(Solution) 5OS06 (AC1.4) Compare the knowledge, skills and behaviours of leaders and managers in your organisation
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Description
Solution
Knowledge Required for Leaders and Managers
Leaders: Leaders at Saudi Aramco need to have a thorough comprehension of global energy markets (CIPD, 2014). In the oil and gas industry, with its complex geopolitical, economic and environmental issues at play, leaders must also understand the changes in the operating climate. This knowledge enables them to make sensible strategic decisions that aid their company to follow the global trends and maintain sustainability and growth long term.
Managers: Aramco’s managers require knowledge about the operational efficiency and resource management. This means understanding of the technical processes, the optimisation of work flows, and the efficient use of personnel and equipment to reach the production targets and maintain the cost effectiveness.
Comparison: Leaders need to know more, in terms of external markets and long-term strategy, while managers need to know more of day to day operations. Leaders have to look globally and strategically, while managers simply manage internal processes. The levels of thinking required for both roles are very different, but both are critical-thinking roles.
Skills Required
Leaders: Strong strategic decision-making skills are required of leaders. This involves analysing complex information into actionable decisions that will define the company’s future direction, particularly in areas like energy transition and sustainability initiatives.
Managers: Due to daily operational issues, managers require strong problem-solving skills (Kotter, 2008). In other words, they must be capable of addressing the production, workforce management and resource allocation problem to achieve smooth and efficient operations.
Comparison: Although both leaders and managers require decision making and problem solving, leaders are concerned with long term, high level strategy, while managers tackle immediate, operational challenges.
Behaviours Required
Leader: A leader is expected to think visionary and addresses the team with a clear picture of the future. The reason for this behaviour is that it motivates employees to do what is good for the company in the long run.
Manager: Accountability from managers is crucial so that they can track their team’s performance against targets and other similar performance parameters like operational standards (Pearce, 2004). It means that they take full responsibility for achieving objectives, for working to very high standards.
Comparison: Leadership focuses on visionary behaviour which is more inspirational and future oriented whereas managers’ behaviour is based on the accountability. Both are critical to organisational success, as leaders set the direction and managers make it happen.
Areas of Improvement
Leaders: Leaders need to improve on their emotional intelligence, so as to understand the emotional dynamics of their teams. This would create a deeper and more effective relationship and communication even in challenging times.
Managers: To delegate more effectively, managers can improve their delegation skills so that they do not undermine team members power. Managers can delegate more responsibilities to their teams, so that they get more time working on employee development and engagement.
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- The purpose of this project is to evaluate supply chain automation by leveraging Industry 4.0 technologies. The identified technologies include Artificial Intelligence (AI) and Machine Learning (ML) noted as critical for streamlining operations and obtaining value-for-money outcomes. This has been pursued by focusing on Wood Plc.
- To conclude, the generated findings of this report evidence WPC is today adopting the application of iSourcing in their procurement and supply management (PS&M).
- In the current project, through an evaluation of options for automation of the organization PS&M, the findings evidence the existence of different limitations hindering the success of their system. The issues of cost overruns, lack of collaboration, and inefficient supply chain as the organization is expanding its current operations have been noted to include limitations of their current sourcing.
- Success in the automation of their supply chain has been identified to lead to the following outcomes;
- Organisation achievement owing to automation of their supply chain, increased confidence and capability, talent management, and employee competency
- Improved stakeholders relations (a later section of stakeholders analysis) easing the change process. Through the iSourcing improvement, WPC would be in a position of harnessing technical and commercial evaluation processes.
- Increased and robust systems and policies which mitigate overall gaps in sourcing system transformation
- Today, only lower than 10% of the entire WPC resources are used to prioritize automation and IT integration successfully. Automation would improve the use of resources in their operations
- Involve their IT and finance departments to ensure within a period of 6 months they
- WPC needs to consider embracing sustainable practices as part of investing in their Industry 4.0 technologies
- Through the adoption of automation, better communication systems backed by AI and ML would be introduced to achieve 70% increased communication effectiveness.
- It is important to increase this through increasing collaboration and alignment of all their interests holistically
- Partnering with institutions for the provision of capacity development opportunities for the PS&M teams and other organizations for the success of the automation process
- Expanding their sourcing of Industry 4.0 technologies. This is to involve highly reputable global companies hence efficient operations and integration of AI
- Source of support from the government to ensure that they are facilitated in terms of policies and appropriate regulations to guide the automation process.