Path Goal Theories Situational Factors And Leader Style Management Essay

Path Goal Theories Situational Factors And Leader Style Management Essay The national trust is the biggest charity in the UK and it is completely independent of Government. They rely for income on membership fees, donations revenues and legacies. They have 3.6 millions members and over 55,100 volunteers, more than 14 million people pay entry for the property and over 50 millions visit their open air properties. National trust has too many historic houses, gardens and they look after forest, fens, farmland, downs and nature reserves. Task 1 .P1: Analyze any two leadership theories or modules that reflect current thinking. PATH- GOELS LEADERSHIP THEORY The path-goal leadership theory states that by rectifying the path to attain high level performance and removing downfalls and increasing own satisfaction for the work, and he/se should be able to motivate and maintain performances to his subordinate in work Path-goal theories Situational Factors and leader style Directive Supportive Participative Achievement oriented 1: Directive Leader- instructs the all subordinates and provides the proper and clear instructions and ideas to make their work perfect and perform well and finish their work within the given timeline and the job measured standard 2: Supportive Leader- works more with the well being and human need of his subordinates. And all subordinates are treated equally by the supportive leader 3: Participative Leader- the word participative defines itself that the participative leader participates and involves in ideas, opinions, suggestions and offers with the all subordinates about their job. 4: Achievement-Oriented Leader- the leader who motivates, encourages, and does everything for continuous performance and improvement. The leader motivates for the goals and gives the confidence to his subordinates to get their challenging goals. Ups and Down of this theory UP Side CHOOSING AN APPROPRIATE LEADERSHIP MOTIVATIONAL FACTORES PRACTICAL The theory tells leaders about which style should be used and how to choose a perfect leadership. The theory considerate motivational factors and it helps to define about leadership style for using in different situation. Down Side Broad Scope Worker Motivation Dependency This theory has a broad scope. Trying to implement too many variables in the selected style to a specific task is really difficult to do That theory does not explain how a leader can maintain standard, encourage employees to feel competent, it just tells the qualities about the leader And also it places more responsibilities on leader then subordinates and which make them dependent of the leader and discourage them too. (http://www.bealeader.net/107/the-path-goal-theory/) CONTINGENCY APPROACHES Contingency Approaches based on the concept that there is no single way of managing that works perfect in every situation. It attempt to isolate the key factors that should be considered and show how to cope with the situation when all key factors are present. Some factors of the theory Forces in the manager This theory helps the managers confidence amongst his subordinates, his value system, leadership inclination and awareness of the security in bad situation. Forces in the subordinates It also helps subordinates for their expectation, also gives them independency, decision making tasks and gives them proper approach to solve the problems and get involve in every matter and maintain the standard of their company by helping the leader, and also their interest in every matter. Forces in the situation Types of the organizations, groups and their effectiveness, the tasks and time limit In this theory manager make some decisions and before implementing them he/she refers them to the subordinates to get their suggestions and then implement the decisions which are the best approach to boost the organization and complete all goals. (http://www.stewart-associates.co.uk/leadership-models.aspx) Task.1 P1.2: Explain the expected impact of those theories on the organization that you have selected. Expected impact of path-goal theory on The National Trust UK Below we can find the expected impact of path-goal theory on the national trust In some cases it can be very much appropriate for the national trust to work under the directive system and they can expand their business more under the well established management. As I have worked within the organizations they already follow this theory. As this theory tells us where there leader take the more responsibility to boost the business and encourage all employees or subordinates and tells them to work properly. And not only work properly but also complete them within the time limit by this theory leader focus on the organization can be really good. He/she can assist all the team performance and can realize the performance of his/her employees and help them if they are having any kind of problem. And then by this theory leaders support can be really helpful for the organization, where there leader does not differentiate employees and employees are equal to him and he/she treats them equally which can give a positive impact on subordinates and the organizations and employ ees can work by their hearts as they are being treated equally. As we know this theory encourages leader to participate with his/her team or subordinates and then leader can involve all employees in ideas and he/she can take opinion about the work and can suggest them to work in right way, which can be really affective for the national trust. And then this theory also boost leader to get continuously performance and motivation for the goals can be helpful for the organization to expand their donations and business. The only negative impact of this theory on the organization is that this increase dependency for employees and they remain bound to get orders and instructions from up side which may be a drawback for the organization because it discourages employees but apart from this it goes fine for the organization. Impact of Contingency approaches theory on The National Trust UK The impact of this theory on the national trust can be more reliable then path-goal theory the reason is why because the big part of the national trust is running by the volunteers, and this theory increase independency for the subordinates and then they can show their performances. The impact of this theory on the organization is good because it gives the security for the employees and volunteers in bad circumstances and they own take all responsibilities to complete all tasks and can work together with the managers. This theory involves all small employees to show their mutual performances and gives them full confidence which can take this type of organization too forward, and positive thing about this theory is that this allow leaders to get involve all employees in any decision before its implementation, so by this kind of act volunteers interest may become more about their jobs and this can give them surety that they are really getting good experience from the organizations and then by the volunteers support national trust expand their donations. Task 2, P2.1:- Assess current requirement of leadership within the organization. The leadership requirements of the national trust are nearly based on contingency approaches. Competency:- The most essential requirement of leadership is competency. The leaders must know each and every work. They cant assess the employees if they dont know about the job their employees are doing, if you know everything then you can suggest or help others. Without knowing their work they cant expect their employees to do the job that they dont do. So leaders should be an example Loyalty:- The leader should also take care of his subordinates. He should loyal to his employees as well as organization. He has to find out where the problem is, if the company is not doing what the best for the people with him. Leader should be cooperative and should ask their needs about their job and help them in every matter. Respect:- Working as a leader in the national trust will force you to respect people and employees as the national trust relies on volunteers so it essential for the leader to respect. Respect is really important in every nature of the job. And this is one of the main requirements of the leadership in any organization. Leader should respect his subordinates and should know the status of their subordinates; it is obvious that if you respect people you get respect back. Mostly in some organizations employees leave their job because of their self respect amongst managers. Honest Honesty is the best policy. Leader must be honest. They dont string their subordinates along by promising rewards the never come through. And lie is the fastest way to lose respect amongst people who work for you. Integrity A leader who has the integrity will not join the office joking and will pull the rug out. He will never shit blame to others when he will be responsible. He will always accept responsibility for his own action. Learning, Listening and understanding others No one is perfect. It doesnt mean if you are leader and you know everything. Leader should listen and understand others and get the ideas from their subordinates. Leaders should welcome the ideas from down side. Goods leaders dont discourage subordinates for their ideas. They listen to them and give them feedback. In simple words I would say leader should be customer focused person who knows the value of the customers and deals with them properly and treats his employees as customers These requirements are the current basic for the leaders in the organization and they have to follow them for better performance. P2.2:- Develop an internally consistent ant plausible scenario of likely future requirement of leadership for the selected organization. Type of staff One of the future requirements of leadership is to hire the right and competent staff who may take the company too forward. National trust hires seasonal staff every year from February to October, so it is a big duty to judge staff and their mentality level, because most of the seasonal staff run away during the season to find out another job. So this is the main requirement for leadership to select right staff. History of the business National trust gets donations and money from historical houses, so it will be strong requirement for the managers to remember the history and maintain it for future because their business relies on their history houses and old places and its own history Culture of the business Same as its history culture is also more important. This might be a big challenge for them but leaders have to maintain the culture of the business for the new comers. If they come and they would be able to maintain as it was before. Quality of the relationship Members of this organization are the assets. National trust gets donations from its members. Members pay annual membership charges which makes a good relationship between national trust and them. So it is important for the leadership to maintain the quality of relationship in future for their future. Nature of changes needed Change is a part of every business. For attaining the goals and achievement some businesses try to change methods and rules which some time help them to go forward for their goals but some time not, and if they change circumstances at the right time and proper they get reward. So this is also a future requirement for the leadership to apply changes at the right time, for right thing and for right purpose. Accepted norms within the organization It might be required for the leadership to accept the standard within the organization. It can be a difficult task for the new leadership to follow the standard or pattern. Everyone tries to give their own suggestions. But the environment and modal of the company should be same which is running from companys birth.

Curb Your Enthusiam †an in Depth Analysis Essay

In the year 2000, the legendary comedian, Larry David ,created curb Your Enthusiasm. It is a comedy television series produced by HBO about Larry David, starring Larry David himself. He plays himself as a retired comedian producer and writer. The show follows him through his day to day life, which frequently puts him in awkward situations as he often gets annoyed with the status qua and normal social situations. Larry is extremely vocal about his irritations, involving not only him, but the other characters on the show. The show depicts an unflinching, self-deprecating depiction of his life and the lives of his family and friends. The show is called Curb Your Enthusiasm because Larry David feels that most people live their lives by means of false enthusiasm. He thinks they do this in order to give off the impression that â€Å"we are better than you†. Larry also called the show Curb because he did not want his audience to expect too much from the show following seinfelds enormous success. Curb eventually became one of the most critically acclaimed television series, reaping in numerous awards and fans. There are many versatile characters on Curb Your Enthiusiasm, which makes the show extremely dynamic. His wife and eventually ex wife, Cheryl, played by Cheryl Hines is usually Larrys voice of reason. She often guides Larry in the right direction of the social norms, and vociferously expresses her annoyance with him on his many social faux passe. Larrys best friend, Jeff Greene, played by Jeff Garlin, is another major influence on Larry’s character. He is known to be without morals and scruples, paying little regard to the fact that he is married and with a child. Many times, Jeff gets Larry involved in his infidelities, constantly building to Larrys own drama. His wife, Susie Green , played by Susie Essman, is a bully. She is constantly putting down her husband,Larry, and friends, often using profanity and sheer uncouth behavior. Although she has a foul mouth, she walks on the straight path of morality versus her husband and Larry. Last but not least, Larry himself. Larry is an uncivilized, crude, and neurotic individual. He usually has good intentions, but they are blinded by his selfish and stubborn personality. He is not shy about his thical principles and morals, and continuously voices his opinion when a situation does not go his way. Generally, he initiates his situations on petty details, which snowball into major issues and dilemmas. He pursues what he perceives to be the right path, although the social norms may dictate something else entirely. His actions continuously lead him into awkward, entertaining, and side splitting situations which he is persistent about correcting. His misjudgments are so extraordinary that Larry David created a place for himself in pop culture termed a â€Å"Larry David Moment†: an extremely awkward social situation. Some of Larry’s most famous indiscretions are â€Å"stopping and chatting† with acquaintances and tipping at restaurants. Larry David himself is an extremely talented comedian. He, along with Jerry Seinfeld co-wrote and produced the mega popular Seinfeld. After nine seasons of Seinfeld , it was an end to an era. Seinfeld ran its last episode in 1998. In 1999, Larry produced the first Curb Your Enthusiasm. Originally It was meant to be a one time exclusive, a one hour mockumentary- when the characters are aware of the precense of the cameras and crew. The show turned out to be a major success. The Larry David show quickly snowballed into Curb Your Enthusiasm, one of the greatest and highly acclaimed shows of all time. Television has many different popular genres, styles, and programs. Before Curb Your Enthusiasm arrived on the scene, the most popular programs from the nineties were Roseanne, Friends, Full House, Family Matters, and Everybody Loves Raymond. These television shows formed TV into new directions and defined the humor of the decade. They were the start of television sitcoms- shortened for situation comedies. A sitcom is a show that features characters sharing the same common environment, such as a home or workplace, accompanied with jokes as part of the dialogue. Originally, sitcoms started as radio shows, but as we evolved to a television-oriented society, sitcoms acclimated as well. One of the most famous original sitcoms is I Love Lucy, known for being one of the best and most popular shows of all time. It was the first show to perform in front of a studio audience. Lucy showed and influenced society in many ways such as the difference between the sexes. â€Å"The I Love Lucy show continued the ever-popular and age-old â€Å"battle between the sexes† scenarios. Ricky and Fred would try to â€Å"teach† the girls a lesson now and then, and vice versa. In many ways the â€Å"Ricky & Fred† team vs. The â€Å"Lucy & Ethel† team put men and women on equal ground, as the two continually schemed against one another with similar rates of successful schemes and backfired ones. This was one way for Lucy to escape the submissive housewife image with some defiance of her own. There was a constant desire to outdo the other sex, which perhaps was a signal of the changing times and changing roles men and women would hold in the coming decades†. Sitcoms used single camera filming style, which was more practical given the visual effects used in these shows. This allowed for the careful creation of special effects and sharp editing, features which were not possible with the same finesse in a multi-camera production. Many of these programs were not filmed before live audiences, and featured a laugh track. Jerry Seinfeld, in 1989, created Seinfield, the mega popular sitcom, known to be one of the greatest shows of all time. Seinfield follows the life and creator Jerry Seinfeld, as he lives his life using absurdism- conflict between the human tendencies to seek inherent value and meaning in life and the human inability to find any. The characters of Seinfeld have no morals, hope, ambition, and compassion. Everything they do leads to failure. The show is a show about â€Å"nothing†, meaning there is no climax or moments of pathos for any of the characters. Curb also uses many of the same attributes. The show is based on absurdism, with the characters having little or no morals whatsoever. It is also a show about â€Å"nothing†, following the characters mundane day to day tasks. Television shows have a major cultural affect on society. Friends, for example, was so popular that its influences still affect us till this day. Of example, Rachels haircut is called â€Å"The Rachel†, Joeys catchphrase â€Å"How you doin† and the Central Perk Franchise are just a few of the cultural affects Friends had on our society. It also changed the format of love and family, thriving on the concept that â€Å"all you need is good friends†. The sitcom depicts the idea that we can choose our family and live life in a more unconventional manner. According to pop-culture expert at the University of Buffalo, Friends is â€Å"one of those rare shows that marked a change in American culture†. Most of the Television shows that premiered when Curb Your Enthusiasm came out were complete opposites of it. For examples, shows such as Gilmore Girls, Smallville, Scrubs, and Degrassi were extremely popular. These shows are all drama comedies, scripted, and the fictional opposite of documentary style. Another popular television show is Grey’s Anatomy. Grey’s Anatomy is a medical drama about a group of surgeons working at Seattle Grace Hospital. The show centers on Meredith Grey (Ellen Pompeo) and her life as a resident at the hospital. In addition to her relationship with her neurosurgeon husband, Derek Shepherd (Patrick Dempsey), and best friend Cristina Yang (Sandra Oh), it also explores her relationships with her peers and the other doctors around her. It is filled with romantic drama and ethical dilemmas that are extremely unrealistic. The characters are also very good looking and impracticable. Curb is unique in many ways that makes it exceptionally hilarious and an instant cult classic. The show is mostly improvised, meaning that there is no real script that the show sticks to. The characters have a storyline, based off of a couple of pages written by Larry David himself. The actors then improvise their dialogue based on the story outline, direction, and their own creativity. Unlike most other popular sitcoms, Curb has basically no writers, no script, and no rehearsal. The characters are raw, and easily believable. They do not dress in high fashions, look like models, or act like people normally would. There is no epic romances or crazy drama. The show is just Larry taking on the social scene in his own unique way. In many episodes, Curb—like its predecessor Seinfeld—tied together apparently unrelated events woven throughout a given episode into an unforced climax that resolves the story lines simultaneously, either to Larry’s advantage or detriment. For example, in the episode The Black Swan ( season seven, episode 7) that is exactly the case. In the beginning of the episode, Larry discovers that his mothers gravestone is misspelled and vows to fix it. Larry and his buddies are then seen at the snobby golf club, which has many rules that Larry constantly breaks, including accidently killing the owners swan and other golf member and refusing to tip the waiter. At the end of the show the grave says â€Å"mother of swan killer† and Larry gets caught. The whole show ties together beautifully, with every detail eventually playing a part in the ending. Another example of the show is Every show displays this brilliance, making it hilarious and highly enjoyable to watch. The show also uses a single camera setup. The single camera setup is generally utilized on comedy series that either require or strive for specific shots and camera angles and visual set-pieces. When the potential of the single camera filming style is fully maximized the camera movement, the way shots are composed and edited, and other directorial flourishes, will be as much a source of comedy as the behavior of the characters. The shows asthetics are also plain and simple, making it seem as if its real life and easy to believe. This leads to the style of the show- a mockmentary. Mockumentarys are in the same style as a documentary, yet shot when the cast is fully aware that the cameras and crews are there- like a fake documentary. It is highly improvised, meaning the characters do not memorize a script and just act. They must be creative with the story and put their own â€Å"sparkle† in it. The show is not filled with the typical dramas and unrealistic actors that other leading television series are famous for. It is therefore easily relatable and loveable. Another example using all these elements is from season eight, episide three- The Palestinian Chicken. Larry relishes his role as a â€Å"social assassin† until it becomes a liability with his friends, on the golf course and at a Palestinian restaurant. The story once again has a beginning, middle, and ends which all ties together towards the end of the episode. Another appealing aspect to the show is its depiction of Jewish characters. Vincent Brook stated, â€Å"Curb’s commitment to Jewish identification greatly enhances its storytelling capacity, as it lends greater realism and dimension to the characters and opens the show up to episodes with meaningful Jewish themes. † Larry’s character mirrors the â€Å"schmiel† from Yiddish folklore. The schlemiel is usually a comic character whose actions lead to his inevitable downfall, but also stands as a form of resistance to social and cultural values and norms. David Gillota wrote: â€Å"As a true schlemiel, Larry’s failure serves as a direct challenge to the status quo and encourages viewers to question the myriad unwritten rules that we follow in our everyday lives. † Gillota also observed: â€Å"Whereas the schlemiel of Eastern Europe encountered problems that mostly affected Eastern European Jews (such as anti-Semitism and economic survival), Larry encounters problems that affect contemporary middle- to upper-class American Jews, namely, Jewish assimilation, secularism, intermarriage, and, as all of these uggest, the Jews’ precarious ethnic identity in an increasingly multicultural environment. â€Å" Alec Berg, one of the writers for Curb and Seinfeld said, â€Å"Structure, structure, structure. Every single thing in a script must advance the plot or define a character more deeply (ideally both, in a hilarious way) or it will die in the edit†. Larry David himself is nowhere near as vivacious as the Larry David he plays onscreen. Larry lives vicariously through his character, acting as a total social piranha wherever and whenever he pleases. He has said in an interview that, â€Å"he is my version of Superman. The character really is me, but I just couldn’t possibly behave like that. If I had my druthers, that would be me all the time, but you can’t do that. We’re always doing things we don’t want to do, we never say what we really feel, and so this is an idealized version of how I want to be. As crazy as this person is, I could step into those shoes right now, but I would be arrested or I’d be hit or whatever. I find the character to be honest. And honesty comes off as cranky or rude, I suppose. But that character is way happier than I am. I’m cranky. He’s not cranky. I’d be much happier if I were more like him. † He also said â€Å"From the character I play on the show? The only difference is he’s much more honest than I am. He’s brutally honest, and I am not. People seem to think that he’s cranky, I get that. I don’t see him as a curmudgeon. I just think he’s honest, and he gets in confrontations with people because he’s honest. I am not honest. Because of this very delicate, socially balanced world we live in, you can’t talk like that†. He feels as if he is breaking through a barrier, an inhibition that he couldn’t do as himself. In conclusion, Curb Your Enthusiasm is not your average Television show. Thanks to the comedic genius, Larry David, the show has become a smash hit success, running a full eight seasons and counting. It has become part of pop culture, establishing its own terms and concepts. The use of mockumentary, absurdism, dry humor, and realism are a major part of the shows charm and success. Filled with quirky and dry humor, Curb continues to break barriers, pleasing and shocking its audience’s episode after episode.

Henkel

Bob Simmons – Strategic Transformation Case Summary: Henkel was a German manufacturer of laundry products. Went public in 1985. In 2008 it was 14 Billion pounds in 125 countries. Majority in EMEA. Most of exe team were German. Organized into three major business units: Adhesive Technologies 48%(glue stick), Laundry and Home Care 30%, Cosmetics/Toiletries 22%. Industry leader in adhesives. Rorsted took over as CEO in 2008. Henkel was reporting comfortable growth and profits with 8% growth.Second half of 2008 global financial crisis and economic slowdown had negative effect on Henkel’s key markets. Shrinking demand and rising costs caused business untis to fall in second half of 2008. Rosted vowed to transform Henkel into a leaner, more performance driven company. â€Å"staying where we are is no longer an option. We either move up or move down: we either become relevant or we will be made irrelevant. â€Å" This case illustrates the transformation of a CEO-led organiza tion driven stretch goals, performance measurement and accountability.Kasper Rorsted become CEO of Henkel, the German personal care, laundry, and adhesive products manufacturer, in 2008, he was determined to transform the â€Å"good enough† corporate culture focused on to win in the fierce competition in the market. In history, Henkel is a comfortable, stable workplace. Many employees have never received a negative performance feedback. To overthrow a generally complacent attitude, Rorsted implementation of a multi-step change initiatives, aimed at establishing a â€Å"winning culture. First, in November 2008, in 2012 he announced a series of ambitious financial goals. With the financial crisis to disrupt the global economy, he reiterated his commitment to these goals, sent a clear signal, Henkel employees and external stakeholders an excuse is no longer acceptable. Rorsted duties launch a new set of five values replace the previous 10 values, these employees can recite the first memory an emphasis on the customer. He also set up a new, streamlined performance management system for evaluating management performance and progress of a four-point scale of potential.The system also includes a forced ranking requirements, requiring a defined percentage of the various business units and company-wide staff was named the top, strong, medium, or low performance. These ratings significantly impact management’s bonus compensation. In this case, where it is needed at the end of 2011, when Henkel is a good way to achieve its 2012 target. Shed nearly half of the senior management team, as the site of many products and brands, Henkel seems to be a leaner, more competitive, â€Å"win† the organization. Hide This case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was determined to transform a corporate culture of â€Å"good enough† into one singularly focused on winning in a competitive marketplace. Historically, Henkel was a comfortable, stable place to work. Many employees never received negative performance feedback.Seeking to overturn a pervasive attitude of complacency, Rorsted implemented a multi-step change initiative aimed at building a â€Å"winning culture. † First, in November 2008, he announced a set of ambitious financial targets for 2012. As financial turmoil roiled the global economy, he reaffirmed his commitment to these targets, sending a clear signal to Henkel employees and external stakeholders that excuses were no longer acceptable. Rorsted next introduced a new set of five company values-replacing the previous list of 10 values, which few employees could recite by memory-the first of which emphasized a focus on customers.He also instituted a new, simplified performance management system, which r ated managers' performance and advancement potential on a four-point scale. The system also included a forced ranking requirement, mandating that a defined percentage of employees (in each business unit and company-wide) be ranked as top, strong, moderate, or low performers. These ratings significantly impacted managers' bonus compensation. In late 2011-the time in which the case takes place-Henkel is well on its way to achieving its 2012 targets.Having shed nearly half its top management team, along with numerous product sites and brands, Henkel appears to be a leaner, more competitive, â€Å"winning† organization. High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail. Email ftsales. [email  protected] com to buy additional rights. http://www. ft. com/cms/s/0/6a85b182-1128-11e2-a637-00144feabdc0. html#ixzz2ODYNf8Gg The story.In 2008, Henkel, the German group with well-known brands ranging from Persil to Loctite, had reported comfortable growth and earnings. But its new chief executive, Kasper Rorsted, a Dane who had made his career in big IT companies, thought the 132-year-old, family-controlled company needed to shake off some of its complacency if it was to safeguard its success. * * * * More On this story * Case Study How a publisher exploited a bestseller * Case Study How an outsider institutes change * Case Study If P&C’s improved staff performance Case Study Microsoft Lync’s bottom-up restructure * Case Study How to build a low-cost brand The challenge. Henkel faced several serious issues. For instance, while reporting solid sales, it was less profitable than its industry peers – by a margin of up to 10 percentage points. But the majority of employees did not see any need for change. In fact, one analyst commented that it was characterised by â€Å"complacency and lack of competitive spirit†. Mr Rorsted determined to change the way the company was run and to create â€Å"a winning culture†.The strategy. Mr Rorsted and his new, young team set about introducing changes that would include both tangible financial and performance targets, and an overhaul? of? company? culture. ? Ambitious targets. In November 2008, Henkel announced challenging targets for 2012 that would improve performance but would also energise the organisation by creating a sense of urgency. Targets included an increase in pre-tax profit margins to 14 per cent; in earnings per share; and in sales, to above the market average.In addition, the share of sales in emerging countries would be required to rise from 33 per cent to 45 per cent by 2012. ? Efficiency and focus. With more than 1,000 brands, at least 200 production sites globally, and three separate business units, Henkel was ripe for proposed efficiency measures. These included cutting the number of brands in order to put more m arketing resources behind its strongest labels; consolidating manufacturing sites; and shifting tasks to shared service centres. ? New vision and values.Henkel had a vision statement and a set of company values. But they were neither well-known nor relevant to either day-to-day decision-making or evaluation of employee performance. In 2010, Henkel replaced the original list of 10 values with five new ones – such as: â€Å"We put our customers at the centre of what we do. † To make sure these were communicated to the 48,000 employees, more than 5,000 workshops were held in which managers and teams discussed how the new values could apply to their work and how they could build a more positive company culture. Performance management. Henkel introduced a process to evaluate consistently the performance and potential of all management-level employees. They would be ranked on relative performance, which significantly affected managers’ bonuses. Each individual is revi ewed in â€Å"development roundtables†, interactive meetings where managers review and evaluate their direct reports across teams to create a broader perspective on their achievements, development needs and promotability. What happened.For fiscal 2012, Henkel’s global sales are forecast to exceed â‚ ¬16bn ($20bn), a rise of more than â‚ ¬2bn since 2008, and reach its profit margin target of 14 per cent. Emerging markets now represent 43 per cent of global sales, and more than 50 per cent of employees work in those territories. The number of brands is less than 400 and manufacturing sites have been consolidated by around 25 per cent. Key lessons. To boost performance across a company, communicate a clear strategy that is backed up by setting ambitious targets.Simplify your vision and values, and take time to communicate them to all employees to ensure they provide practical guidance, especially when tough decisions may be needed. To focus everyone on successful ex ecution, use performance management systems that link the evaluation and compensation of key employees to achievement of the new strategy Write down in a sentence or two your definition of a winning culture. What are the things that you like about Rorsted’s approach? What are the risks? Assuming that the 2012 EBIT margin goal is achieved, how should Rorsted

The Aftermath of the Thirty Years War in Europe, An Outline

1. In 1648, Europe hailed the end of the terribly destructive Thirty Years War, which had taken the lives of more than half the inhabitants of some areas. 2. The enormity of destruction and pillage was staggering; farmland which had lain untilled in the midst of war threatened survivors with famine. a. Within the dire conditions left by the conflict, princes hurried to find settlers to cultivate their war-ravaged acres; the situation was so desperate that many even considered taking on outcast Anabaptist tenants. b. By 1653, persecuted Swiss Brethren began to move into the wasted lands, known as the palatinate c. Eleven years later, one of Palatinate’s dukes issued a special offer of toleration to the Swiss Brethren (he called them â€Å"Mennists†, correctly associating them with their fellow Mennonites in the north). The Mennonites would receive religious freedom for themselves, the duke promised, but they could not proselytize, meet in large groups, or construct church buildings. d. Despite these restrictions and heavier taxes, some Mennonites saw the offer as better than the harassment and threat of deportation they faced in Switzerland. Anabaptist Survival 1. Anabaptist survival into the mid-1600s had not been easy, and opposition had surfaced from many quarters. 2. Still these often scattered and marginalized members of society had sought to be a church composed of committed disciples of Christ who had experienced God’s salvation and were living witnesses toShow MoreRelatedHarry S. Truman Is A Part Of The American Presidents Series1322 Words   |  6 Pageswith the help of Arthur M. Schlesinger and Sean Wilentz. The biography details the life of Harry Truman, the thirty-third president of the United States. Truman was Franklin Delano Roosevelt’s Vice President and took office when Roosevelt died during the last few months of World War II. Truman was faced with the difficult task of ending the war and caring for his country during the aftermath. 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