Principle 1
1. Two Principles behind the need for a leader to be self-aware and understand their behavior, personality and learning style
The leaders of organization such as BizOps Enterprise need a self-awareness system which will help them to bucket their weaknesses and strengths (Morgan, 2006). First of all the leaders need to test and know themselves. The personality test includes Predictive Index, Myers-Briggs as well as Strengths Finder. These test have gained popularity in recent years. Mediation works as a significant factor in most of the leaders.
Another principle is the leaders of BizOps Enterprise should be aware of others too. Self-awareness is important for building a team (Gallant, 2013). Therefore, it is necessary for a leader to know his personal strengths and weakness. Consequently, the leaders can tackle every challenges and problem that may arise due to other’s faults. If a leader knows his own strength, then he can be aware of other’s personal traits.
2. Two techniques involved in managing, organizing and identifying the personal behavior, self-awareness and personality traits
During the time of organizational change, identification of personal behavior, personal characteristics, self-awareness and management of the organization works as a remarkable factor for the leaders. Therefore, the leaders need some techniques by which they can perform their task.
At first, the leaders of BizOps Enterprise should need to engage the people. It is the next step in the change management life cycle (Tripathi, Hinkelmann and Feldkamp, 2008). In this phase, the leaders need to provide them the opportunity for emotional, intellectual as well as psychological reaction to the projected change. As a result, it will enable them to become habituated to the idea of change.
Secondly, the leaders need to implement the change. The leaders should make use of prototyping procedure where it includes the thinking and activities of the people after the change is deployed in the system. In this way, the leaders can identify other’s behavior as well as his personal traits (Shivankar, Kakandikar and Nandedkar, 2015).
3. Two types of learning styles and how they relate to individuals
The leadership learning styles are based on Kolb’s Experimental Learning Cycle. In this cycle, there are four types of learning styles which are useful for a leader to lead a team in an organization. Out of four learning styles, only two are discussed here.
It is based on abstract conceptualization and active experimentation. The particular method is very useful for a leader to solve problems and take the decision regarding projects (Reid, 2005). It is also useful for circumstances such as conventional intelligence tests. Converging style prefers dealing with technical issues rather than interpersonal problems.
Principle 2
The diverging style is based on concrete experience and reflective observation. The particular style is imaginative, and it consists of meanings and values (Pritchard, 2005). The diverging style also adapts by observation rather than taking quick actions. It also views concrete situations from many perceptions.
4. Two Principles involved in managing and organizing personal goal setting as a part of a personal development plan
Time is a major factor for the leader of BizOps Enterprise. Therefore, the leaders need to make strategies to manage time as well as for his personal development. An efficient time management helps a leader to take control over the profession as well as personal life. On the other hand, it also improves the productivity of work (Cheema, 2009).
The development of personal skills is useful for the organization as well as for personal reasons. The leader should be passionate about the work he is doing. Apart from being passionate, the leaders should also serve as a role model. It means a leader should make a reputed position in BizOps Enterprise.
5. Two principles involved in managing and organizing personal performance measurement
The individual performance measurement system must be connected to the mission and vision of the organization. The mission of BizOps is to provide high quality along with innovative products and services to the clients. Other than these, the mission also includes an offering of innovative group solutions. The organization also provides clean and green services and products (Bourne and Bourne, 2011).
The second principle is that the personal performance measurement of a leader must be timely, relevant and dynamic (Bourne and Bourne, 2011). Taking after execution prompts extended data and vitality about your operational environment. As the knowledge of the leader into the affiliation’s implementation upgrades, each of the measures should be updated or changed to the circuit this new learning and cognizance.
6. Two principles involved in managing and organizing time
First of all, the leader of BizOps Enterprise should have a clear vision. The leader should try to note down things which he will be going to achieve and for that, a schedule is crucial. A leader breaks down his working structure into a particular time slots (Dun, 2014).
Secondly, the best method for a leader is to be creative and not try to think without limits. Therefore, it is important to create a limit. The limitation should be made according to the available time and resources. In this way, leader can manage and organize time (Reedy, King and Coupland, 2016).
7. Strategies followed by leader to take initiative for prioritizing and facilitating competing demands
Initially, the leader must get an idea about the difference between the corporate, functional strategy and business. Then he should start with the concept of marketing strategy to deliver a single firm value proposal over the competition (Cameron, 2008). Secondly, the leader of BizOps Enterprise must examine the strategic planning. People are often confused to find out the difference between a goal and a strategy. Therefore, it is the responsibility of a leader to fix the confusion at first. The leaders should keep the number of strategic initiatives small. By following these strategies, the leaders can prioritize and facilitate competing demands and develop personal skills and traits. Consequently, the organizational development also occurs.
8. Identification of the technology a leader may use to improve work efficiencies
Technique 1
The leaders of BizOps Enterprise can make use of innovative technologies in order to improve work efficiencies. They can use online business productivity software and gadgets such as iPad and iPhone for swift work. Online business productivity software solution plans to engage managers to more adequately track progress in the midst of every time of target completing and offer brief fortress or annoying to keep execution and due dates on record (Thomas and Bostrom, 2010). The methodology prompts more significant business productivity in light of the way that the affiliation is staffed with a workforce of people who are always adjusting new aptitudes and being tried to do their closest to perfect. As to the overall public who work for a leader, prepared, enlivened, and happy delegates will work harder. The leaders should empower the staff by repaying them for their achievements, using both financial and non-financial driving strengths.
9. How a leader’s work role contributes to broader organizational goals
Leaders have a critical part to play in coordinating and organizing the exercises of these people and groups, guaranteeing that they know about the organization’s needs and that they are working towards them. Leaders accomplish this not just through the power appointed to them inside the association’s order, additionally by being charming, educated and regarded Leaders who rouse and persuade. Leaders expect to accomplish their own best and help their groups to enhance persistently in all parts of execution. It includes setting requesting yet achievable targets, supporting the change in the association’s procedures and making progress toward aggregate quality in all territories (Stein, 2007).
10. Two work methods and practices that can improve personal performance and competence
The first method is cooperation which is the inclination of people to cooperate in a working atmosphere with other employees and staffs of the organization such as BizOps Enterprise. Cooperation allows the employees to work together and achieve the common goal. Subsequently, mutual benefits are derived.
The second method is the creativity. It is the imagination as well as thinking the power of a leader. Those who have creativity in their mind, they become the leader. Creativity is also referred to as “thinking different”. It means a different working style of BizOps from other organization can lead to competitive advantage.
11. Two personal management development opportunities and options for a leader
This leadership program is for the disabled staff. The selected leadership development program aims to implement and develop strategies that reflect the unique challenges and experiences of disabled staff. The program is also designed for addressing the distinct and frequent delicate barriers the disabled staff face during a work process (Moorosi, 2013).
Technique 2
In this program, the imperial leaders are provided development and supporting sessions. The program is modular so that the leader of BizOps Enterprise can progress through at a place that suits them.
12. The organizational protocols needed to be taken into account when planning career development
The development of professional and personal fields are crucial elements for keeping an individual’s profession moving on a course with which he/she are fulfilled. It is included in the positioning protocol. In this protocol, meetings between the members of an organization take place (Lavallee, 2006). The individual should set up a meeting with the supervisor or manager of the company to discuss his or her plan about the career development plan.
Training is aimed at supplementing learning at work, which should dependably be an ideal method for obtaining the specific abilities and information the occupation holder needs (Lavallee, 2006). Training additionally enhances formal preparing by giving the individuals who advantage from it with particular direction from experienced administrators who are shrewd in the methods for the association.
13. The organizational plan that underpin an organization’s operations
The operating plan described the process behind making a structure of the company. BizOps Enterprise is created operating plans. The organization planned to increase the sales of the service constituents of the business by fifteen percent. BizOps also scheduled to simplify communication among the online, retail as well as phone outlets (Marquardt and Dunlap, 2012). The plans also includes the reduction of travel cost and time. The organization plan helps an organization to collect resources for the company. BizOps also scheduled to provide a delivery service as well as provide recognition of the brand. In this way, BizOps is able to carry away the organizational goals and mission.
14. Organization’s professional development policy
The professional development strategy of the organization aims to set out a framework for the efficient evolution of the organization such as BizOps Enterprise. Consequently, the development of leadership will take place along with the strengthening of the capacity of the system. The organizational process will improve in future. These policies provide guidance and support on the development of the organization. It also provides the internal professional development options and opportunities. On the other hand, it provides the leadership development opportunities and support all staffs who are a part of leading or managing other employees. It monitors the effectiveness of the organizational development strategy.
15. Stages used to develop a continuous improvement plan
There are four stages to develop a continuous improvement plan. At first, the leader needs to make plan. For example, if BizOps is inclined in growing new services areas, it must identify the areas it proposes to move into and then the company makes plan to implement. Secondly, after the plan, the strategies needs to be implemented (Marquardt and Dunlap, 2012). After the implementation, a proper study is needed in order to determine the positive and negative impacts of the plan on the organization. The company studies the impact of plan on safety level. If safety levels improve, then the plan has positive impact and if the safety levels remains same, then the plan did not have positive impact. At last, the company needs to act. It means the company needs to take actions according to the plans. If the plan did not work properly then there is a mistake in plan cycle.
References
Bourne, M. and Bourne, P. (2011). Handbook of corporate performance management. Chichester, West Sussex: Wiley.
Cameron, K. (2008). Positive leadership. San Francisco, Calif.: Berrett-Koehler Publishers.
Cheema, D. (2009). Time management. Chandigarh: Abhishek Publications.
Dun, T. (2014). Book Review: Organization and Organizing. Organization, 21(6), pp.951-953.
Gallant, A. (2013). Symbolic Interactions and the Development of Women Leaders in Higher Education. Gender, Work & Organization, 21(3), pp.203-216.
Lavallee, D. (2006). Career Awareness, Career Planning, and Career Transition Needs Among Sports Coaches. Journal of Career Development, 33(1), pp.66-79.
Marquardt, E. and Dunlap, N. (2012). Compensation Risk Assessments: A Process for Active Plan Management and Continuous Improvement. Compensation & Benefits Review, 44(1), pp.6-11.
Moorosi, P. (2013). Constructing a leader’s identity through a leadership development programme: An intersectional analysis. Educational Management Administration & Leadership, 42(6), pp.792-807.
Morgan, G. (2006). Images of organization. Thousand Oaks: Sage Publications.
Pritchard, A. (2005). Ways of learning. London: David Fulton.
Reedy, P., King, D. and Coupland, C. (2016). Organizing for Individuation: Alternative Organizing, Politics and New Identities. Organization Studies.
Reid, G. (2005). Learning styles and inclusion. London: Paul Chapman Pub.
Shivankar, S., Kakandikar, G. and Nandedkar, V. (2015). Implementing engineering change management through product life cycle management in automotive field. International Journal of Product Lifecycle Management, 8(2), p.132.
Stein, S. (2007). Make your workplace great. Mississauga, Ont.: J. Wiley & Sons Canada.
Thomas, D. and Bostrom, R. (2010). Team leader strategies for enabling collaboration technology adaptation: team technology knowledge to improve globally distributed systems development work. European Journal of Information Systems, 19(2), pp.223-237.
Tripathi, U., Hinkelmann, K. and Feldkamp, D. (2008). Life Cycle for Change Management in Business Processes using Semantic Technologies. JCP, 3(1).
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