Leadership and Management Strategies in Leadership and project management strategies Management: A Case Study of the AMRAAM Program
Question
Task: What leadership and management strategies did Judy Stoleys employ to successfully lead organizational change and improve efficiency in the AMRAAM Leadership and project management strategies?
Answer
Introduction
Successful implementation of Organisations change is the true test of personal leadership skills as it requires the individual to make tough decisions which may not be pleasant but be necessary and beneficial for future business operations. Organisation change is especially important when you need to re-organize the entire working system and cut down on unnecessary staff and expenses that may be burdening the Leadership and project management strategies or organization. This is the same scenario with the AMRAAM Leadership and project management strategies which has over the years only seen more people being associated to the Leadership and project management strategies and not being retrenched (Aitken & Higgs, 2010).
Over time this has led the Leadership and project management strategies to incur high expenses and dormant staffs that specialize in one role rather than multitask and handle many roles. The case study analyses how Judy Stoleys reviews and manages the ARMAAM Leadership and project management strategies and helps cut down the staff from 80 to just 18 and still maintain the Leadership and project management strategiess efficiency.
Describe Specific Practices Leadership and project management strategies Managers Apply In Exercising Their Leadership and Management Roles Overall
For a manager to lead a team or department effectively they must follow a specific set of rules which allows them to clearly outline of their goals. This is very important since it allows the manager to retain their focus on their objective but also maintain the employees and stake holder trust. In the private sector change management is easier to implement as compared to the government sector due to stake holders having direct access to top management and quick decision making.
This has resulted in government Leadership and project management strategiess taking a long time to adapt to changes which has affected how the departments function and deliver on client needs (Schroeder, 2012). The case study analysis the ARMAAM Leadership and project management strategies, it is related to the research, development, productions, and maintenance of land to air missiles.
This is a government Leadership and project management strategies which has gradually seen more and more personal being involved in the Leadership and project management strategies to monitor specific roles which have led to the Leadership and project management strategies being over staffed and being classified as a financial burden on the defines department and taxpayer. Judy Stoleys then begins the Leadership and project management strategies and helps re-evaluate the Leadership and project management strategies objectives and previous management approaches to reorganize the Leadership and project management strategiess management roles and make it more efficient.
The case study discussed important Leadership and project management strategies management practices which must be utilized by a manager to exercise the overall leadership and management roles despite their being pressure from higher authorities and officers against the move.
3 examples of Judy Stoleys ability to develop a culture of trust on AMRAAM Program
Trust is considered as being among one of the most important qualities and manager must gain from their team mates so as to lead the team efficiently. Management and leadership are two separate roles which require the individual to adopt very different strategies but they both require the individual to gain the stake holders trust (Zak, 2017). Team mates, employees, contractors, and suppliers must all feel secure while dealing with an individual or organization to help them turn their attention from insecurity to focusing on their specific roles.
This must always be the case and should also be the same during staff retrenchments where the staff should still retain trust in the leader and manager to guide them through the process in the best possible manner. Judy Stoleys has managed to build considerable amount of trust with the staff thus allowing her to execute the Leadership and project management strategies and achieve success in the following ways
Inform Staff Regarding the Retrenchment and Offer Support
The most important point related to retaining staff strut is being open with them and informing them regarding your plans. While this may not be pleasant at first, it demonstrates clarity a focus and helps mature staff understand your direction. Judy Stoleys held a meeting immediately the decision was made and informed them regarding the retrenchment plan and also mentioned the time frame and ways the program would assist affected staff (Steele, 2012). This allowed employed to be prepared and begin seeking alternatives and advises on losing their job from Judy, senior members, and other sources. The organization also offered support to affected staff to locate new jobs thus helping regain the staff's trust.
Confront Contractors Regarding Process Change
Other major issues related to Leadership and project management strategies progress was related to the process followed by the contractors while developing products on the ARMAAM Leadership and project management strategies. As in all government Leadership and project management strategiess, each staff involved a considerable amount of paper work and this tool lots of time for approval before proceeding (Harmon, 2014). To improve efficiency the process required to be simplified but to simplify the process it was necessary for the contractors to trust the department and Leadership and project management strategies management will support their move.
Encouraging Remaining Staff to Multitask
Judy Stoleys was to improve efficiency and cutting costs and while this could be achieved by reducing the staff members and building trust with the contractors to make the process easier it also meant the remaining staff had to be open to multitasking (Crenshaw, 2010). This meant she had to analyse and choose employees who were open to performing and perfect multiple tasks making it important to select the staff who would remain very careful. It also required of them have a general idea of all processes and be in their youth to help reduce the need for replacement through retirement thus ensuring the Leadership and project management strategies transition was successfully achieved.
3 Key learning and behavioural modification strategies used to gain trust of the Leadership and project management strategies team members
Lead by example
Judy Stoleys would demonstrate a different approach towards leadership from the first day she was appointed where by the problems had been clearly outlined and solutions needed implementation. She took on the responsibility of spearheading the reform in the department without considering the negative implications it would have on her reputation among the employees (Baldoni, 2008). While this may have built negative sentiment at first, over time stake holders begin viewing it as a positive trait towards the development of the Leadership and project management strategies.
Clear and open communication
Open and clear communication must always be practiced by a leader so as to gain employee trust. Back biting. Blame and critique should not be made against an individual to other without their knowledge. It’s critical to confront the individual directly and inform them regarding your intention (Melecio, 2014).
Discuss and resolve insecurities
Building trust among staff and stake holders also means inviting them to disclose their insecurities. These can then be listed and analysed after which proposal developed to help to resolve the insecurities. This has been observed in the case study on several occasions such as when Judy Stoleys informs staff that the Leadership and project management strategies will be experiencing a major retrenchment over the next 12 months but the program heads will help affected staff resettles and secure other employment opportunities. Another example is when she confronts the contractors regarding the current process related to adopting and implementing change (Grant & Kirton, 2007). Mistrust is the main reason that processes are prolonged but as Judy demonstrates that she can be relied on and places her faith the contractor, they gradually begin trusting her word and processes implementation and changes begin faster.
3 steps to change the Leadership and project management strategies teams culture and promote trust, mutual support and framework between the government and contractors
Placing Trust on Contractors without Suspicion and Need to Monitor
One of the biggest problems facing the ARMAAM Leadership and project management strategies was the lack of faith and trust with the contractors which led the Leadership and project management strategies heads to hire multiple staff members to monitors different ARMAAM Leadership and project management strategies processes. This was mainly due to lack of trust while dealing with the contractors leading to each process needed to be monitored. This also meant more approvals where required and also instigated the contractor to take more precautions before making any proposed changes to the Leadership and project management strategies.
Overall this leads the Leadership and project management strategies to nurture mistrust and suspicion among stake holders (Wrench, 2013). This needed to be eliminated by removing the requirement to monitor the contractors every move which would allow her to build faith and trust in the management of the Leadership and project management strategies over time. This would also help speed up the Leadership and project management strategiess change implementation which would allow for more productivity and efficiency to be achieved.
Avoid Focusing On Financial Loss and Profits Related To the Leadership and project management strategies
Another major concern linked to the ARMAAM Leadership and project management strategies was the management concern related to monitoring and restricting the contractor’s budget and profits made on Leadership and project management strategiess. This was a wrong approach since the official was influencing the Leadership and project management strategiess to progress by restricting finances. This resulted in limiting profits associated to the ARMAAM Leadership and project management strategies which limited the number of interested contractors. Removing the restrictions would make the contracts more profitable and attract more contractors which would help increase diversity and Leadership and project management strategies implementation. It would also encourage the current contractors to focus more on Leadership and project management strategies quality and performance due to the increased interest by other contractors who would act as competitors.
Trust Contractors Proposed Leadership and project management strategies Change and Improvement
Another major concern hampering trust is restrictions and limitations related to change and improvements were again the proposals needed to be drawn and approved. Instead, Judy Stoleys would propose leaving the decision on the contractors solely. This is due to them being the professionals in the field and making them more knowledgeable regarding the required changes. Rather than re-evaluate their proposed changes focus would be turned towards examining how the costs can be limited and success rate increased by placing the contractors responsible for the final outcome. This would mean the contractor was liable to answer questions related to quality breach and failure thus instigating them to focus more on proposals which offer a higher rate of when implemented. Failure would result in them needing to report and compensate the government for the losses which would speed up the process and ensure quality was achieved.
Develop a Personal Leadership Development Plan for Judy Stoleys
For Judy Stoleys to successful register success on the Leadership and project management strategiess, it is critical to develop a 4 step leadership development plan which would allow here to evaluate the current scenario. Visualize her goals and intentions, plans the implementation process and constantly monitors and evaluate progress. This is important as it would allow her to maintain consistency with regard to the progress of the Leadership and project management strategies which is critical towards successful implementation of the proposed plan (Timms, 2016). Only by maintaining a record of the plan will she be able to monitor her own progress thus allowing her to focus more towards achieving the goals and securing success.
Conclusion
Today many government Leadership and project management strategiess have been identified to be very costly despite there being many developments in technology and management which can assist managing the Leadership and project management strategiess. This is due to the lack of initiative and drives from the Leadership and project management strategies managers who simply ignore the need to implement change and make processes more efficient and cost effective. This makes it important for leaders to change their perception related to their leadership roles with the goals of improving effeminacy and process implementation as opposed to monitoring contractors and other stake holders.
References
Aitken, P., & Higgs, M. (2010). Developing Change Leaders: The Principles and Practices of Change Leadership Development. Berlington: Routledge.
Baldoni, J. (2008). Lead by Example: 50 Ways Great Leaders Inspire Results. New York: AMACOM Div American Mgmt Assn.
Crenshaw, D. (2010). The Myth of Multitasking: How "Doing It All" Gets Nothing Done. John Wiley & Sons.
Grant, C. H., & Kirton, R. M. (2007). Governance, Conflict Analysis and Conflict Resolution. Kingston: Ian Randle Publishers.
Harmon, P. (2014). Business Process Change. Walthem: Morgan Kaufmann.
Melecio, N. (2014). Build Your Organization from the Inside-out: Developing People Is the Key to Healthy Leadership. Lulu Press, Inc.
Schroeder, C. (2012). Leadership and Management - A closer look on Differences and Managerial Roles. GRIN Verlag.
Steele, R. D. (2012). The Open-Source Everything Manifesto: Transparency, Truth, and Trust. Berkeley: North Atlantic Books.
Timms, M. (2016). Succession Planning That Works: The Critical Path of Leadership Development. Victoria: FriesenPress.
Wrench, J. S. (2013). Workplace Communication for the 21st Century: Tools and Strategies that Impact the Bottom Line [2 volumes]: Tools and Strategies That Impact the Bottom Line, Volume 1. Califonia: ABC-CLIO.
Zak, P. J. (2017). Trust Factor: The Science of Creating High-Performance Companies. New York: AMACOM Div American Mgmt Assn. Leadership and project management strategies
