(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.
£ 30.00 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) 7HR01 two distinct strategies to improve levels of engagement within the organisation
(Solution) Evaluative Review
(Solution) Principles of Marketing Situation and Company Analysis
(Solution) 5C003 (Solution) 5C003 Role of people professional evolving; priorities
(Solution) CIPS FIDIC Contracts Advanced Practitioner Corporate Award (APCE)
- In this report, an evaluation of a contract by Oracle which is FIDIC guiding their construction projects in more than 67 countries globally has been carried out.
- It is evident from the analysis that there are varying contractual terms having an influence on the power and risk distribution between a supplier and an organisation.
- The rationale of this is that a contract is a legally enforceable agreement between different parties with specific acts or practices to be put into account.
- The core report areas of focus of focus has included the issues of price, quality, construction projects delivery timeline and health and safety have been put into account on the extent in which the risk and power are distributed between the contractor and the organisations.
- In the components identified, it is evident that irrespective of whether the buyer or supplier executes the risk or power.
- Through the application of different tools such as Mendelow stakeholders matrix, SWOT analysis and others, distinct issues and risks characterised by various challenges in the construction projects execution with their mitigation approaches and risks have been evidenced.
- As evidenced from the Kraljic analysis, it is evident that contractual terms have a strategic relevance in the context of Oracle informing on their holistic leveraging on the risks and powers of the contract.
- In situations where Oracle fails in leveraging on contract holistic risks power balance, warrant and also insurance cover is used.