Leadership Development at Afrox and Atlas Copco SA

Table of ContentsExecutive Summary31.0Introduction42.0 leading Defined42.1Leadership and Organisational Performance52.2The Leader and the Context62.3Leadership and followers72.4The Leadership Agenda73.0Leadership reading93.1The South African Context114.0Methodology115.0Leadership discipline at Atlas Copco SA125.1Leadership at Atlas Copco SA125.2Challenges facing Leadership at Atlas Copco SA135.3Atlas Copco?s Strategic Objectives145.4Leadership knowledge syllabus outline for Atlas Copco155.4.1Programme Objectives155.4.2Programme Content155.4.3Programme Development165.4.4Programme Delivery175.4.5Participants175.4.6Evaluation176.0Leadership Development at Afrox186.1Organisational Culture at Afrox186.2Leadership guess Underpinning Development186.3Identification of Leaders196.4Linkage between Business Objectives / Strategies and Leadership Development196.5The Integrative Program196.6The Front-line charge Program206.7Management Development in Afrox216.8?I Lead? - Leadership Developme nt in Afrox217.0Critical abridgment of the Afrox leaders and cultivation approach227.1Strategic imperatives237.1.1Driven from the top with specialiser support237.1.2Leadership discipline supports and drives the business237.1.3Consideration of lead concept, cultural differences and different emergence approaches237.2Strategic Choices247.2.1Articulated mannequin for travel and management increment247.2.2Varied degree of formal vs. informal development activity247.2.3Growing your deliver vs. senior leadership talent247.2.4Considered use of Business schools and different foreign sources247.2.5Leaders and managers; the value of competency framework, capabilities and performance management257.2.6Retention and reward strategies257.3Evaluation257.3.1Evaluation article of belief: An declared and shared approach to evaluation268.0Conclusion269.0References26Executive SummaryThis report contains the critical analysis of the leadership development platforms in two diverse organisat ions and compares them to a divinatory best! practises model. In the aspect of Atlas Copco, where there is no formal programme, a management and leadership development programme was recommended based on the principles of the above model fetching into forecast the African context and the relevant situational factors. In the case of Afrox, who has a well developed formal programme, it was put up that the principles underlying leadership development were congruent with the best practise model. It was also found that, in general, companies are embracing the motif of leadership development as a pathway to expression leadership faculty in individuals and to facilitate organisational change aimed at creating and sustaining competitive advantage. No model was found to truly interpret Africanism in its broadest context... If you fatality to get a full essay, score it on our website: BestEssayCheap.com

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