-75%
Awaiting product image
Click to enlarge

(Solution) LEADERSHIP AND MANAGEMENT ISSUES: Change Management and Ensuring Employee’s Productivity and Performance

New User Gifts

First Order Deal get Ksh 200 Off.

KaribuCustomer

Original price was: £ 40.00.Current price is: £ 10.00.

Payment Methods:

Description

Solution

Introduction

Leadership and management are vital issues in organisational growth and development. However, Azad et al. (2017) note that the two are independent functions, which promote change and teamwork in the organisation. Drawing from current literature, leadership is defined in visionary and the right actions. Management involves task-orientation and doing things right. Several leadership styles exist. Transformational leadership, for instance, is concerned with change and motivating employees. However, leadership and management are influenced by several issues, including ensuring the productivity and performance of the employees, managing change, training and development, and the individual’s wellbeing. This presentation entails two leadership and management challenges experienced at the organisation. The issues are examined based on Virani Food Products Limited. The two issues examined are ensuring employee productivity and performance and managing change.

Organisation of Interest

Virani Food Products Limited is a family owned business that was established 4 decades ago.  The organisation is founded on the Virani brand of gram flow that has become the preferred supplier of pulses, seasonings, and spices to most manufacturing organisations. These companies service the majority of dynamic and demanding retail markets globally. Together with the organisational partners in the origin states, Virani Foods Products Limited source for ingredients to suffice the evolving technical needs of the regulators and customers (Virani.com). The firm also ensures continuity in the supply of the consistently high-quality goods to its customers.

ISSUE ONE: ENSURING EMPLOYEE PRODUCTIVITY AND PERFORMANCE

Ensuring Employee Productivity and Performance

Employees’ performance is based on several factors. According to Kenny (2019), among these aspects in training and development, which improves the individual’s capability. Several forms of training exist, including on the job training, simulations, and using lectures. Notably, individuals that undergo on-the-job training have better performance since this increases their competencies and skills that arise from experience. Another aspect of ensuring employee productivity is performance appraisal. This precedes training and development. According to CIPD (2019), performance management aids in understanding what the organisation expects from them, evaluating the individual’s output and contribution to the company, and ensuring that the individuals are accountable. Feedback from performance management informs the training and development. This ensures that the individual’s performance is aligned with the company’s objectives.

Please click the icon to access this assessment in full

Related Papers

-67%
Placeholder

(Solution) New 7C001 Level 7 Question 16 Becoming a True Equal Opportunity Employers Through Formal Measures to Tackle unconscious Bias

Original price was: £ 30.00.Current price is: £ 10.00.
Add to cart
Solution Question 16- 1,004 Words Becoming a True Equal Opportunity Employers Through Formal Measures to Tackle unconscious Bias Unintended prejudices
-67%
Placeholder

(Solution) 7CO03 Learning Plan continuing professional development for planned learning and reflection

Original price was: £ 30.00.Current price is: £ 10.00.
Add to cart
Solution Assessment criterion 9 To be able to plan continuing professional development that involves both planned learning and reflection. Indicative
-67%
Placeholder

(Solution) CIPS ROSHN Module: Sourcing Essentials: PSE

Original price was: £ 30.00.Current price is: £ 10.00.
Add to cart
Executive Summary The goal of this evaluation was to compare and contrast various methods of sourcing. Various sourcing strategies have been assessed by centering on the ROSHN organization's Health and Safety Equipment (HS&E) expenditure category. Among these methods were sole, dual, multiple, and single sourcing. Various expenditure categories, including transportation, information technology, logistics, and employee uniforms, have been used to compare and contrast this. Tools such as the Mendelow Matrix analysis (for stakeholders), the Kraljic Analysis (for hazards), SWOT, and PESTLE (to determine if the market is oligopolistic or monopolistic) have been employed to carry out the analysis. The key findings evidence that ROSHN's sourcing strategies assist them successfully initiate projects which would lead to an increased house ownership in Saudi Arabia (KSA) as part of achieving their vision 2030. Further, the main findings evidence the multiple sourcing as involving many suppliers in an oligopolistic market, single one supplier with sole only one supplier available with dual involving two suppliers. Another key finding is that through the application of been found by using the 10Cs model proposed by Carter, which focuses on technical and financial ratios among other things a strategic appraisal has been achieved. Managing the IT consultancy category is possible, according to ROSHN's study, because they've invested in the specified sourcing methods. With their varied and distinct applications in sourcing, each of the examined sourcing approaches has its own set of pros and cons. From the  findings and conclusions generated, various recommendations can be suggested which include; • Formulate a plan for utilising various sourcing strategies according to their respective expenditure categories • Make plans and procedures to include technology into their sourcing strategies. • Simplify sourcing strategies while considering the needs of all parties involved. • Enhance communication procedures as a means to measure the success of sourcing strategies.      
-75%
Placeholder

(Solution) New Royal Commission for AIUla (RCU) Commercial Negotiation Plan- PIN

Original price was: £ 40.00.Current price is: £ 10.00.
Add to cart
This procurement negotiation plan for the ROSHN organization focuses on the aspects of planning and executive negotiations in obtaining the IT consultancy services. It uses the Bailey et al. negotiation model with the mixed approaches of Porter’s 5 Forces and PESTLED frameworks to carry out the evaluation of the market competencies for enhancing the negotiation plans. The selected approach focuses with creating stable, win-win relationship with suppliers where most of the concentration is for quality suppliers who have efficient timeline delivery and risk control than just focusing on the price. Expert holistic planning is imperative to this plan, starting with internal need analysis and assessment of inherent risks and stakeholders. It must be noted that the information founded in this article would help ROSHN effectively strategise its course of action in face of organisational goals as well as market forces.. Key recommendations from this negotiation plan include:
  • Establishing an Integrated Digital Procurement System within the next year to track project timelines and quality metrics, aiming for a 20% improvement in service reliability for IT consultancy services.
  • Implementing a Comprehensive Supplier Training Program over the next year, with a goal of achieving at least 80% supplier participation to ensure alignment with ROSHN's operational standards and improve service quality by 25%.
  • Conducting Quarterly Supplier Performance Evaluations, utilizing a performance scorecard for at least 90% of suppliers to assess compliance with agreed-upon targets, with the objective of increasing average performance metrics by 15% over the year.
  • Developing an Enhanced Risk Assessment Protocol within six months to identify and mitigate key risks in the IT consultancy supply chain, targeting a 30% reduction in overall risk exposure through proactive measures.
These recommendations aim to enhance negotiation effectiveness, drive value for money, and cultivate long-term, strategic partnerships with IT consultancy suppliers. This approach not only addresses immediate procurement needs but also strengthens ROSHN's market position by integrating sustainable and proactive practices into its negotiation processes.
-50%
Placeholder

(Solution) Sourcing essentials (PSE) Facilities management category

Original price was: £ 20.00.Current price is: £ 10.00.
Add to cart
This report evaluates and compares four key sourcing approaches: sole, single, dual, and multiple sourcing, within ROSHN, focusing on facilities management as the primary category of spend. Facilities management is chosen due to its critical role in maintaining ROSHN’s large-scale residential projects and ensuring operational efficiency. Each sourcing approach is analysed for its advantages and disadvantages, and its applicability to specific procurement needs is explored using strategic tools like the Kraljic matrix and supplier preferencing models. For instance, sole sourcing is applied to specialised maintenance services, while single sourcing is used for cleaning services due to quality control needs. Dual sourcing is chosen for security services to mitigate risks, and multiple sourcing is recommended for office supplies within facilities management to foster competition and innovation. A detailed supplier appraisal checklist for the facilities management category is developed using Carter’s 10 C’s model to ensure a thorough evaluation of supplier capabilities. This checklist ensures that ROSHN selects suppliers who meet stringent quality, reliability, and cost-effectiveness criteria. The findings highlight the importance of strategic sourcing in maintaining ROSHN’s competitive advantage in the Saudi Arabian real estate market. The following recommendations aim to optimise ROSHN’s procurement processes, ensuring efficiency, cost-effectiveness, and resilience in its supply chain:
  • Conduct thorough market research using tools like Porter’s Five Forces and PESTLE analysis to understand the supplier landscape and market dynamics better.
  • Integrate advanced eSourcing tools, including ERP systems and eAuctions, to streamline procurement processes and increase efficiency.
  • Adopt dual and multiple sourcing strategies to mitigate risks, enhance competition, and ensure supply continuity for critical categories.
  • Develop and maintain strong supplier relationships through continuous performance evaluations, clear communication, and strategic partnerships.
  • Provide training and development opportunities focused on strategic sourcing, negotiation skills, and advanced procurement technologies.
 
-67%
Placeholder

(Solution) CIPS Contracting Excellence in Procurement and Supply (APCE) Assessment

Original price was: £ 30.00.Current price is: £ 10.00.
Add to cart
  • In this assessment, the contractual terms which is used by Emirates Transport (ET) Company has been evaluated.
  • The contract terms and conditions have been evaluated in terms of their power and risk distribution among the suppliers and the organisation.
  • In order to achieve the evaluation in this report, the areas of interest include force majeure, variation of disputes, pay level, warrant and liability and termination.
  • By using different tools and models, the findings in this report evidence the scope in which ET has made investments in power balance and risks management for successful contract management. This is evidenced by for instance the scope of disputes management.
  • Further, the findings evidence that the terms and conditions used by ET offer an elaborate guide on relevance of the legal factors for the organisations operations in UAE and in specific Dubai.