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- As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…a) Imagine you are the manager of a new company and you want to stimulate innovation. Argue which type of leadership “model” is preferable in the management of innovative processes. Which type of challenges is this type of leaderships supposed to address?. b) Now imagine that you are the manager of a national champion company. Which are the two main factors, say dimensions, you need to take into account in the definition of our own company strategy and behaviour?c) Let instead assume you are a policy maker. Which type of “scenario” would you prefer to create in order to stimulate as many new business opportunities as possible out of the initial support provided to a national champion firm?
- 1. The ability to do the right things is termed as ________. a. Procedure b. Effectiveness c. Efficiency d. Adaptability 2. Saeed, owner of Al Mashhoor, encourages employees to participate in the decision-making process and also encourages and develops subordinates for higher responsibility. Which of the following is the leadership style of Saeed? a. Laissez-faire b. Paternalistic c. Authoritarian d. DemocraticWhich statement is true about the changing nature of management? A. Managers realize that high-quality customer service is essential to organizational success in today's competitive environment and that employees are an important part of that equation. B. Few managers have to develop strategies that address the "green movement" because it has fallen out of favor with most customers. C. Managers realize that human nature thrives on familiarity, and people fear change and innovation. D. Managers recognize that manufacturing is increasing in the United States as service industries are declining, so improvements in technology are necessary. E. Managers have found that most customers prefer customer service centers that are located in foreign countries.Consider the situation at Hewlett-Packard from a multiple stakeholder perspective. Imagine you are an ethical leaderin each instance….a. a CEO faced with leaks regarding your strategic vision.a. Briefly discuss four approaches your group would take to determine who was sharing theinformation.b. Describe an advantage and a disadvantage of one of your proposed approaches
- 4.a) Imagine you are the manager of a new company and you want to stimulate innovation. Arguewhich type of leadership “model” is preferable in the management of innovative processes. Which type of challenges is this type of leaderships supposed to address? 4.b) Now imagine that your company is involved in a complex production network spread aroundthe world. From a strategic point of view, which is the most preferable form of GVC governanceyou would like to develop with your own partners? Which is the one it is better to move awayfrom given its reduced opportunities for technological learning? Make a comparison betweenthemSTRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…
- STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…