CRITICAL ANALYSIS OF COMPANIES

Critical Analysis of Companies



Critical Analysis of Companies

Introduction

Management upon its own is a broad discipline when it comes to discussion and undertaking regarding the attempts of employee surveillance and making effective use of all the items available to us. More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to higher performance. It may need to be co-ordinate, rather than misaligned or fragmented, and may be most effective in teams performing interdependent tasks. DL has not often been linked to team information processing, however; viewing leadership as involving information management, it is proposed that DL may be linked to higher levels of information exchange and information integration.

In order to make amends for analyzing the success of companies, one should be able to make significant amends in terms of making viable justifications and make effective use of leadership skills that have been undertaken by the entire organization and the people working within (Arvey, 2006, 1-20).

Effective managerial skills

In the organization where I work, there have been several amends and adjustments made on an iterated basis for improving the worth of human resource currently present and working in the organization. For the purpose and objective of making an effective organizations there are certain skills that one needs to undertake in terms of skills being adopted and practiced within the frame of the organization. Although there is a never ending list to the number of traits that are being required, however there are four key components prevalent in the environment that needs to be analyzed (Judge, 2002, 765-780).

External Environment

Considering this factor as part of making employees working within the organization a more proficient and skillful team requires external factors such as the other firms present in the industry, their expertise, value promotion and target audience, etc. are some factors that aid in employees to re-evaluate themselves accordingly. The key question that should be asked is 'How well do we keep pace with change?' (Gershenoff, 2003, 170-196) This question clearly suggests that an organization should be flexible and have an open environment in order to accept changes prevalent and recurring in the organization.

Internal Responsiveness

This suggests 'How effectively does learning help us to respond to change?' As the title suggests, an environment should have all accounts of problem resolution and entertaining all issues faced by employees in the organization (Lord, 1986, 402-410). This in addition also attempts the accounts of knowledge extension and information dissemination within the organizational frame for the purpose and objective of keeping all the employees well-knit amongst themselves, extend effective and responsive learning strategies in order for employees to adopt and aligned with the corporate values practiced by the organization on an iterated basis.

Company culture

As the title suggest, this head covers the notion, 'Does our culture value and completely utilize active, workplace learning?' This clearly suggests the accounts of training and expertise that has been intended to ...