Question:
You will produce a written report of 3600 words (+/- 10%) that critically assesses and evaluates your organisation and sector using organisational systems and structures theory (vMEME) and all the types of approaches and models of organisational strategy it contains.
Critically analyse particular leadership problems and challenges through critical evaluation and appropriate application of theory
- Critically evaluate how certain types of leadership/management styles differ depending on history, culture, geographic life and conditions
- Critically evaluate how certain types of leadership/management styles impact people performance, productivity
- Critically evaluate how certain types of leadership/management styles determine who will ‘follow and how’.
- Critically evaluate your personal leadership capabilities and critically analyse the need for future development
Through application of Seven Leadership Mindsets Theory (vMEME) you will have a tool (and the skill) to critically assess and evaluate all types of organisational and sector theories worldviews that include USA, UK, China, European countries, India, Oman, GCC, African countries, etc. Leadership is different depending on the relevant mindset (life conditions, how humans individuals adapt to successfully compete and socio-cultural elements). Inevitably leadership mindset impacts everything in a company – strategy, people, performance, productivity, etc.
Solution:
Introduction
Immense issues and challenges characterize the practice of contemporary leadership. As a common practice, internally, leaders are required to lead and motivate a diversified group of people, work across organizational boundaries, harness efficiencies and ultimately achieve growth. Externally, leaders withstand a complex and globalized business environment, manage government requirements/policies, manage competitors, and meet stakeholder’s expectations. Also, as Li et al. (2013) noted, in their external business environment, there are immense cultural considerations that they must take into account. Currently, the problems and challenges facing leaders dwarf those of the 20th century. According to McMurray et al. (2010), the change in the scope of leadership challenges and problems can be linked to the new mindset and model of leadership required for addressing the tidal wave of change. In this regard, modern leaders cannot merely engage in problem-solving as a mode of thinking and behavior. However, as Simões (2017) noted, they must react by change-anticipation guided by the dynamic waves of change as a new way of contemplating about the future. In such a practice, the problems can be converted into challenges that present new opportunities for business development and growth. The issue of leadership problems and challenges is hence a dynamic and inclusive of a broad array of factors characterizing its best practice worth consideration. In this report, Public Authority for Electricity and Water (PAEW) has been used as a case study company. It offers drinking and electricity services in the Sultanate of Oman and doubles up as a regulator for both water and electricity services (Kazem, 2011). Despite PAEW efficiency in performance, it has suffered leadership problems and challenges evident from the increased complaints on their slow policy implementation, increased costs of operations, and staff violation of the set regulations. This report critically assesses and evaluates the PAEW and Oman regulator commissions through athe doption of organization systems and structures theory (Vmeme) through a focus on all approaches and models contained in organizational strategy.
Literature Review The VMEME model is a reflection of the worldview, a valuing system, a level of psychological existence, a belief structure, an organizational principle, a way of thinking and a mode of adjustment. To affirm this Hay (2010) noted that the model represents core intelligence creating systems and directing people behaviors represented by purple, red, blue, orange and green colours. In this case, in modern leadership and management, use memes in understanding the relevance of leadership development up, down, and across an entity. The spiral dynamics is a development of the Maslow hierarchy of needs (Poston, 2009), developed by Dr. Clare W. Graves and commonly termed as spiral dynamics model (Beck & Cowan, 2014). According to the theory developer, human development is a continuous process or open-ended process with no end in sight but with a capacity for consistent growth. Hence, the concepts presented in this theory are ideal in……………………………………………………………………………………………………………………………………………………………………………………………………………………………………… Please contact us to receive guidance, support and tutorial services on this assessment in full based on your organisation background and any other instructions
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