Transforming Leader Change Agency Skills and Abilities Through Emotional Intelligence Focused Executive Coaching

2019 ◽  
pp. 452-462
Author(s):  
Colette S. Lees
Keyword(s):  
Emotional Intelligence ◽  
Development Strategy ◽  
Executive Coaching ◽  
Aerospace Industry ◽  
Development Program ◽  
Strategy Development ◽  
Change Agency ◽  
Aerospace Systems ◽  
Leader Change ◽  
Initial Meeting

Sharon Hartley is a UK-based director in the aerospace industry. Following the initial meeting and subsequent conversations regarding the use of emotional intelligence (EI) in leader development, the author was commissioned to design and deliver a bespoke EI Director Development program. Funded by her organization, Goodrich Corporation, later to become UTC Aerospace Systems, the program provided a supported six-month development strategy. Results included an increased ability to use EI and EI competencies for strategy development, and for influencing and driving cultural and organizational change.

Strategi Pengembangan Usaha Sepuluh Wirausaha Muda Tenant Program IbK STIE Ahmad Dahlan Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
pp. 125-134
Author(s):  
Asriyal Asriyal ◽  
Sutia Budi
Keyword(s):  
Steady State ◽  
Development Strategy ◽  
Business Development ◽  
Self Determination ◽  
Strategy Development ◽  
Development Effort ◽  
Modern Business ◽  
Young Entrepreneurs

The purpose of this study is to: (1) review and analyze the strategies that have been implemented by 10 young entrepreneur’s Program of IbK of STIEAD Jakarta in developing their businesses over the years; (2) identify and analyze the strategies that will be run by them for the next day; (3) analyze and formulate proposals for business development strategy is relevant to young entrepreneurs run by them. The results shows, the strategy which conducted by them is actually still conventional and little is applying modern business patterns. However, they have a plan/strategy development effort that started steady state. Targets that have been set should be reassessed and to be rationalized, if the strategy is capable of being implemented. The recommendations concerned are for all tenants should have self determination for entrepreneurship, able to instill confidence, and always looking for a way out in case of a deadlock

The Zoning System for Strategy Development of SMEs Go Online: A Literature Review

2018 ◽  
Author(s):  
Sumitro Sarkum
Keyword(s):  
Development Strategy ◽  
Online Marketing ◽  
Strategy Development ◽  
Future Research ◽  
Information And Communication ◽  
Qualitative Descriptive ◽  
The Government ◽  
Market Needs ◽  
Marketing Information ◽  
Relationship Of

This study aims to figure out what the relationship of empowerment of SMEs through methods of zoning as marketing strategy of SMEs in two different markets (offline and online). The zoning strategy with information and communication system integrated brings together socialization and promotion in a market. This system can help the government in taking and formulating policies to unite SMEs in a new market by not leaving the old market. The method in this study uses qualitative descriptive. There are three propositions produced in this initial research, the first; Offline and online marketing is very relevant for SMEs in Indonesia. Second; marketing information system is access for SMEs to find out the demand or market needs both domestically and internationally. And third; The zoning system can be used as an online development strategy for SMEs to synchronize two different markets, namely offline and online. Further research is needed to validate the propositions found, to generate hypotheses and empirical evidence, we recommend using mix methods for future research.

scholarly journals Risk Management Maturity Model for Logistic Processes

2021 ◽  
Vol 13 (2) ◽  
pp. 659
Author(s):  
Agnieszka A. Tubis ◽  
Sylwia Werbińska-Wojciechowska
Keyword(s):  
At Risk ◽  
Risk Management ◽  
Development Strategy ◽  
Assessment Method ◽  
Assessment Process ◽  
Strategy Development ◽  
Maturity Model ◽  
Maturity Level ◽  
Two Stage ◽  
Risk Maturity

Recently, the maturity models for risk management are attracting growing attention. The obtained maturity level defines an assessment of an organization’s management competence. Therefore, as a set of various tools and practices, the maturity model is critical for a company’s overall risk maintenance strategy development and implementation. Thus, the purpose of this article is to present a model for risk management maturity for logistic processes. We investigated the main defined assessment areas for risk maturity model implementation in logistic systems. Based on research findings, we introduced a new risk maturity assessment area based on participation in the supply chain—cooperation at risk. The proposed model constitutes the base for a two-stage assessment method implementation, where the global maturity index is introduced. Finally, we implement the proposed two-stage assessment method to verify the proposed model’s diagnostic function and determine its labor intensity. The study confirmed that the five defined maturity areas (knowledge, risk assessment, process risk management, cooperation at risk, and risk monitoring) provide a complex diagnostic tool for risk maturity level identification and, based on the obtained results, allows to define an appropriate development strategy for a given decision-making environment.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

scholarly journals Towards a new national sustainable development strategy – findings of in-depth interviews

2012 ◽  
pp. 39-46
Author(s):  
Andrea Karcagi-Kováts
Keyword(s):  
Sustainable Development ◽  
Development Strategy ◽  
Environmental Issues ◽  
Strategic Thinking ◽  
Strategy Development ◽  
Theoretical Part ◽  
Definition Of ◽  
Social Debate ◽  
Depth Interviews

Hungary’s new national sustainable development strategy is expected to be drawn up by 2012 and social debate for discussion has already been under way. This document provides the basis of all other strategies, programs and plans. I prepared a survey by the method of structured in-depth interviews to explore the opinion of experts engaged in environmental issues and strategy development about sustainable development, the situation of the Hungarian strategy adopted in 2007 and applied indicators. The picture is highly diverse: there is a lack of unified viewpoint even about the concept of sustainability. However, the definition of a common, jointly adopted concept is the first stage in strategy development. Precisely formulated objectives and their related indicators are required for a strategy to fulfill its role – this is the theoretical part of strategic thinking.

scholarly journals Economic Development Strategy of Halal Tourism in Sembalun Lombok Timur

2017 ◽  
Vol 1 (2) ◽  
pp. 180
Author(s):  
Riri Lestari
Keyword(s):  
Higher Education ◽  
Economic Development ◽  
Development Strategy ◽  
Growth Strategy ◽  
Strategy Development ◽  
Employment Opportunities ◽  
Purposive Sampling ◽  
Economic Development Strategy ◽  
Hierarchy Process

Abstract The purpose of this research is to create Economic Development Strategy in Halal Tourism Area in Sembalun of East Lombok Regency and formulate economic development strategy by doing analysis of AHP (Analythical Hierarchy Process). How to take informants in this study using Purposive Sampling. Based on the results of the analysis and discussion that has been done before, the strategy of Economic Development of Halal Tourism Area In Sembalun, East Lombok Regency is still in the low category seen from the income of society and life is still very simple. To overcome these problems then need some strategies that are growth strategy, development strategy and equity, and strategy with insight of space. The criteria for economic development are 1) capital assistance for society (0.863) 2) IT based technology (0.819) 3) Increasing employment opportunities for the community (0.781) 4) Higher education 0.716 5) Reducing Unemployment (0.673).

scholarly journals Society 5.0: a Self-Devouring System

2019 ◽  
Vol 8 (2) ◽  
pp. 4001-4004 ◽  
Keyword(s):  
Development Strategy ◽  
Coming Out ◽  
Critical Analysis ◽  
Human Person ◽  
Development Program ◽  
Cultural Development ◽  
Global Problems ◽  
The Subject ◽  
Linear And Nonlinear ◽  
Principle Of Complementarity

The subject matter of the paper is a philosophical analysis of the civilization-cultural development strategy Society 5.0. The strategy emerged from the idea of the Japanese government formulated in 2016. A critical analysis shows that this development program contains systemic contradictions and risks. Nevertheless, the idea seems to be achieving the goals of modern humanism in the conditions of information civilization development. The research methodology stems from the principles of consistency, complementarity, fractality and the dialectics of the concepts which are as follows: culture and civilization, linear and nonlinear development, etc. There is much evidence that today the integration of mankind has become global. The process leads to, firstly, the changes in the scales of human subjectivity, and secondly, the attitude of man to chance and need. All these characteristics are fraught with threats to the holistic existence of mankind, and the possibility of people’s coming out of the crisis to the new levels of development. Private culture, which previously served as a powerful integrator of society, is losing the opportunity to carry out an ideological, and as a result, educational function in the conditions of an informational civilization. The transition of humanity from the monocultural to the multicultural way requires of relations between culture and civilization being based on the principles of complementarity. The construction of humanity as a self-organizing system is possible only through the management of civilization processes through culture, i.e., through the spiritual improvement of the human person. Evidence suggests that the principles laid down in the Society 5.0 development program do not meet these requirements. The program aims to implement the principle of positive feedback, as it tries to solve global problems of civilization with civilization practices. Theoretically, the achievement of harmonious relations between civilization and culture becomes possible on condition of the principle of complementarity. However, this principle also implies the rule of negative feedback

FORMATION OF A MECHANISM FOR THE STRATEGIC DEVELOPMENT OF INNOVATIVE PROCESSES AT ROAD TRANSPORT ENTERPRISES

2017 ◽  
Author(s):  
Oksana Shatilo ◽  
Keyword(s):  
Development Strategy ◽  
Modern Science ◽  
Development Program ◽  
Road Transport ◽  
Strategic Development ◽  
Strategy Of Development ◽  
Motor Transport ◽  
Close Relationship ◽  
Consumer Values ◽  
Definition Of

The purpose of this article is to define the interpretation of the concept of "mechanism" and its elements, which are interconnected and in interaction contribute to the development of the object. At the same time in modern science it is possible to allocate various directions to consideration of the mechanism. Three directions of the mechanism are analyzed: the first direction considers the mechanism as a control tool that affects the development of the object; the second direction considers the interaction of the subjects and is based on the principles and sequence of certain actions between them; the third approach defines the economic mechanism as a sequence of interconnected economic phenomena. It is determined that enterprises in the process of their activities use a combination of different mechanisms and directions, taking into account their complexity. The author's structuring and definition of its components are offered on the basis of the carried-out researches with allocation of two key contours: 1) a contour of innovative activity taking into account imperatives of strategy of development of the enterprise; 2) the core of the mechanism of development of innovation processes, which forms their close relationship with the contour of innovation, taking into account the imperatives of the development strategy of the enterprise and the variability of consumer values. It is determined that the main purpose of forming the mechanism of strategic development innovative processes of motor transport enterprises is to ensure the efficient use of all resources, tools and systems of interaction between departments, where the main elements of the mechanism of strategic development of innovative processes of motor transport enterprises can be considered methods and tools for implementing their innovative development program. The principles of effective functioning of the mechanism are formulated strategic development of innovative processes of motor transport enterprises. The structural and logical construction of strategic development of innovative processes of motor transport enterprises is offered taking into account the formulated principles and functions of management.

Conceptual Foundations of Creating Sustainable Development Strategy of Smart Cities

2018 ◽  
pp. 27-72
Author(s):  
Olga Burmatova
Keyword(s):  
Sustainable Development ◽  
Development Strategy ◽  
Smart Cities ◽  
Development Program ◽  
The Sustainable Development ◽  
Factors Affecting ◽  
Future Goals ◽  
Conceptual Foundations ◽  
The Impact ◽  
The City

This chapter is devoted to the study of the role of ecological subsystem in the structure of the sustainable development program of smart city. The author suggests the logic of building the environmental strategy of the city as a long-term landmark of its sustainable development including the environmental mission, vision of the future, goals and priorities, programs and their implementation, target indicators for assessing results, and consequences of realization programs. Certain attention is paid to the city as an object of research with a focus on environmental problems. The characteristics of the factors affecting the development of the ecological situation in the city are shown. A system of criteria and indicators that can be used to assess the impact of the planned environmental activities is proposed.

scholarly journals Leadership transformation in Queensland Health

2009 ◽  
Vol 33 (3) ◽  
pp. 357 ◽  
Author(s):  
Meagan P Crethar ◽  
Jan N Phillips ◽  
Paul J Stafford ◽  
Stephen J Duckett
Keyword(s):  
Leadership Development ◽  
Executive Coaching ◽  
Development Program ◽  
Second Phase ◽  
Senior Leaders ◽  
Learning Modules ◽  
Queensland Health ◽  
Major Reform ◽  
Leadership Development Program ◽  
Key Staff

IN 2006, QUEENSLAND HEALTH embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: actionlearning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives ? an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.

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