a leader, rather than adherence to specific goals (Dark Side of Leadership n. d.). More importantly, self-destructive behaviors of leaders can cause the decline of corporate culture. Leader as a Social Architect It has been defined that leadership is connected with the social and cultural environment in which leaders can be regarded as social architects. Hence, managers and supervisors should be able to scan the external and internal setting for delivering new mechanism to face challenges of constantly changing market. Product innovation, knowledge management, human resources are among the priorities that leaders should consider before engaging into organizational development. Cultural diversity is another phenomenon that has penetrated the management landscape and has shaped new perspectives on leadership. Cross-cultural communication is indispensible for leaders to reach consensus with their employees and find the motivating factors increasing employees’ engagement into the organizational process. According to Abbasi and Hollman (1989, p. 19), â€Å"managing involves dealing with people who have unique emotions, interests, attitudes, perceptions, cultural experiences, and socio-economic backgrounds†. In other words, leading an organization successfully, managers should control organizational processes as they believe they should be controlled. Regardless of personality traits, executives should consider a number of rules and principles of managing people. To begin with, leaders should demonstrate high integrity, which possible through trust, honesty, and respect. Second, fear should be removed from the employed setting because employees will be more productive in case they are not under the pressur e. Third, open communication and open channels of interaction and information exchange is another successful solution to the problem. Finally, providing objective recognition of employees’ achievements can also generate higher rates of job performance. There are number of opportunities for leaders to adjust to constantly changing working setting. Leading change effectively, executives should be more concerned with developing a new outlook on performance that emphasizes team-based models to cope with the transition to a new model (Kaplan and Norton 2001). The task of a leader lies in developing a new set of values and structures that can contribute to the development of a new management system that introduce measurement to articulate change (Lussier and Archua 2009). In additional, the evaluation of behavioral patterns within an organization is also important because it influences strategic thinking, trustful relationships, progressive stability, and considerations for others. While deliberating on similarities and differences of leadership across cultures, Taormina and Selvarajah (2005, p. 314) pay attention to Asian leadership by stating â€Å"the East-West cultural different on t his factor may be noticed in practice†. For example, western leaders expect their organizations to undertake risk and, therefore, they accept risk as an important condition for conducting daily operations. In contrast, Eastern leadership focuses more on a well-planned activity that ensures the security of subordinates who are involved in specific ventures. Individualistic biases, universality, and readiness to adjust to new challenges should create the basis of change management and organizational progress. According to Sturdy and Grey (2003), leaders should be able to quickly react to the emerging problems, as well as pay attention to employees’ needs, values, and beliefs to define what styles should be employed to improve the situation. More importantly, the i nteraction between transformational leadership style and organizational change will allow the leaders to establish successful modes of performance (Boga and Ensari, 2009). In such a manner, executives will be able to stand the competition successfully. Conclusion A multi-dimensional analysis of leadership education and development has provided a wider picture on cultural, political, social, and economic aspects of its influence on organizational culture and employees’ performance. More importantly, the analysis has provided new theoretical and empirical perspectives of leading change within an organization through introducing innovation. All the above-presented themes are interdependent because one dimension influences the outcomes of another. Communication and individual-centered approach are also important for sustaining a competitive advantage. Reference List Abbasi, SM, and Hollman 1989, ‘KW Incompetence Bosses: Are You One of Them?’, IM, pp. 17-19. Avramopou los, S, and Thomas, KV 2007,‘Leadership Odyssey’, The International Journal of Knowledge, Culture, and Change Management, vol. 6, no. 9, pp. 51-60. Boga, I, and Ensari, N 2009,‘The Role of Transformational Leadership and Organizational Change on Perceived Organizational Success’, The Psychologist-Manager Journal, vol. 12, pp. 235-251. ‘Dark Side of Leadership Revisted’ n. d., pp. 3-26. Dawson, PM 2008, ‘People and Process: Making Sense of Change Management’, ICOMS Asset Management Conference, 1-11. Hull, D 2003, Simply the Best Workplaces in Australia, University of Sydney, pp. 2-41. Kaplan, RS, and Norton DP, 2001, ‘Leading Change with The Balanced Scorecard’. Financial Executive, pp. 64-66. Lussier, RN, and Archua, CF 2009, Leadership: Theory, Application and Skill Development. Cengage Learnng, New York. Martinsons, MG, Davidson, RM, and Martinsons, V 2009, ‘How Culture Influences IT-Enabled Organizational Chan ge and Information Systems’, Communications of the ACM, vol. 52, no. 4., pp. 118-123. McDonald, R n. d., ‘Core Skills for Work – A Framework’, Ithaca Group, pp. 1-13. Mellahi, K 2000, ‘The Teaching of Leadership on UK MBA Programs: A Critical Analysis from an International Perspective’, Journal of Management Development, vol. 19, no. 4, pp. 297-308. Northouse, P 2009, Leadership: Theory and Practice, SAGE, New York. Rost, JC, and Barker, RA 2000, ‘Leadership Education in Colleges: Toward a 21st Century Paradigm’, Journal of Leadership Studies, vol. 7, no. 1, pp. 3-12. Smith, W 2012, That Sinking Feeling, The Australian, pp. 1-7. Sturdy, A and Grey C 2003, ‘Beneath and Beyond Organizational Change Management: Exploring Alternatives’, Organization, vol. 10 no. 4, pp. 651-662. Taormina, RJ, and Selvarajah, C 2005, ‘Perceptions of Leadership Excellence in ASEAN Nations’, Leadership, vol.1, no. 3, pp. 299-322. Thomas, KT, and Walker AD, 2010, ‘The Sharp End: Real Life Challenges in a Complex Activity Space’, Journal of Public Affairs, vol. 10, pp. 186-199. This report on Leadership and Influence was written and submitted by user Luciano O. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on How Swing Helped Desegragation

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How Effective Korean Air Hr Strategy Is Management Essay

How Effective Korean Air Hr Strategy Is Management Essay This report discusses the details of suggested HR scorecard for Korean Air that shows how effective HR strategy is crucial for the successful achievement of its own strategic goals with appropriate measurement system HR Scorecard. Development process began with a clear statement of the companys strategy and operational goals with a strategy map showing the causal linkages in the value creation process. As next steps of process, workforce competencies and behaviors and strategically relevant HR system policies and activities are identified to create HR scorecard and the process concludes with presenting suggested HR scorecard with measurement. >During analyzing HR system and the organization, some points to be improved were emerged and these are mentioned with recommendation. If the HR concerns are solved, the company will be more resilient to face external environment with competitive workforce. HR Scorecard helps employees know and understand the organization strategic goals, encour age them to have skills and responsibilities in accordance with the goals, and guide them to achieve goals with measures. To make measurement system, the cooperation of HR managers and line managers for choosing proper metrics is very important. As strategies and goals are changed, the metrics and measurement system of HR Scorecard should be updated to be an effective and influential tool for strategic success. ii I. INTRODUCTION Many CEOs agree with the concept People are the most important assets and the fact that the companies with more effective HR management systems outperform their competitors, however, HR function and influence on companys performance are difficult to measure. Besides professionalism in Human resources are challenged to take a more strategic perspective and HR professionals are requested to prove Human resources are competitive advantages with measuring HRs performance corresponded with corporate strategy and its contribution to the company. Effective HR measurement system shows a clear and consistent view of how the company can implement its strategy in the organization and how HR can contribute to companys success with discovering and solving current HR problems. To start with defining corporate strategy of Korean Air, it will be evaluated how HRM play a strategic role, produce core values and interrelated with every level in the organization for achieving companys strategic goals using creating its own HR scorecard. II. BACKGROUND OF KOREAN AIR 1. Company overview Korean Air is an international airline headquartered in Seoul, Korea. As Koreas first private airline in 1962, it has grown into the worlds largest air cargo carrier and the thirteenth largest airline in the world. According to World Air Transport Statistics, Korean Air is the worlds largest commercial airline cargo operator since 20041. and was rated as the best airline in Asia for the third straight year, having the best business class on routes to Asia in 2009. 1 2. Corporate Vision and Mission Keeping with its vision To Be a Respected Leader in the World Airline Community, Korean Air is committed to provide best service that customers can value and trust and make a corporate culture that encourages innovation upon their mission Excellence in Flight 2). 3. Major Business Processes Passenger service takes the biggest part, however, cargo service gives the company considerable profits with a reputation as the largest international air cargo carrier. Korean Air has developed catering, maintenance, and unusually for an airline, an aerospace manufacturing business with researches and development programs for general aviation craft, military trainer and satellite since 1976 3). The aerospace division generated revenues of $470 million in 2008 and employs a little over 2,500 staff.4) 1) Business Review 2) (As of 2008) [Unit: Hundred Million Won, 1 US Dollar à ¢Ã¢â‚¬ °Ã¢â‚¬â„¢ 1,150 Won] 2) Operating Results 2) (based on 2008 IATA standards) 4. Structure Korean Air reorganized a corporate structure with new promotions for divisional responsibility management in 2003. It offers flexible management for planning, budget, recruiting and other key functions to all divisions. Every head of divisions would take a firm responsibility for outcomes and be appraised based on achievement.5) 2 a) Employees 2) (Total: 18,600, As of January 2009) b) Organization chart 2) 5. Business strategy Korean Air takes improved business strategies to implement corporate missions as below. 1) Globalization: To be ranked as global leading carrier with globalized manpower, service, and brand image. 2) Knowledge management : Encouraging learning and continuous improvement. 3)E-Business: Introducing more e-Commerce solutions and constructing upgraded Intranet for training and fast communication. 6. Relationship with external entities 1) International competitors : Business travelers who still consider Singapore Airlines with its young fleets and strong branding and Cathay Pacific which has a superior hub location due to its geographical proximity to China as superior in service and quality to Korean air.6) 2) Global airline alliance SkyTeam: Korean Air is a founding partner in SkyTeam, the worlds second largest airline alliance of eleven members and three associate carriers and expands its operations by code sharing and seat trading.7) Recently, Korean Air helped Uzbekistan airway and Garuda Indonesia to be joined.8) 3 III. HR SYSTEM AND THE STRATEGIC ROLE OF HR IN KOREAN AIR 1. HR system of Korean Air 1) Job Grade system Job Units are divided largely as Administration, Engineering, Cockpit crew and Cain crew. 9) Administration and engineering units operate a Course system for training and application purposes. Each unit has job grade scheme organized differently for every job unit and course to fortify expertise competencies. 2) Development training system à ¢-   Training organization Korean Air has developed and operated various training programs.10) Human resources development department and center take a charge of establishing training plans and integrated education. Professional training organization offer enriched education. As an implementation of Ubiquitous learning, Cyber campus is used. à ¢-   Training programs The training programs are prepared for each job grade and divided as Management development training, global competency training, job skills improvement training, and organization revitalization training. 4 3) Appraisal system 11) The appraisal system is based on measuring a contribution to company and individual work competency including performance, job aptitude and leadership. As Total analysis with giving feedback, they use appraised data for granting differential rewards or training and development. 4) Compensation and welfare system 12) Korean Air provide incentives, benefits (housing, medical and education support and culture leisure benefits) and favors such as discounted tickets and easier ticket purchase as a privilege of being with airline. 2. The Strategic Role of HR in Korean Air The long term strategies of Korean Air can be defined as follows; à ¢- ² To be ranked among top 10 international passenger airlines Developing new routes and reinforcing SkyTeam network Heighten global image awareness with excellent quality service and culture sponsorship 1) Korean Air will reopen the route to Saint Petersburg and launch Irkutsk, Russia this year. When Tunxi international airport in China opens this March, a route will be put on Huang Shan line. It is planned to expand a route network to Central Asia, Europe and Africa and extend the number of destination cities to 140 cities by 2019 through SkyTeam. To attract more customers, more investment for ordering A380 Airbus fleets and changing new luxury and upgraded seats for all classes is drawn from revenue. 13) 2) As global cultural sponsorship, Korean Air tries to cultivate different type of brand image. Korean Air sponsored the multimedia guide at the Louvre Museum in Paris and Russias State Hermitage Museum in St. Petersburg in 2008. It is spread out to the British Museums new set of handheld Multimedia Guides.14) 5 à ¢- ² To make China its biggest Market Korean air has strategic relationships with China Airlines and China Southern Airlines and makes an effort to expand it more with other Chinese airlines. Routes to Guangzhou, Dalian, Weihai, Yantai, Changsha and Shenzhen were added and its route network has covered 19 Chinese cities with more than 150 flights. It is one of the most expansive networks in the China among non-Chinese carriers and chosen as The best foreign airline in China. 15) Korean Air established a Chinese-only counter China Express in Incheon International Airport and began its operation to enhance convenience for a growing number of Chinese tourists.16) For brand awareness, outdoor billboards in Kunming, Wuhan, and Zhengzhou were built. Book donations to poverty schools and inviting children in earthquake damaged cities to Jeju island are one of its social responsibility activities in China.17) à ¢- ² To be a leading air cargo carrier Korean air made a contract to create Central Asian logistics hub with Uzbekistan government and Navoi airport in 2008 with cooperation from Hanjin Transportation Co., Ltd. (ground transport) and Korea Airport Service (airport ground handling). 18) By 2013, constructing an airport infrastructure and attracting investments from global logistics companies will be kept up. Whole project is planned to be finished by 2018. In China, cargo terminal in Tianjin will be completed until the end of 2010 for activating the market.19) HR Strategic roles for these major strategies All strategies are global related and to achieve these goals, it is necessary to recruit manpower with international competency and train its employees with various and differential programs per position as long term system. 1. Recruiting As the demand of international professional staffs for conferences with SkyTeam and developing Chinese market is increased, fluent English speakers, China regional experts and MBAs with proper educational backgrounds are highly needed to improve business competiveness. Common recruitment is by internet, headhunters, employment agencies, internal sources and college recruiting. 2. Training : Korean air operates Global online education system around 50 branches in the world. The systems handle the hands-on skills of reservation, ticketing, customer service, transportation, maintenance, and language study. Yet, it is needed to be more practical and wide ranged for employees to solve their problems encountered at work. 1) Foreign languages: New flight attendants take 4-week training included correcting pronunciation and aviation English and Japanese at cabin crew training center. Every employee depends on online education system afterwards. 6 2) Management knowledge: Customized MBA courses developed with Seoul National University for executives are offered. Manager level complete AMS courses which cover specialized knowledge of air transportation industry and management theories.20) 3) Overseas regional specialists: To enlarge global network, area specialists are indispensable. 1 year of Overseas services- short term international assignment for senior managers and managers is executed to send them to foreign branches for experiencing local languages, cultures and operating systems. New employees go to Mongolia as volunteering activities to plant trees for desertification for brand image and giving opportunities to look around the Mongolia as a next market. 3. Corporate culture: Korean air has reformed hierarchical culture which caused serious accidents as creating a central clearinghouse for monitoring and investigating safety reports and audit findings so that all divisions are ordered to share and coordinate data. In 2009, Koreas Ministry of Gender Equality signed an agreement with Korean Air to promote a women-friendly corporate culture and support career possibilities for women. 21) 7 IV. HR SCORECARD OF KOREAN AIR Step 1: Define Business strategy 21C leading global airline with globalized human resources, services, and brand image To be ranked among top 10 international passenger airlines To make China its biggest Market Leading air cargo carrier Step 2: Value chains of each division Step 3: Outline a strategy map and identify the strategically required organizational Outcomes Strategy map 8 Outcomes 1) More customers choose Korean air because of excellent service and flight convenience. 2) Korean air will leap to global brand not restricted to an airline in Korea. 3) Empowerment and teamwork will help to be a Learning organization. 4) Improved revenue is expected owing to transport increase of passengers and cargos Step 4: Identify the Required Workforce Competencies and Behaviors Speaking good level of English, Chinese or other languages to deal with foreign customers and doing business with international companies Fast operation based on participation and empowerment immediate feedback, open communication Service-oriented and committed employees for attracting and retaining customers Top management who educated with efficient and practical management knowledge Continuous trained maintenance and engineering manpower for safety Creating a powerful corporate brand with full understanding competitors and the future direction of company.22) Deepened knowledge about other countries to start or have projects with. Professional service training force for satisfying every needs of passenger service Step 5: Identify the Strategically Relevant HR system Policies and Activities 1. Inspiring allegiance to the company and raising morale 1) Setting up firm policies of compensation and benefits for motivation Specify pay per performance, rewards, recognition, retirement, family friendly benefits, time off with pay, maternity leave and safety health protection programs. 2) Rewarding individuals and teams, team development 3) Encouraging organizational commitment, job satisfaction and job security 2. Professional training schemes for cabin and customer services Reinforcing on-line and OJT programs, participation in related seminars of experts, comparison with those of competitors, refined grooming and etiquettes. 3. Provide segmented and enriched education for required job skills and the knowledge improvement of all level from in or outside. University-industry collaboration for academic programs Arrangement of related reputable institutes to short term education Job rotation for internal training by superiors Increasing overseas dispatch for studying languages and cultures Support to study abroad for highly performed employees. 4. Recruit right employees Select candidates with language proficiency, proper educational backgrounds and global experiences under conditions of detailed job description and specification for reduction training costs and fast adaptation to the organization. 9 Step 6: Design the HR Scorecard Measurement System Applied assessing measures for HR activities about workforce competencies and HR systems for HR scorecard are as follows; Assessing HR system 24) 10 Step 7: Periodically Evaluate the Measurement System It is hard to manage all of HR systems with interrelated metrics as the organization is bigger and its business is diversified. Currently Balanced scorecard, a computerized model, help top management track and monitor HR data with marketing and finance metrics for companys strategic success. With establishing customized software system (refer to http://www.activestrategy.com or http://senalosa.com), it is expected to have improved effectiveness for updating and evaluating HR information periodically. Yet, it should be implemented on the premise that creating Scorecard team to select and validate measures and collecting data with cooperation of all departments. 11 V. Conclusions and Recommendations 1. Conclusions Below suggested HR scorecard process of Korean Air shows how the scorecard measures the organizational outcomes, workforce competencies and behaviors and HR system policies and activities aimed at implementing the corporate strategy 21C leading global airline with globalized human resources, services, and brand image. Basic themes are 1. Create service-oriented workforce, 2. Provide enriched training for global competency, and 3.Raise morale and create positive corporate culture. For example, the theme Create service-oriented workforce is implemented from Recruiting and selection. The metrics for recruiting can be chosen among No. of applicants per sources; No. qualified applicant/position, proportion of employees selected based on validated selection methods. After selecting, the step would be moved to Training and appraisal with related metrics. Outcomes also can be measured upon 3 major tiers of customer responses, international corporate image, and inner communication derived from the strategy. 12 With metrics for each process combined with strategic goals, HR performances can be objectively and quantitatively. It is easier to see and check from the start to the final purpose of company increased revenue from the point of view of HR. The scorecards will be a more efficient tool to evaluate HR system when proper measures are added, refined and connected as the organizations strategic goals are achieved and developed. Besides, periodically revising the HR Scorecard help HR managers assess how well it supports the organizations strategy implement efforts. 2. Recommendations Despite aggressive strategies to grow, Korean air hasnt been identified as distinctive global airline. Among business travelers who still consider Singapore Airlines and Cathay Pacific China as superior in service and quality to Korean air. HR should play a pivotal role for reinforcing employee development one of an organizations competitive advantages more than ever because the competencies will be determined as Human resources with definite strategic goals ultimately. 1) Training Foreign languages and academic learning Company puts a huge energy to China market so speaking Chinese is another challenge. Furthermore their English proficiency is still rather below compared with Singapore airline, Cathay Pacific and Thai Airways as Asian airlines. It is important to create competitive environment with rewards or punishments through taking a test regularly and prepare for efficient language learning system with qualified teachers and teaching methods. Speaking languages with proper level is not accomplished within short period so it should be planned as long term schedule or to save relative costs, hiring international manpower at the first step should be considered. 2) Corporate culture: Chronic top down and secretive management style due to primogeniture and reluctance to outsiders is one of organizational factors in Korean Air to be improved. The solution of safety concerns and increasing customer expectation of broad and excellent services is satisfying employees as internal customers. Research has long shown that accidents and poor service quality are rooted primarily in social aspects not technology such as inferior management, decision making, teamwork, employee motivation or communication, can translate into loss of customers, market share, organization assets and, above of all, life. 26) High quality service is principal for differentiating among airlines and influential in customer choice. HR need to check whether the company has positive corporate culture encourages innovation, improvement and responsibility of each employee. Supervisors open door policy for communication, treating employees with respect and dignity can be a start. 3) Appraisal and compensation Fair compensation with appraisal will strengthen the organization. Regular in-house training for the system by HR department will be helpful for understanding and participation. Compensation should have its own schemes to prevent further grievances. Fairness of salaries and promotions should be kept because pay equity is connected to job satisfaction. 13 These three HR factors should be complemented with validated measures and implemented into HR scorecard soon for achieving strategies efficiently. HR managers need to cooperate with line managers to select effective measures for evaluating required HR activities and revise HR scorecard as the strategies are changed. It is important to have a comprehensive human resources measurement policy which enables to collect consistent information relevant with overall business strategy. With a solid HR metrics program, HR management can make business decisions that are based on facts and use the exact figures to support company performance. *Word count: 2,933. 14 Notes 1) International Air Transport Association (2008), World Air Transport Statistics. 52nd ed. Canada: IATA. Section 4: Airline ranking 2007. p.95-96. 2) http://www.koreanair.com/local/sg/gd/eng/au/ci/eng_au_ci_ov.jsp, accessed Feb 15, 2010. 3) http://www.globalsecurity.org/military/world/rok/kal.htm, accessed Feb 15, 2010. 4) http://www.flightglobal.com/articles/2009/06/18/328529/interview-korean-air-chief-executive-cho- yang-ho.html, accessed Feb 16, 2010. 5) http://www.airportal.co.kr/life/history/lee/LfLeeGu010.html, accessed Feb 16, 2010. 6)http://www.usatoday.com/money/companies/management/profile/2009-08-23-travel-airlines-korea_N.htm, accessed Feb 16, 2010. 7) http://www.skyunionvirtual.co.cc/about/carriers/koreanair.html, accessed Feb 16, 2010. 8) http://www.thefreelibrary.com/Indonesia%3a+Korean+Air+expands+codeshare+with+Garuda.- a0218567145, accessed Feb 16, 2010 9) http://recruit.koreanair.co.kr/personal/personal_b.asp, accessed Feb 15, 2010. 10) http://recruit.koreanair.co.kr/personal/personal_d.asp, accessed Feb 15, 2010. 11) http://recruit.koreanair.co.kr/personal/personal_e.asp, accessed Feb 15, 2010. 12) http://recruit.koreanair.co.kr/personal/personal_f.asp, accessed Feb 15, 2010. 13)http://www.etimes.net/service/etimes_2007/ShellView.asp?LinkID=6001ArticleID=201002041 8164103144, accessed Feb 17, 2010, The replacements will be in 32 B777s and A330s, which have recently been furnished with Kosmo Suites (First Class), Prestige Sleeper (Prestige Class) and New Economy (Economy Class) seats. 14) http://www.chosun.com/site/data/html_dir/2009/02/17/2009021700672.html, accessed Feb 17, 2010. 15) http://www.highbeam.com/doc/1P1-136897605.html, accessed Feb 18, 2010. 16)http://news.mk.co.kr/english/newsRead.php?rss=Ysc=30800011year=2009no=461130, Korean Air Puts Effort to Attract 1.3 billion Chinese Tourists, accessed Feb 18, 2010. 17) http://www.newswire.co.kr/newsRead.php?no=452353lmv=A02 , Korean air is the best foreign airline in China, accessed Feb 19, 2010. 18) http://www.airliners.net/aviation-forums/general_aviation/read.main/4128479/, Korean Air Builds A Logistics Hub In Central Asia, accessed Feb 19, 2010. 19) http://www.sgtusa.com/detail.php?number=7280thread=22r07, Interview with COO Lee Jong hee, accessed Feb 19, 2010. 20) http://www.hankyung.com/news/app/newsview.php?type=2aid=2009110446921nid=910sid =0001, accessed Feb 19, 2010. 21) http://joongangdaily.joins.com/article/view.asp?aid=2900768 On board, gender equality still up in the air, accessed Feb 19, 2010 22) Steven Howard, Corporate Image Management: A Marketing Discipline for the 21st Century 23) Gary Dessler (2008), Human Resource Management: 11th ed. Singapore: Prentice Hall. Chapter 2: Strategic HRM and the HR scorecard. p.62 24) Gary Dessler (2008), Human Resource Management: 11th ed. Singapore: Prentice Hall. Chapter 2: Strategic HRM and the HR scorecard. p.67 25) Brian E. Becker, Mark A. Huselid, Dave Ulrich (2001). The scorecard: Linking people, strategy, and performance. Boston: Harvard Business School Press. p.66. 26) Steven H. Appelbaum, Brenda M. Fewster (2003). Human resource management strategy in the global airline industry A focus on Organizational development. Equal opportunities International. Vol. 21. No.7. The International Civil Aviation Organisation (ICAO). p.70.

life :: essays research papers

The magazine's editors chose the nameless soldier to represent the 1.4 million men and women who make up the U.S. military, which led the invasion of Iraq nine months ago and a week ago captured deposed leader Saddam Hussein. About 130,000 U.S. soldiers remain in Iraq, with others deployed in Afghanistan, South Korea and elsewhere. Soldiers were singled out as the top newsmakers of the year because "the very messy aftermath of the war made it clear that the mission had changed, that the mission had not been completed and that this would be a story that would be with us for months, if not years, to come," Time Managing Editor Jim Kelly said. The selection echoes 1950, the year the Korean War began, when editors picked the American GI for the cover, writing that "it was not a role the American had sought, either as an individual or as a nation. The U.S. fighting-man was not civilization's crusader, but destiny's draftee." The 2003 Person of the Year package, which hits newsstands Monday, focuses on a 12-person artillery survey unit stationed in Iraq to tell the story of the American soldier. Two Time journalists embedded with the platoon were injured in a grenade attack this month. Three soldiers with the unit -- Marquette Whiteside, Billie Grimes and Ronald Buxton -- are shown on the cover. The magazine glorifies soldiers but not the Bush administration for putting them in Iraq, calling troops "the bright sharp instrument of a blunt policy," and leaving it to scholars to debate "whether the Bush doctrine is the most muscular expression of national interest in a half-century." The justification for a U.S. military presence in Iraq has been widely questioned, as coalition forces have found no weapons of mass destruction, which President Bush had argued Saddam was stockpiling. Guerrilla attacks against U.S. and allied forces stationed there have escalated over the months since May 1 when the president declared an end to major combat. More coalition troops died in November than in any other month: 104, including 79 Americans. "A force intensively trained for its mission finds itself improvising at every turn, required to exercise exquisite judgment in extreme circumstances," the magazine said. "They complain less about the danger than the uncertainty -- they are told they're going home in two weeks, and then two months later they have not moved." The Pentagon has said it expects to reduce the number of American troops in Iraq to just over 100,000 by May.

Post Colonialism in Skin of a Lion

Eng Seminar Post-colonialism – is an academic discipline that comprises methods of intellectual discourse that present analyses of, and responses to, the cultural legacies of colonialism and of imperialism, which draw from different post-modern schools of thought. Post-colonial Literature – addresses the problems and consequences of the de-colonization of a country and of a nation. The characters of his novels are mainly among the immigrants, the colonized, and the oppressed that are suffering from the loss of true self and identity.Therefore, it is demonstrated that colonialism will continue its banal effects on individual’s lives and identities by entangling them in an unhealthy state of mind like double consciousness. In the novel, In the Skin of a Lion, Patrick who is the main character finds himself an outsider in the society and tries to measure himself through the other’s look —————————à ¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- Top of Form Bottom of Form Postcolonial criticism, like postmodern criticism, rejects the universal and large scale in preference for the local and specific.In  In the Skin of a Lion  Ondaatje challenges the dominant narratives and gives a voice to the untold stories of the colonized. Ashcroft et al in  Key Concepts in Post-Colonial Studies  define post colonialism as dealing with â€Å"the effects of colonization on cultures and societies† (p. 186) and post colonial reading as â€Å"a way of reading and rereading texts†¦ to draw deliberate attention to the profound and inescapable effects of colonization on literary production; anthropological accounts; historical records; administrative and scientific writing† (p. 92). A postcolonial reading also rejects the universalism inherent in the liberal humanist readings of traditional criticism in favour of an acceptance of issues of cultural difference in literary texts. Culture itself is seen as a web of conflicting discourses. Thus it champions a celebration of hybridity and encourages a writing back from the margin or periphery to the centre. Canada has a history of resistance to colonialism.If you are applying a postcolonial reading then you should examine the novel for what it says about the dominant political and economic structures and how these serve the interests of the dominant class. Of course this leads us into a  Marxist reading  of the novel which would focus on the conflict of class interest and the oppression of the working classes. Marxist critics would say that all texts must be read in relation to the society in which they were composed and because writing is a political act criticism should be political as well. Patrick sat on a bench and watched the tides of movement, felt the reverberations of trade. He spoke out his name and it struggled up in a hollow echo and was lost in the high air of Union Station. No one turned. They were in the belly of the whale† (54) â€Å"The form of a city changes faster than the human heart† (109) â€Å"The southeastern section of the city where he now lived was made up mostly of immigrants and he walked everywhere not hearing any language he knew, deliriously anonymous. The people of the street, the Macedonians and Bulgarians, were his only mirror.He worked in the tunnels with them† (112) Temelcoff is a navy: â€Å"a man is an extension of hammer, drill, flame† (Ondaatje 26) Nicholas Temelcoff is famous on the bridge, a daredevil. He is given all the difficult jobs and he takes them. He descends into the air with no fear. He is a solitary. He assembles ropes, brushes the tackle and pulley at his waist, and falls off the bridge like a diver over the edge of a boat. The rope roars alongside him, slowing with the pressure of his half-gloved hands.He is burly on the ground and then falls with terrific speed, grace, using the wind t o push himself into corners of abutments so he can check driven rivets, sheering valves, the drying of the concrete under bearing plates and pad stones. (34) â€Å"I will tell you about the rich,† Alice would say, â€Å"the rich are always laughing. They keep on saying the same things on their boats and lawns: Isn’t this grand! We’re having a good time! And whenever the rich get drunk and maudlin about humanity you have to listen for hours. But they keep you in the tunnels and stockyards. They do not toil or spin. Remember that. † (132)

Free Essays on Technology Vs. Evolution

, all of us have two agendas: one hidden in the recesses of our minds, and one that we sell to ourselves and others† (De Waal 662). What this is saying is that even if someone has no thought in their head that what they are about to do is unselfish; the... Free Essays on Technology Vs. Evolution Free Essays on Technology Vs. Evolution Technology Vs Evolution Until the recent discovery of cloning, no one thought that technology was in any way related to morality. In reality isn’t technology against the morals of the natural world to begin with? But is there even such a thing as a purely selfless act? Sure there are actions that seem selfless, but the reason for doing them is consciously or unconsciously selfish. Evolution is a natural occurrence that one would think is unselfish and completely moral, however in reality the process of evolution is very selfish. It is a species genes changing so that the species will ultimately survive, this is an act that only helps that species. Technology is created to conform to how far evolution has gone. Technology is the next step in the evolution process for humans, and it is making all humans a little more immoral. A tribal shaman â€Å"ensures that the relation between human society and the larger society of beings is balanced and reciprocal, and that the village never takes more form the living land than it returns to it – not just materially but with prayers, propitiations, and praise† (Abram 5). While this seems to be natural and morally thanking the earth for what is has given, the shaman are doing this because the â€Å"scale of a harvest or the size of a hunt are always negotiated between the tribal community and the natural world† (Abram 5). This seemingly selfless act is really only to help the amount of food they can grow or catch that season. This leads to the thought that there is no such thing as a purely moral person. â€Å"If people think they are at times unselfish, so the argument goes, they must be hiding the selfish motives from themselves. In other words, all of us have two agendas: one hidden in the recesses of our minds, and one that we sell to ourse lves and others† (De Waal 662). What this is saying is that even if someone has no thought in their head that what they are about to do is unselfish; the...

Medicare essays

Medicare essays The publicly financed and universally accessible Canadian healthcare system has been a source of pride and delight to many Canadians since 1947, when Saskatchewan first adopted the policy of Medicare. In fact there was so much enthusiasm for publicly financed, universal healthcare that within 14 years, all 10 provinces and two territories had public insurance plans that provided comprehensive coverage for in-hospital care. (Health Canada) However over the past ten years, the perceived quality of health care has markedly decreased and an increasing number of Canadians are crying out for Medicare reform. The healthcare situation is perceived to have become so grave that in 2000, Ipsos-Reid surveyed Canadians on the state of Medicare: 78 percent of Canadians suggested that the system is in crisis. (Gratzer 18) Many Canadians find even the current level of service inadequate. Further, as the average age of Canadians increases, the cost of maintaining even todays level of service wil l undoubtedly increase. Most Canadians agree that some reform is in order, however the nature and extent of such reform remains a hotly debated subject. A question that arises in Medicare debates is: whether American-style privatization would be preferable to our publicly funded system? Advocates of the former view argue that the American brand of healthcare offers its users maximum flexibility (Gladwell and Gopnik 366) and that allowing the healthcare sector to be controlled by the market will solve its inefficiencies and will ultimately give you all the things markets give you: innovation. (Gladwell and Gopnik 368) Conversely, others argue that socialized medicine must continue to be maintained in its entirely, i.e. 100 per cent. One such advocate, Adam Gopnik, asserts that completely socialized medicine is the ideal system in part because users need not worry How much will th...

How do diplomacy,economic policies and military action work together Research Paper

How do diplomacy,economic policies and military action work together in the United States foreign policy - Research Paper Example To date, we consider the US as the strongest economic power on the global sphere as well as the strongest nation in the entire world in terms of wars. She has the most sophisticated machinery and military personnel’s than any other country in the world. She has as well the strongest army in the world. Above all, the economy of America has overtaken any economy in the entire world at present. The world’s economic base is pegged on the dollar monopoly whereby the US dollar is used as the world’s medium of exchange and for business transactions across the entire globe. It is only the United States currency which has been accepted as the medium of exchange for all international business transactions and not the other currencies. Even though the European pound is also used for international business transactions, it is the US dollar which dominates the global market. The European pound has only been used to a limited scale especially among the nations making up the Eu ropean Union and a few of her colonies. Heo and Karl (2004) argue that the stability of the United States monopoly of the world has however been threatened by some other rising world economies (Heo and Karl 2004). These other small economies which have been rising to keep at purr with the US economy include that of Japan and China. These economies however have not reached the levels of being able to control the world economy as the United States has managed. There is power in the extent or the area of land and the total population commanded by a state to be considered powerful. The small economies mentioned above have not been able to make it to the global sphere because of their small land sizes as well as their small populations. In terms of military specialization and war dominations, the world has been looking forward to the development of nuclear weapons for purposes of war. Many nations considered to be among the strongest nations in the world have developed very technical and sophisticated war machines. Wang has listed some of these such as South Korea among others. These countries have as well developed very lethal nuclear weapons which have been considered a major source of threat to the entire world (Wang 1999). As a result there have been rumors of wars as well as some other wars fought between various nations of the world. The rumors of wars are what the political analysts and war experts refer to as the cold war and begun some years ago. In order to maintain the economic, political and military power, the united states knows very well that she has to employ certain techniques to enable her survive in her position. This paper will investigate how the United States of America has been using her political, economic and diplomatic mechanisms in her foreign policies to rue the entire world and to establish herself as the world’s super power. 2 The monopoly of the US economy and military power has been threatened by some countries today forcing t he US to revise her stand on how she controls and rule the world. Some of the states which have posed threats to US of late include Iran, Syria among others (Kegley 1998). These are mostly the Arab nations. These countries have made America to realize the need to strengthen her missions abroad and change the overall process of monitoring the world’

Virtual Management Essay Example | Topics and Well Written Essays - 1000 words

Virtual Management - Essay Example It is important for virtual teams to connect their daily activities with the strategy and objectives of the business to remain committed and engaged over time. This in turn contributes to the success of the organization. High performing virtual teams establish better decision-making and better problem solving process than low performing ones. Decision making and ensuring that the rightful information reaches the right people is challenging for virtual teams whose members are located in different time zones or who converse through email or phone. It is important for virtual team leaders to establish communication processes early and revisit them over time. Most of the virtual teams have little face-to-face contacts with their members or work under different time zones. That is why they face challenges in communication with their members. High performing teams always have a way to work around these challenges unlike the low performing virtual teams. High performing virtual team members respond quickly to problems, providing each other with the required information, involving each other in decisions making and providing each other with necessary feedback. They have various technologies of communicating with each other and updating one another. Good communication strategy with each other increases the success of the virtual teams with ample face-to-face meetings every now and then. It is important for the virtual team members to exercise trust with each other since lack of trust can lead to unsuccessful virtual work arrangements (Zofi, 2011). Trust is important for the success of the virtual team members because most of these members rarely see one another and others have never met in person. Thus, they relate on inter-personal trust based on their personal relationships. Virtual teams rely on the task-based trust where they believe that members will do their jobs in the