Anand Automotive Limited: leadership development process for creating strategic impact

2013 ◽  
Vol 3 (3) ◽  
pp. 1-16
Author(s):  
Sumi Jha ◽  
Som Sekhar Bhattacharyya
Keyword(s):  
Leadership Development ◽  
Joint Ventures ◽  
High Growth ◽  
Talent Management ◽  
Subject Area ◽  
Development Programme ◽  
Content Type ◽  
Hr Practices ◽  
Strategic Impact ◽  
Manufacturing Organization

Subject area Leadership development for strategic impact in high growth export driven organization. Study level/applicability The case is suitable for second and final year students of a two year post graduate management programme (Master's level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures. Case overview In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures. Expected learning outcomes This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Dilemma in hiring

2012 ◽  
Vol 2 (8) ◽  
pp. 1-5
Author(s):  
Seema Bhatt
Keyword(s):  
Manufacturing Sector ◽  
Selection Process ◽  
Resource Planning ◽  
Subject Area ◽  
Content Type ◽  
Manufacturing Organization ◽  
Set Up ◽  
Recruitment And Selection ◽  
The Right ◽  
Management Students

Subject area The recruitment and selection process, human resource planning, talent management and succession planning. Study level/applicability The case has been tried and tested in the classroom setting with management students pursuing a Post Graduate Diploma in Business Management (PGDBM). Case overview The case is set in the southern part of India in a manufacturing organization, Plomsom Ltd (a disguised organisation). Plomsom Ltd manufactures tractors and has a pan-India presence. The sale of tractors in India fluctuates over time. Sales are largely dependent on the seasonal harvests which in turn are heavily dependent on the monsoon rains. The case is designed for understanding the importance and necessity of finding the right man at the right time with the right skills in a manufacturing set up where production output is a factor of many interdependent variables. Expected learning outcomes The learning objectives of the case are: critical analysis of recruitment and selection; importance of job analysis in recruitment and selection; understanding the role of HR planning in running the operations; understanding problems in the manufacturing sector in an Indian context. Supplementary materials Teaching notes are available. Consult your librarian for access.

Culture, career and more: the case of Dilip Roy at IHI (India) Pvt. Limited, a subsidiary of Itsun China

2011 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Margie Parikh
Keyword(s):  
Leadership Development ◽  
Career Planning ◽  
Subject Area ◽  
Company Performance ◽  
Self Assessment ◽  
Content Type ◽  
Internal Conflicts ◽  
Start Up ◽  
Equipment Manufacture ◽  
Start Ups

Subject area Leadership development, career planning and management, management of start-ups, construction industry in India. Study level/applicability Post graduate management courses, executive training programs/modules in leadership development; organizational culture and construction management. Case overview This case illustrates the shortcomings of both the management and leadership at a start-up business within a growing industry. The rapidly growing construction equipment manufacture and renting activity in India and the lack of structure, systems and resources characteristic of start-ups are complicated more by the fact that Itsun Heavy Industry India Pvt. Ltd (IHIIPL) was in India while its head quarter was in China. In exploring the diverse human, organizational and operational problems shadowing IHIIPL and their causes, students cannot only diagnose what went wrong and why for Dilip, but also sense how he could have handled these issues more effectively. Expected learning outcomes Dilip's case cautions managers against issues common to many industries and organizations and students will examine: self assessment and career choices: the case raises question of the gap between what was needed at IHIIPL and what skills and qualities Dilip brought to the job; leadership and leadership challenge: the case raises question of what kind of attitudes and actions constitute effective leadership; and managing the company performance for a start-up: Dilip faced a constant stream of operating problems: lack of procedures and systems, a non-supportive headquarter in China, inexperienced staff, shortages of resources and material and internal conflicts. Supplementary materials Teaching note.

scholarly journals The impact of leadership development on GP mental health commissioning

2017 ◽  
Vol 30 (3) ◽  
pp. 343-351
Author(s):  
Emma Dickerson ◽  
Lee-Ann Fenge ◽  
Emily Rosenorn-Lanng
Keyword(s):  
Mental Health ◽  
Leadership Development ◽  
Mixed Method ◽  
Personal Development ◽  
Positive Impact ◽  
Development Programme ◽  
Third Party ◽  
Learning Needs ◽  
Content Type ◽  
The Impact

Purpose This paper aims to explore the learning needs of general practitioners (GPs) involved in commissioning mental health provision in England, and offer an evaluation of a leadership and commissioning skills development programme for Mental Health Commissioners. Design/methodology/approach Retrospective mixed method, including online mixed method survey, rating participants’ knowledge, skills, abilities, semi-structured telephone interviews and third-party questionnaires were used. Results were analysed for significant differences using the Wilcoxon Signed Ranks test. Open-ended responses and interview transcripts were analysed thematically. Findings Indicative results showed that participants perceived significant impacts in ability across eight key question groups evaluated. Differences were found between the perceived and observed impact in relation to technical areas covered within the programme which were perceived as the highest scoring impacts by participants. Research limitations/implications The indicative results show a positive impact on practice has been both perceived and observed. Findings illustrate the value of this development programme on both the personal development of GP Mental Health Commissioners and commissioning practice. Although the findings of this evaluation increase understanding in relation to an important and topical area, larger scale, prospective evaluations are required. Impact evaluations could be embedded within future programmes to encourage higher participant and third-party engagement. Future evaluations would benefit from collection and analysis of attendance data. Further research could involve patient, service user and carer perspectives on mental health commissioning. Originality value Results of this evaluation could inform the development of future learning programmes for mental health commissioners as part of a national approach to improve mental health provision.

Juggling complex systems within a metropolitan health district

2017 ◽  
Vol 7 (4) ◽  
pp. 1-16
Author(s):  
Caren Scheepers ◽  
Leena Thomas ◽  
Ellenore Meyer
Keyword(s):  
Complex Systems ◽  
Learning Outcomes ◽  
Talent Management ◽  
Subject Area ◽  
Organisational Development ◽  
District Health ◽  
Master's Programs ◽  
Content Type ◽  
Clinical Support ◽  
Postgraduate Level

Subject area Leadership and Health Care management and Organisational Development and Talent Management. Study level/applicability Postgraduate level for honours or master’s programs in courses on public health, executive leadership and management, organisational development and public administration leadership. Case overview The case study offers an account of Ms Xolani Ngumi’s Chief Director, Enola District Health Services, South Africa, who was driving from her newly constructed modern district hospital to one of the municipal clinics that she was overseeing. It highlights the dilemma of the general practitioners (GP’s) that refused to be relocated, leading to many clinics being without clinical support. Expected learning outcomes Expected learning outcomes are as follows: Identification of stakeholders in a particular dilemma to aid leaders’ decision-making; developing the competence of balancing conflicting needs of stakeholders by juggling complex systems; and analysing staffing issues and offer recommendations to enhance talent management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 7: Management Science.

KPJ Healthcare: service internationalization

2013 ◽  
Vol 3 (4) ◽  
pp. 1-6
Author(s):  
Zizah Che Senik ◽  
Adlin Masood ◽  
Khairul Akmaliah Adham ◽  
Noreha Halid ◽  
Rosmah Mat Isa
Keyword(s):  
Strategic Management ◽  
International Business ◽  
Healthcare Service ◽  
International Marketing ◽  
High Growth ◽  
Subject Area ◽  
Management Service ◽  
Content Type ◽  
Mba Students ◽  
International Acquisition

Title – KPJ Healthcare: service internationalization. Subject area – International business, international marketing, and strategic management. Study level/applicability – Advanced undergraduate and MBA students taking courses in international business, international marketing, and strategic management. Case overview – KPJ Healthcare Group started its operations in 1979. By the end of 2012, the Group operated 22 hospitals in Malaysia, two in Indonesia, one in Thailand, and one retirement resort in Australia. Its internationalization efforts began in mid-1990s with the provision of hospital management service in Indonesia, Bangladesh, and Saudi Arabia. Since 2010, the Group had pursued international acquisition projects in Australia, Indonesia and Thailand. In early 2013, the Group ' s newly appointed CEO and his management team had to decide on the strategies to ensure the success of these international acquisition projects. This case stimulates discussion on international strategies of a large healthcare group, operating in a highly competitive, high-growth industry in an emerging economy. Expected learning outcomes – Understanding of approaches to service internationalization (incremental versus rapid), strategies in service internationalization, forms of service internationalization ventures will enable case analysts to apply and consider these concepts in many business situations involving internationalization process and business growth in general. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Larsen & Toubro strides out strategically on talent management

2015 ◽  
Vol 23 (6) ◽  
pp. 5-8
Author(s):  
Sunita Panda ◽  
Chandan Kumar Sahoo
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Design Methodology ◽  
Talent Management ◽  
Competitive Environment ◽  
Social Implications ◽  
Rural India ◽  
Content Type ◽  
Practical Implications ◽  
Management And Leadership

Purpose – Describes how, in a highly competitive environment, Larsen & Toubro attracts and retains its talent in a strategic way. Design/methodology/approach – Researches the firm’s various talent-management and leadership-training strategies. Findings – Reveals that 360-degree talent management is necessary to empower employees and to develop leadership capacities. Practical implications – Presents a framework for talent management and leadership development in a manufacturing business which can be recast to suit different organizational set-ups. Social implications – Explains that the company recruits many of its workers from rural India. Employees are recruited for their potential as much as for their existing skills. Originality/value – Describes a new dimension of talent management being practiced and its success in a manufacturing business.

Talent management at Steelcase Manufacturing, Malaysia: managing high performance

2014 ◽  
Vol 4 (6) ◽  
pp. 1-10
Author(s):  
Rozhan Bin Othman ◽  
Wardah Azimah Sumardi
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practice ◽  
Talent Management ◽  
Policy Options ◽  
Content Type

Subject area Human resource management and leadership development. Study level/applicability MBA course on Human Resource Management. Case overview This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program. Expected learning outcomes Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Talent management collides with corporate social responsibility: creation of inadvertent hypocrisy

2014 ◽  
Vol 33 (4) ◽  
pp. 399-409 ◽  
Author(s):  
Miriam Y. Lacey ◽  
Kevin Groves
Keyword(s):  
Corporate Social Responsibility ◽  
Leadership Development ◽  
Social Responsibility ◽  
Talent Management ◽  
Unintended Consequences ◽  
Content Type ◽  
Disparate Treatment ◽  
Corporate Social ◽  
The Impact ◽  
Policies And Practices

Purpose – The purpose of this paper is to reveal the unintended effects of talent management (TM) practices on employees excluded from high potential (HiPo) programs. Excluding the majority of employees from the numerous developmental benefits and privileges of HiPo programs runs contrary to the ideals of corporate social responsibility (CSR), an increasingly common espoused value of organizations. This paper discusses the inadvertent hypocrisy of organizations seeking to demonstrate CSR actions for their employees while simultaneously barring the vast majority of employees access to targeted development opportunities. While many organizations are proud of developing exemplary TM systems and executing effective CSR initiatives, further analysis suggests an inherent incompatibility between these approaches as commonly practiced. This paper concludes with a discussion of possible solutions to ameliorate the disconnect between exclusionary TM practices and CSR outcomes. Design/methodology/approach – Through the theoretical lens of organizational justice, the paper critically reviews relevant research on the impact of TM policies and practices on CSR initiatives. To spur further interest from scholars and practitioners, the paper offers responses to the following questions: What is the usual array of TM practices? What is the organization's social responsibility to its workforce at large and to individual employees? With resources devoted to developing HiPo talent, what is the organization's social responsibility to those in the ranks who have not been identified as HiPo? Findings – The critical review revealed that organizations seeking to simultaneously pursue TM best practices and CSR initiatives must tackle several fundamental issues, including expanding employee access to HiPo programs, enhancing the HiPo selection processes via greater emphasis on lead indicators of HiPo, and improving rater reliability across assessment tools. The paper concludes with practical suggestions to ameliorate the unintended consequences of disparate treatment of employees by creating a permeable boundary for broader employee inclusion in HiPo programs. Originality/value – The literature is remarkably deficient in research addressing the effects of TM practices on employees who are excluded from leadership development opportunities, and the resulting implications for CSR outcomes. Given the rapidly growing importance of CSR initiatives for many organizations, research on the impact of TM policies and practices is sorely needed. This paper addresses an important gap in the research literature on the unintended consequences of disparate treatment of employees and offers practical suggestions for more inclusive leadership development systems.

scholarly journals Experiences of aspiring school principals receiving coaching as part of a leadership development programme

2020 ◽  
Vol 9 (3) ◽  
pp. 291-306
Author(s):  
Christian van Nieuwerburgh ◽  
Margaret Barr ◽  
Chris Munro ◽  
Heather Noon ◽  
Daniel Arifin
Keyword(s):  
Leadership Development ◽  
School Principals ◽  
Educational Leaders ◽  
Phenomenological Approach ◽  
Teaching Profession ◽  
Development Programme ◽  
Leadership Coaching ◽  
Structured Interviews ◽  
Content Type ◽  
One To One

PurposeThis paper adds depth to our understanding of how coaching works by exploring the experiences of 14 aspiring school principals who received one-to-one leadership coaching as part of a leadership development programme.Design/methodology/approachThis study adopts a phenomenological approach. Individual semi-structured interviews were conducted with the participants. Thematic analysis was used to code the data and identify themes.FindingsThis paper reports on four themes based on the experiences of the participants: having time to reflect, feeling safe to explore, focussing on what's important for me and experiencing positive emotions.Research limitations/implicationsThe findings are unique to the participants who volunteered to take part in this study and therefore not representative of a general population of aspiring educational leaders. Further research is needed into the possible benefits of coaching to support educators undergoing leadership training.Practical implicationsThe findings raise a potential dilemma within the teaching profession about the use of educators' time; while they need to give time and attention to multiple stakeholders, they also need to protect time for their own development and self-reflection. Based on the reported experiences of the participants in this study, it is recommended that coaching be considered a component of professional development for educational leaders.Originality/valueThis paper adds to the growing research base for coaching in education, providing a unique insight into the experiences of aspiring school principals who received one-to-one leadership coaching as part of a leadership development programme.

scholarly journals Talent management for developing leadership: an empirical investigation

2017 ◽  
Vol 8 (3) ◽  
pp. 1130
Author(s):  
Rinku Sanjeev ◽  
Anita Singh
Keyword(s):  
Leadership Development ◽  
High Growth ◽  
Talent Management ◽  
Factors Influencing ◽  
Pearson Coefficient ◽  
Coefficient Corrélation ◽  
It Organization ◽  
Hr Managers ◽  
The Impact ◽  
Management And Leadership

In the current situation where Indian IT Companies are facing high growth trajectory, getting good talents and retaining them is increasingly becoming difficult. Talent management and tapping potential leaders’ is becoming one of the key responsibilities of HR Managers. Though leadership development has always been rated as the most important need of IT Companies, it lacks proper address by top level management. To address this gap it is pertinent for the management to know the factors that impacts the talent management and leadership development within the company.The basic emphasis of this paper is to analyze the factors influencing talent management in IT organization and also to understand the impact of talent management on overall leadership development. The study is descriptive and exploratory in nature. To identify factors influencing talent management factor analysis was used. To examine the hypothesis of the study Karl Pearson Coefficient correlation and regression analysis was done. The findings of the study suggests that potential identification, employee retention and rewards contributes significantly in leadership development It also suggests that there is a positive relation between talent management and leadership development

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