In job analysis, Yeo’s Company focus on enriching the skill, knowledge and competency level of the employees. The main purpose is to increase its productivity and profits as well. By this, Yeo’s Company has focusing on several different matters in competency on job analysis, such as competency-based training, competency-based recruitment and selection. There are also some legal considerations that are needed to be considered in job analysis as well.
Competency on Job Analysis In human capital, Yeo’s Company claims that it always offers training and development programs in order to provide a supportive working environment, culture and norm in the organization. By this, Yeo’s Company employees participate in many different types of in house as well as external training courses in order to improve their technical-related skills and soft management skills, such as communication skill, adaptation skill and leadership skill every year. This will help the employees to perform better.
Since Yeo’s Company is producing food and beverages products, so the core competencies of Yeo’s Company are behavioral competencies, functional competencies and leadership competencies. Behavioral and functional competencies are required for employees while leadership competency is required for managerial position. There are a systematic manufacturing process in producing food and beverages. Thus, all employees especially those who are from production department need to have behavioral competency to work as a team and also functional competency to have high productivities.
For example, when Yeo’s Company is producing a soya drink, there will be several procedure and step to be followed. First step is procuring raw materials. Second step is de-hulling followed by invalidating indigestible, rough grinding and so on. The last step is packaging and labeling as well. All the procedure must be done from the first to the last, otherwise the product unable to be produced. Thus, all employees in each of the process must have the specific technical skill and work together to have better performance. (Rank, J)
Furthermore, the employees at the each of process must have a very high specific competency level, ability and knowledge about the task, what should they do and how they do. For example, employees who are working at packaging stage must ensure that all the drinks do not leak out of the package and do not expose to the air, otherwise the drinks is spoiled. Besides, they also need to make sure that the volume of the drinks must be accurate. In order to eliminate the mistake made by the employees, Yeo’s Company has provided different types of competency-based training programs for the employees, especially specific technical-typed of training. This means each of the employees will be trained as a expert in that particular job scope. For example, employees in packaging process will attend only for packaging training rather than others. This is because Yeo’s Company must make sure that the employees know 100% of the job responsibilities and requirement as well.
Other than that, all the directors play an important role in the work force, department and also organization. The directors with good leadership skill, effective communication skill, high effectiveness and efficiency can influence or change the attitude and behavior of the employees. With this, higher working spirit among the employees will automatically become the norm of the organization. Thus, directors’ roles are increasingly demanded in Yeo’s Company. The Board of Directors of Yeo’s Company updates and improves themselves with some relevant and important training programs, such as talks, seminars and workshops. For example, all directors attended an in-house training program named “Competition Law in Malaysia” on 27 July 2010. The next example is all members of the Board have also attended the Mandatory Accreditation Training Programme (MAP) provided by Bursa Malaysia Securities Berhad.
Name of Directors Training Programme Tjong Yik Min
Far East Organization Leadership Talk Series on 26 March 2010
Dato’ N. Sadasivan a/l N. N. Pillay
Forum on FRS 139 Financial Instruments: Recognition and Measurement – The Challenges of Implementing FRS 139 on 6 January 2010
Reclaiming the Commons: Collaborating and Competing in the new Economic Order on 4 October 2010
New Business Frontier: Innovative Human Capital on 12 October 2010
Workshop on GST and Transfer Pricing on 25 October 2010
Boardroom Experience on 26 November 2010
Razman Hafidz bin Abu Zarim
18th World Congress of Accountants 2010 on 8 – 11 November 2010
Yap Ng Seng
Mandatory Accreditation Programme for Directors of Public Listed Companies on 22
Characteristics Of A Transformational Leader Management Essay
Management Assignment Help Assignment Help In the past decade there has been a lot of unrest in many countries due to lack of a good leader. When we talk about situation in Iraq we can say that the citizens of the country suffered because their leader did not work well for the country but for his selfish needs. He failed to set a vision for the country and for its people. Scholars have defined leadership either as transformational or transactional. Both these leadership style have become popular in the recent times. According to Bernard M Bass(1998)”Transformational leaders help followers grow and develop into leaders by responding to individual follower’s needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group and the larger organization.”(p.5).
2. Main Body In transformational leadership, leaders create a vision, when fulfilling this vision they motivate their subordinates or employees and help to develop themselves. In this style of leadership, a leader gives importance to his follower. He listens to them and pays attention to their needs. He believes in achieving goals through motivation and inspiration rather than through force and deadlines. Transformational Leaders believe in leading through inspiration. They are admired and respected by their followers as they become role models for them.
Richard Branson, who is the famous British entrepreneur and leader of the Virgin group, encourages his employees to give new ideas in several brain storming sessions and encourages them to implement the idea if feasible. This way the employees feel much more part of the organization they work for. Even if the idea doesn’t work, he allows his employees to learn from the mistakes. He often narrates his own success and failure stories.
2.1 Characteristics of a Transformational Leader The two most important characteristics of a Transformational Leader is Morality and Virtue. The concept of moral leadership is proposed as a means for leaders to take responsibility for their leadership and to aspire to satisfy the needs of the followers. Burns’ position is that leaders are neither born nor made; instead, leaders evolve from a structure of motivation, values, and goals. The result of this leadership is a mutual relationship that converts followers to leaders and leaders into moral agents. Transforming leadership occurs when one or more persons engage with one another with high levels of motivation and morality. Burns also contends that leadership is a moral undertaking and a response to human wants as they are expressed in human values. On the other hand, moral life rests upon foundations of individual virtue and that the individually virtuous person transformed others as well as the social environment (Schwartz, 1985; Lin, Rosemont