Assessing the Value of Executive Leadership Coaches for Cybersecurity Project Managers

2022 ◽  
pp. 349-362
Author(s):  
Darrell Norman Burrell

With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.

Author(s):  
Darrell Norman Burrell

With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.


Author(s):  
NINA RADUHA

Natov koncept strateških komunikacij, ki je osrednja tema prispevka, je v Sloveniji in Slovenski vojski premalo poznan in uporabljen pojem, še manj je znana njegova vsebina. Pogosto je napačno razumljen in enačen s strateškimi odnosi z javnostmi. Ni direktivno sprejet in uveden v procese odločanja in načrtovanja, vendar v ospredje vedno bolj prihaja zavedanje, da je nujen, in sicer z vsemi svojimi zmogljivostmi in na vseh ravneh delovanja, kot eden ključnih načinov celovitega pristopa k učinkovitemu reševanju kriz v svetu in vedno bolj tudi v domačem okolju. Cilj pisanja je na diplomatski in vojaški ter taktični in strateški ravni spodbuditi zavedanje o nujnosti, pomembnosti in uporabnosti koncepta strateških komunikacij v sodobnem informacijskem času. S predstavitvijo teoretičnega okvira, vsebine in resničnih implikacij koncepta strateških komunikacij v praksi drugih držav, zavezniških in nasprotnikovih sil želimo s prispevkom poiskati zanimanje in pot do stvarne uvedbe in uporabe koncepta v slovenskem okolju. Analitični pregled stanja v Slovenski vojski in širše pokaže, da se sistem še ne zaveda nujnosti uvajanja koncepta v uporabo, čeprav bi se moral. V sklepu so zato zapisani izhodišča in podlaga za gradnjo obravnavanega koncepta v našem okolju, ki bodo predvsem v SV in na Ministrstvu za obrambo, pa tudi širše v slovenskem okolju, temelj za razpravo o oblikovanju nujnih odgovorov na izzive sodobnega varnostnega okolja. In Slovenia and the Slovenian Armed Forces, NATO's Strategic Communication's Concept, which is the main topic of this article, is a little known and used term, while its contents is even less known. It is often misunderstood and compared to strategic public relations. It has not been regulated and incorporated into the decision-making and planning processes. However, the awareness of its paramount importance is coming more and more to the fore. It is needed with all its capabilities and at all levels of operation as one of the key ways of adopting a comprehensive approach to an effective resolution of crisis worldwide and, more and more, in Slovenia. The aim of this article is to encourage the awareness on the urgency, importance and usefulness of the concept of strategic communication in the modern information era. By presenting the theoretical framework, contents and actual implications of the strategic communications concept in the practice of other nations, allied and adversary forces, we aim at ascertaining interest and way to actually implement and apply the concept in Slovenia. According to the analytical overview of the situation in the Slovenian Armed Forces and beyond, the system is not yet aware of the urgency of implementing the concept, although it should be. The conclusion thus includes the platform and foundation for the formulation of the discussed concept in Slovenian environment, which will serve as the basis for the Slovenian Armed Forces, the Ministry of Defence and other institutions to discuss the formulation of urgent responses to the challenges posed by the modern security environment


2021 ◽  
Author(s):  
Carl Barber ◽  
Nicholas Dacre ◽  
Hao Dong

The Covid-19 pandemic has created new social, environmental, and economic challenges for organisational routines, and a multilevel perspective of project management processes and decision making is required to untangle the complex nature of projects and phenomena. This research hence aims to investigate reframing of traditional project failure reasoning in pressurised situations by adopting a wider organisational view of the causation of failure using models from high-risk industries which support good decision-making practices and highlighting the project, programme and organisational structures which inherently position a project manager to fail in conditions with cognitive overload, limitations, and constraints. Through an institutional perspective, both individuals (the project managers) and organisations are considered under the influence of normative and cognitive pressures, and both are sources of change.


Author(s):  
Tatyana Ivanyuk ◽  
Vasiliy Aryshev

A success of any business activity is depending on the level of the business competition to a large extent. Not every firm can properly retain its positions in the stiff competitive environment. The changes in the external business environment may induce the reorganization of the business in the form of company integration. There are also integration process in the Kazakh economy. However, despite high activity of integration processes in the business, they are not quite effective. This is primarily associated with the fact that integration processes are characterized by complexity of internal mechanisms, irrespective of the type of business amalgamation. The strategy of business amalgamation must be based on the data of thorough economic analysis. Given a complex nature of transactions in various types of amalgamation as well as a high risk level determined by uncertainty associated with the strategic decision-making, such system of indicators should be built as complex multi-tier structure excluding the possibility for unification. Each individual case of amalgamation is characterized by a unique set of factors influencing the conditions in which the integration process is performed. However, one may outline such indicators that are mandatory but are not always sufficient to substantiate the management decision-making about the appropriateness of the integration process, its feasibility, the degree of risk and the extent to which such amalgamation is efficient. A proper buildup of a complex system of indicators would allow giving a realistic assessment of economic practicability of the integration process and determining the level of its efficiency.


Author(s):  
César Camisón

This study attempts to address the present concern on the value added by strategic planning to orientate the adoption of strategic decisions by top management team, and how to overcome it with a strategic thinking. Since learning to think strategically can be understood as equivalent to learning to make strategic decisions, the first step is to define what strategic decisions are and what are the drivers that shape them. This chapter revises the different paradigms have been applied to the analysis of the complex nature of strategic decisions and the factors that influence them). The review of these explanatory frameworks for the strategic decision-making process starts with the rational-analytical model of strategy, based on strategic planning, before then reviewing and criticizing it from the perspective of the adaptive, satisficing, cultural, political and visionary strategic approaches. Third, the authors attempt to provide a well-founded explanation of what strategic thinking is and what skills are required of people who want to develop powerful strategic thinking.


2015 ◽  
Vol 10 (1) ◽  
pp. 47-65 ◽  
Author(s):  
María del Mar Alonso-Almeida ◽  
Kerstin Bremser

Purpose – The purpose of this paper is to explore management decisions during the ongoing financial crisis from a gender perspective. Design/methodology/approach – An empirical analysis was conducted using a sample of 132 personal surveys involving managers of independent small travel agencies. Findings were extracted using a logistic regression analysis. Findings – This paper finds some significant gender differences in strategic management decisions in crisis times and in strategic choices. Nevertheless, no differences were found in organizational performance. Research limitations/implications – The research covers travel agencies in Madrid, Spain. Thus, findings might be restricted to this specific sector or geographic area. Practical implications – The findings provide useful empirical evidence for leadership development and strategic management that will enhance leadership effectiveness from a gender viewpoint and facilitate advances in women business management theory. Originality/value – This paper compares strategic managerial decisions in crisis times from a gender viewpoint and analyzes their impact on performance. According to our knowledge no study has currently been found that analyzes decision making in companies led by women and contrasts their actions to those taken by men faced with an identical situation.


Author(s):  
Djamil Mohamed ◽  
Yu Jintian

The implementation of a decision support system and decision-making plays an important role for the outcome on the objective of a project. As important tools, the knowledge from the internal and external of a project and the experiences of project managers and experts are significant assurances to make a better decision, therefore a better concrete aggregate alternatives decision. The purpose of this paper is the development of a Decision Making Aid model with alternatives decisions and solutions (DMAM) to help the process of decisionmaking. By choosing the most appropriate model and alternatives, the proposed model aims to solve given problems pinpointed on the ―Framework for Classifying the Project Management Research‖. The model takes into account the complexity of the project and the existing alternatives decisions and solutions of previous cases. The results indicate that this model significantly reduces time and marginal error for decision-making


Author(s):  
Mykhailo PRODANCHUK

The article investigates the history of stages of emergence and formation of accounting in enterprise management in different countries of the world, taking into account domestic experience, and also determines its development in ensuring strategic decision-making. According to the results of the study, it is found that in the countries of the world there is no single approach of interpretation of "management accounting". It is justified that for English-speaking countries only, the concept of "management accounting" is generally accepted. It is determined that the term "management accounting" is a misinterpretation of the phrase "Management accounting", which literally means "management accounting", not management accounting. This made it possible to clarify the modern understanding of management accounting, which comes down to the disclosure of its first part, that is, the emphasis on the word "managerial", because it is this definition reveals a meaningful content of what is expected of such accounting and what it is intended for. It is determined that the development of management accounting is in an interdisciplinary direction. Systems theory and analysis, law, economic cybernetics, mathematics, probability theory, modeling, models and decision-making methods, information technology and programming. Such synergetics helps to strengthen accounting in business management of enterprises. The study of the historical evolution of management accounting component revealed the patterns of its formation and helped to highlight the six stages of its development in management. Selected stages of accounting form reflect the development of its organization and methodology in management, thereby attesting to the emergence of new ever-growing requirements for both accounting and its data.


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