The Ceo Institute

The assignment for this week focuses on the team’s understanding of the goals and objectives of training program development and delivery. Team C summarizes the following highlights of this week’s discussions: determining organizational development theories and applications; differentiating between mentoring and executive coaching; identifying the major components of employee training; and comparing career development strategies.

Throughout my time as a young adult I have had countless amounts of people tell me that they see me as a leader. They told me that I have the traits and the skills of someone who can have success in leadership positions. Truthfully, I never really understood what they meant. I knew that I was a good public speaker, but I never really understood what else I had. In high school I was always put in leadership positions whether it was an officer of the National Honor Society or captain of my sport teams, but I never really understood what drove me to attain those positions. I continued my quest for leadership positions in high school with every student organization I joined. Whether it was Pi Kappa Phi fraternity or Dance Marathon I felt the need to prove to others that I can more than just a member, but a leader. It wasn’t until I took this class that I truly understood what made me a leader. Because of this class I was able to better understand what are my leadership traits, my leadership styles, and how I use those in order to attain and succeed in leadership positions. Throughout this paper I will explain how Career Leadership Academy allowed me to realize what made me a leader and analyze the ways to improve at my future leadership positions.

On October 4, 2010, Ms. Denise Khali, Vice President of Human Resources sent a memo to Mr. Robert Shaw, CEO, of Triad Insurance Company of Indianapolis (TICI) regarding a leadership development program for junior insurance executives for future advancement. This proposal was created by Mr. Clarke, Director of Operations at TICI, who proposed a three-week long program at the Aspen Leadership Institute of Colorado for a training opportunity for the junior insurance

Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a

Organizational analysis “involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities” (Noe, 2013, p. 114). Organizational analysis has determined that retraining needs to occur in several key areas. Training will be given to managers, on improving communication, motivating and retaining employees through coaching and individual pathway development, with a

As a long-time Verizon employee, Lowell McAdams, displayed imagination and forethought in the approach to implementing the strategic processes that would be the basis for company success (Kinicki & Williams, 2012). Staying involved, McAdams led the one and a half day, mandatory program for all top executives, designed to help the leaders comprehend how to develop sustainable value. In this beginning stage, he realized the need to engage top leadership and to get everyone on the same page, so to speak. The next step was to develop an employee training system, which was accomplished in several ways, including developing partnerships with outstanding colleges and universities to recruit the top achieving graduates, and offer them ten to twelve week internships, as well as, semester – long co-ops that could lead to full time employment. This was an ingenious method of procuring and indoctrinating top talent, insuring future leaders. Once hired full

Employees within the organization are responsible for holding one another accountable for their actions. This training plan would be successful because every unique challenge has been addressed. Teamwork would allow employees to apply measures of the training to the organization, by considering all aspects, not just the delivery. This training plan provides strategies and implementations relative to an organizations developmental process. Applying the training plan strategies should have been WorldCom 's number one priority. Likewise, organizations must apply the strategies to ensure that the training plans will be sufficient enough for others to apply to their teams (Emprend, Inc, 2010). The application should be reflective of positive teamwork, thorough training plan knowledge, correct grammar use, and organizational skills. WorldCom could have succeeded with the use of this training plan because it would have better equip employees to run their business.

Cliffside Holding Company of Massapequa (CHCM), an insurance firm that has successfully been in business for more than 50 years has never established a leadership development program. During a senior executive staff meeting held in August 2014, the director of operations suggested that CHCM establish a leadership program to prepare junior insurance executives for future advancement (A. Ravaswami, personal communication, October 10, 2014). In a memorandum to Ms. Cynthia Castle, CEO of CHCM, Mr. Anil Ravaswami, Vice-President of Human Resource, addresses and evaluates a proposal for the leadership development program submitted by Ms. Florence Forsythe.

With the 8 values listed at the top, we believe this will allow the program to able to function, grow, improve and sustain at Avery Dennison. To also sustain a program or an organization, the leaders needs to be fully devoted into the company, programs, and employee’s. With a Diversity and Inclusion council, it can help sustain Avery Dennison as a learning organization.Along side the D&I council, we believe having a training & development team will further plan, assess, design, develop, integrate, evaluate and maintain the program. The team can change and modify new ways of learning such as 70-20-10 approach. “For a learning culture to be ingrained, it should be mandatory for all individuals in the organization. Training and development plans that are not formalized run the risk of not being taken seriously and as a result, not implemented (Nabong, 2015).” With a team and leadership backing up the programs, we believe this will allow the organization in sustaining training

The Harvard Business School (HBS) has developed a novel Business Model Innovation (BMI), by creating an alternative to the traditional Executive MBA (EMBA) format entitled the “Program for Leadership Development” (PLD). Deviating from typical Massive Open Online Courses (MOOC’s), the PLD is an intensive 28-week program that combines online and on campus training with a highly selective admissions process. HBS Alumni Status can be obtained through the completion of 2 additional weeks of their open enrollment or custom programs. PLD Alumni can contact HBS with specific needs, which can be fulfilled with custom course content. They also routinely receive questionnaires, through which HBS offers specific resources and courses, that are subsequently heavily marketed to them as a target audience. In doing so HBS employs push to talk, automated hovering, and tweak behavior connection strategies to various degrees.

As CEO I have determined that we should focus on our core competencies in order to achieve and maintain a competitive edge over the industry as well as stay ahead of the curve on what the consumer needs. In order for us to continue to be successful we must constantly be aware of our external environment and the issues that surround it. Through being aware of our surrounding environment we will be able to continuously adapt and prevail within the market. Through the years we have been able to differentiate our brand through our devotion to research and development, adoption of new technologies, knowledge based offerings, as well as our strategical placement (locations, throughout the Midwest “corn-belt”). While we have extended

However, are formal training programs the vehicle by which the majority of employees and management alike acquire the bulk of knowledge needed to strive, survive, or prosper within the organizational

Immelt believed that despite the need for a shift in strategy, he would build upon the firm’s core elements that have resulted in such a strong success such as the “portfolio of strong businesses, bound through a set of companywide strategic initiatives and managed by great people in a culture that was performance driven and adaptive.” Immelt understood the importance of this key constituent as it provided the competitive advantage that is difficult

I have learned many lessons from Jack Welch on leadership. Jack Welch has been with the General Electric Company (GE) since 1960. Having taken over GE with a market capitalization of about $12 billion, Jack Welch turned it into one of the largest and most admired companies in the world by the time he stepped down as its CEO 20 years later, in 2000. Jack Welch used his uncanny instincts and unique leadership strategies to run GE, the most complex organization in the world and increased its market value by more than $400 billion over two decades. He remains a highly regarded figure in business circles due to his innovative leadership style. Jack Welch demonstrated Kouzes and Posner’s five practices of modeling the way, inspiring a shared

Putting together an effective employee training program can be a monumental task if not planned properly. There are four steps, repeating to produce a continuously better program that is best for both employer and employee. The process steps include needs assessment, design, implementation, and evaluation. Once it is evaluated, it should then show some weakness that should begin the cycle again with needs assessment and