Qualities of Chief Executive Officer for Organizational Success...

Qualities of Chief Executive Officer for Organizational Success A chief executive officer (CEO) of an organization requires a large number of qualities besides hard work and dedication for the success of the organization which he is heading. The performance of the organization is dependent on the capabilities of the CEO. The job carries with it a large amount of responsibilities. The job of CEO is not a bed of roses. In fact, it is a very tough job and is fundamentally different from any other job in a senior management position. The CEO needs to have the self-discipline to get results. He needs to be charismatic. He is required to have high cognitive ability, conscientiousness/achievement, and extraversion/assertiveness. He needs to have innovative strategies. He is required to forge long-term relationships with customers, innovate, execute, build high-performing teams, ensure accountability, manage people, communicate, engage others, create workforce plans, exercise judgment, have emotional intelligence, and possess an honorable character The CEO needs to have leadership qualities. His integrity is to be unquestionable. He is to be impartial. He is to be modest and endure greatness besides being efficient and flexible. He is to be aggressive but respectful. He is to move fast to fulfill the commitments. He is to be calm under pressure. He is required to treat people with respect. He is to set the example and high standards for others to follow. A CEO is to have a lot of enthusiasm and persistence. He is to be innovative and proactive. He is required to have analytical skills and creative thinking. He needs to have vision and strategic plans. He is to be diligent and systematic.  At the same time he is to pay attention to details. A CEO is to have the habit of...

Managing Change in the Workplace...

Managing Change in the Workplace Workplace changes take place in every organization because of several reasons. Some of them are (i) administrative, (ii) upgradation of technologies, (iii) additions of new departments, units or branches because of expansion, and (iv) restructuring/reorganization within the organization etc. Whatever be the reason for the workplace changes, it throws certain challenges for the management. If the process of change is not managed properly, then it has adverse impact on the working of the organization. There are two major categories of change initiatives which the management adopts for the workplace changes. These initiatives result into either strategic changes or operational changes.  Example of the strategic workplace changes are those changes which take place due to the succession planning by the management. Operational workplace changes take place to meet the demand crated by technological upgradation, the additions of new departments, units, or branches because of expansion, or if a need arises in some departments due to the leaving of the present employees. During the strategic change initiative of the workplace change, the purpose of the initiative is changing the mind-set of the employee so that he can take higher responsibilities in future. In case of operational change initiative of the workplace usually management tries to pick up those employees who can pick up the processes of the new workplace quicker. However, the employees normally need some sort of introduction to the new processes and systems. During the workplace changes employees are introduced to the systems and processes of the new workplace. They need to learn them and adopt them quickly and swiftly. Further they may get non co-operation from some of the present employees of the new workplace since these present employees feel threatened in achieving their personal goals. Employees normally...

Management of Workplace Conflicts...

Management of Workplace Conflicts The differences of the employees of an organization define their uniqueness. These differences can be due to their backgrounds, culture, gender, beliefs, values, and behaviours. Different employees may have differences with their co-employees in the peer groups. They may have different abilities, talents, and levels of attractiveness or interest. These differences though help in the progress and contribute to the dynamics of the organization yet they also contribute to workplace conflicts in the organization. Each of the employees of the organization is likely to experience some degree of conflict, be it personal, professional, or organizational. Employees of the organization are human beings and the very essence of being human contributes directly to the varying degrees of unhappiness, distress and destruction. Every employee has his own unique background and his own needs defined by his values and beliefs. When these needs are not met, or are denied, then the employee is in the state of conflict. All the employees of the organization are different from each other. They have different needs, tastes, opinions, beliefs, preferences and values. There is a need to cope with these differences. The differences are not to be allowed to get in the way and be the source of workplace conflict. On the contrary the differences are to be exploited for the employees’ creativities. Workplace conflicts are of four types (Fig 1). They are (i) conflicts over facts and data, (ii) conflicts over process or methods, (iii) conflicts over purpose, and (iv) conflicts over values. Further, the workplace conflicts can be simple or complex. These are always the underlying causes for various conflicts at the workplace. Conflicts over facts and data – The two sides involved in the conflict have two sets of facts or two different...