A manager is an important part of any organization. His duty is to govern a set of employees and ensure that the daily functions are performed effectively by them. Generally, every department has its own manager in an organization. It is the manager who makes the employees aware about the goals and suggests strategies for achieving them (Borowiecki et al., 2019). A manager does not only direct but motivates the employees to perform to best of their capabilities.
Effectiveness is when the employees of the organization do the right thing and efficiency is when the employees are able to do the right thing involving less time and effort.
Enterprise Leadership - Question 2
The four important components of authentic leadership include self awareness, balanced processing, relational transparency and internationalized moral perspective. A leader needs to be self aware as it becomes important for a leader to be aware of its own strengths and weaknesses in order to utilize them for the growth of the organization (Kiersch & Peters, 2017). Relational transparency, balanced processing and moral perspective suggests that a leader can only be considered authentic when he is capable of being genuine and be fair minded to take informed decisions while governing the employees.
Presence of authentic leader in an organization can have significant impact on the motivation level of the employees (Covelli & Mason, 2017). An authentic leader can help in developing a positive attitude among the employees to make positive contribution towards the goals of the organization.
Enterprise Leadership - Question 3
To be socially responsible, an organization needs to consider the interests of the environment and society while making new strategies and taking business decisions (Sroka & Szántó, 2018). The presence of trade unions, government interventions and excessive competition in the market can encourage the organizations to be socially responsible and take decisions that are ethically correct and socially responsible.
Enterprise Leadership - Question 4
In order to do the transition smoothly from classroom teaching to online teaching, the following eight step process can be followed by Western Sydney University:
The top management needs to evaluate the options and select one teaching platform that can be accessed easily by both teachers and the students.
Ensuring that every teacher is well aware about the selected teaching platform.
Training of the teachers and the students to use the selected platform.
The teachers will have to draft a learning curriculum to the top management. The curriculum needs to abide the teaching standards of the University.
Post the first session, survey can be conducted by the top management for the teachers to understand the complexities they faced while taking the session. A similar session can be conducted by the teachers with their students in order to get the feedback from them.
Challenge mitigation strategies can be brainstormed and implemented in order to ensure that similar challenges are not faced in the further sessions.
Regular assignments and tests must be conducted in order to assess the performance of the students.
The students must also be made aware of the platform through which they have to submit their assignments.
Brainstorming and Survey Feedback will be the two organizational techniques used in order to effectively implement the transition from classroom teaching to online teaching.
Brainstorming will be used to find solutions for the identified challenges while implementing the change and survey will be taken post first session in order to identify the challenges.
In the value chain process, an organization needs to identify the important activities and implement strategies for adding value to each component of the value chain (Simatupang et al., 2017). Similarly, in this case the two important components of transition will be finding an appropriate teaching platform and providing assistance to both teachers and students.
References for The Emergence of Value Chain Thinking
Borowiecki, R., Kusio, T., & Siuta-Tokarska, B. (2019). The role of a manager in managing intellectual capital in the context of innovative projects in an enterprise. Organization and Management, (1 (184)), 59-71.
Covelli, B. J., & Mason, I. (2017). Linking theory to practice: Authentic leadership. Academy of Strategic Management Journal, 16(3), 1-10.
Kiersch, C., & Peters, J. (2017). Leadership from the Inside Out: Student Leadership Development within Authentic Leadership and Servant Leadership Frameworks. Journal of Leadership Education, 16(1).
Simatupang, T. M., Piboonrungroj, P., & Williams, S. J. (2017). The emergence of value chain thinking. International Journal of value chain management, 8(1), 40-57.
Sroka, W., & Szántó, R. (2018). Corporate social responsibility and business ethics in controversial sectors: Analysis of research results. Journal of Entrepreneurship, Management and Innovation, 14(3), 111-126.
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