(Solution) 5OS06 AC2.3) Discuss your organisation’s (or an organisation with which you are familiar) current approaches to leadership and management development
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Diverse Leadership and Management Development initiative
Aramco’s Global Leadership Development Program (GLDP) emphasises diversity by choosing participants from various cultural, educational, and professional backgrounds (Aramco, 2024). Through having a broad representation of employees from different regions and departments, the program ensures that the representation of leadership pool is diverse, in which leaders are able to understand and deal with the need of the diverse organisation more adequately. This initiative is effective as it builds cross- functional collaboration, bringing leaders who value different perspectives together (CIPD, 2022). Diversity in leadership roles encourages creativity and innovation, essential to combat challenges in the fast- evolving energy industry.
Inclusive Leadership and Management Development Initiative
Saudi Aramco’s Women in Leadership Program is a key program that aims to increase representation of women in leadership roles, enhancing inclusivity (Aramco, 2024). The program combines mentorship, coaching and specialised leadership training in order to give women the skills and confidence required to take the roles of senior leaders. Through its tailored development pathways with access to high level leadership roles, the program creates a place for women to thrive. The initiative has proven to be effective since the number of women in senior roles across the company is increasing. Such inclusion is important because it brings a safe space for all employees regardless of gender, to contribute to their full potential (Miller, 2023). The program not only helps break down traditional barriers to leadership by supporting women’s advancement, but it improves overall organisational innovation and performance by leveraging diverse talent pools.
Leadership and Management Development Initiative for Equality
The Equal Opportunity Leadership Development Program at Saudi Aramco seek to promote fairness by offering leadership training to all employees irrespective of their gender and race (Aramco, 2024). The program is based on a merit-based standardised process of selection that eliminates biases from talent development programs and provides all employees with leadership opportunities. As the program reduces systemic inequalities and is a merit-based program for career progression, it encourages employee trust and cohesion, hence proving to be effective. This is important in that it helps create a work environment where everyone feels valued and supported and in turn builds a culture of equality and fairness that results in the organisation’s staff feeling engaged and committed to their work, which in turn enhances the company’s long-term sustainability (CIPD, 2024a).
Please click the following icon to access this assessment in full
Related Papers
(Solution) Experience Assessment Reflection on Your Learning MCIPD
(Solution) 7C003 2.2 Business acumen deliver commercial benefits and manage resilience
(Solution) Level 5 5HR01 Employment relationship management Assessment ID / CIPD_5HR01_22_01
(Solution) CIPS PSE NUPCO Sourcing Essentials
- In this analysis, we compared four sourcing strategies used by the NUPCO organization for their IT spending. According to these sourcing strategies, we have evaluated prospective IT providers.
- It has been found that NUPCO's IT spend category is best served by a multi-source procurement strategy. It was decided that the solitary, dual, and multiple sourcing discussion should occur elsewhere.
- The Kraljic analysis tool's conclusions about the leveraged nature of the supplier relationship and IT procurement's technical and quality requirements led to the adoption of this approach.
- Carter's 10Cs methodology will be used to identify an IT provider.
(Solution) CIPS New APCE Advanced Category Management
- In summary, this assignment has focused on evaluating the source of power and risk of an organisation contractual terms. This has been conducted through the focus of SSMC organisation which is currently being engaged in procurement of first aid materials.
- Through a series of analysis, the power and risk distribution has been evidenced as varying in different phenomenon to SSMC and their engaged suppliers. The rationale of this is that for the success of a contract, the legal provisions are critical among the involved parties with clearly set requirements to be adhered to or abstained.
- By using different tools including supplier preferencing matrix, Porter’s 5 forces and Turn-key model have been adopted for this research.
- It has been established that in most instances, SSMC has the power with majority of the risks being held by the supplier. An evaluation of the different components of the contract has been conducted with the clauses of interest including costs, quality level, time for delivery and ethics which influence the power and risk of the suppliers.
- From the analysis of stakeholders by use of the Mendelow stakeholder’s matrix and SWOT analysis, the various issues and risks represent the noted issues in procurement of the fast aid and safety measures in today COVID-19 pandemic.
- As evidenced in the Kraljic analysis, various contract terms are of strategic relevance to SSMC which affirm on its approach of holistically leveraging on contractual risk and power.
- Where the SSMC lacks a holistic balance on the risks and power, a warrant or insurance is granted for guaranteeing their safety.