(Solution) 5OS06 (AC3.1) Identify two stakeholders and explain their involvement in leadership and management development initiatives in your organisation
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
Senior Leadership
Senior leadership, including executives and top management, is the central stakeholder for the leadership and management development initiatives at Saudi Aramco. Starting with the strategic vision of these programs, they start by validating that their strategic vision is in line with the organisation’s long term business objectives as well as understanding the major industry trends. Senior leaders provide organisational support by securing the resources they need such as time, funding, and key personnel access. They also shape the design of leadership programs about what skills and behaviours are needed to drive organisational success in a complex, global energy market (CIPD, 2024c). Furthermore, senior leaders also actively play the role of a mentor or coach, who shares their experiences or insights with the future leaders. Through this involvement, the future leaders in the company gain real world knowledge of the company’s culture and values. This is critical to their contribution to the formation of a culture of continuous leadership development that will empower a resilient and adaptable leadership pipeline with the ability to navigate future challenges.
HR Professionals
The Coordination and management of leadership and management development initiatives is primarily the responsibility of the HR department, specifically the people development team. It is the role of HR professionals to run training needs analysis, such as to identify gaps in leadership competencies so that programs are adjusted to cater to these specific needs (CIPD, 2017). They also create and provide leadership programs, including e-learning platforms, classroom-based training and on the job learning. In addition, HR professionals work closely with senior leadership with the aim of aligning leadership programs with organisational objectives and to lead the evaluation of program, to make sure that the initiatives achieve the expected outcomes. They also get involved in succession planning, to ensure that there is a pipeline of capable leaders ready to step into those key positions upon the shortage of employees in a certain role.
Please click the following icon to access this assessment in full
Related Papers
(Solution) 7HR01 Question 1 (AC 1.1) Provide an overview of the three main perspectives on employment relations, unitarist, pluralist and radical
(Solution) CIPD Oakwood 5HR02 Talent management and workforce planning Assessment ID / CIPD_5HR02_22_01
(Solution) CIPD Task 2 5OS05 Equality, diversity and inclusion
(Solution) CIPS PIN NUPCO Formal Commercial Negotiation Plan
- For the current integrated modules assignment, a formal negotiation plan has been developed appropriate for the Procurement and Supply Management (PS&M) focusing on organisation operations.
- In this assessment, the National Unified Procurement Company (NUPCO) a leader in Saudi Arabia procurement, logistics and supply chain management for pharmaceutical, medical devices and supplies for government hospitals in Saudi Arabia (KSA).
- Further, the Ultrasound Machines procurement category has been identified in this report. By successfully reflecting on the content from driving value through procurement and supply, managing expenditures, developing contracts, sourcing essentials, negotiation in procurement and supply, relevant insights of the negotiation plan has been provided. Further, in this integrative assessment, the various tools applied include STEEPLE, Porter’s 5 Forces, SWOT analysis and Mendelow Matrix Stakeholders have been used to develop a successful negotiation strategy.
- The importance of this has been informed by the fact that NUPCO being a procurement organisation prioritise on attaining cost spending efficiencies and improvement of the healthcare services providers to government hospitals.
- This is with the skills, concessions, alternatives in the negotiation prioritised identified in this integrative assessment.