Mohammad T Islam

Sandwiched Feedback: A Balancing Act of Constructive Criticism

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The Sandwich Method of feedback is a popular technique used in both professional and personal settings to deliver potentially sensitive feedback in a way that is more likely to be received positively by the recipient. The method involves “sandwiching” the critical feedback between two positive comments. Here’s How the Sandwich Method is Structured: 1.0 Positive Opening: Start with positive feedback. Highlight something that the individual has done well. This sets a positive tone for the conversation and makes the recipient more open to listening. It’s important that this praise is genuine and specific to ensure that the person feels truly recognised for their efforts. 2.0 Constructive Feedback: After the initial positive note, you transition into the constructive feedback. This is where you address the area that needs improvement. It’s crucial to be specific about the behaviour or performance that needs to change and to focus on the issue, not the person. Providing clear examples and the impact of their actions can help the individual understand the feedback better. 3.0 Positive Conclusion: End the feedback session with another positive note. This could be encouragement, confidence in their ability to improve, or recognition of their strengths. The aim is to leave the conversation on a positive note, ensuring the individual feels supported and motivated to make the changes discussed. Advantages of the Sandwich Method: Reduces Defensiveness: By starting and ending with positive feedback, the individual is less likely to become defensive when the constructive criticism is presented (Calvello, 2021). Motivates Change: Ending on a positive note can leave the recipient feeling hopeful and motivated to address the areas of improvement (Calvello, 2021). Builds Relationships: This method can help maintain and even strengthen relationships, as it ensures that feedback is delivered in a caring and supportive manner (Miles, 2022). Criticisms of the Sandwich Method: May Dilute the Message: Some critics argue that the positive messages may dilute the importance of the constructive feedback, especially if the recipient focuses only on the positive aspects (Miles, 2022). Can Become Predictable: If used repeatedly with the same individuals, they may come to anticipate the structure and dismiss the positive feedback as insincere, focusing only on the negative (Calvello, 2021). Potential for Confusion: If not done carefully, sandwiching feedback can lead to confusion about the overall message, particularly if the positive aspects are not directly related to the area of improvement (Miles, 2022). Despite these criticisms, when used appropriately and with genuine feedback, the Sandwich Method can be an effective way to communicate areas for improvement while still affirming the individual’s value and contributions (Calvello, 2021). It’s most effective when the positive feedback is directly relevant to the individual’s strengths and the constructive criticism is clear, specific, and actionable. References: Calvello. M. (2021) “The Feedback Sandwich: Should You Use It? (Pros and Cons)”. [online]. Available on: https://fellow.app/blog/feedback/the-feedback-sandwich-should-you-use-it-pros-and-cons/. Miles, M. (2022) “Should you use the feedback sandwich? 7 pros and cons”. [online]. Available on: https://www.betterup.com/blog/feedback-sandwich.

Entrepreneurship: Overview of Key Topics Within the Field

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Entrepreneurship is indeed a multifaceted discipline that plays a crucial role in economic development and innovation. According to Baron (2007), entrepreneurship involves identifying opportunities and taking calculated risks to bring innovative ideas to fruition. Successful entrepreneurs often exhibit traits such as creativity, resilience, and strategic thinking (Ratten, 2010). They are adept at marshalling resources and executing their plans effectively (Barringer & Ireland, 2016). Through their ventures, entrepreneurs contribute significantly to economic growth, job creation, and societal advancement (Shane & Venkataraman, 2000). In essence, entrepreneurship is not just about starting a business; it’s about envisioning and creating solutions to problems, seizing opportunities, and driving positive change in the world. Here’s an Overview of Key Topics Within the Field of Entrepreneurship: Entrepreneurial Mindset and Characteristics: Entrepreneurship often begins with a mindset characterised by creativity, risk-taking, resilience, and a willingness to challenge the status quo (Ratten, 2010). Understanding the traits and attitudes associated with successful entrepreneurs is crucial for aspiring business owners. Opportunity Recognition and Idea Generation: Identifying viable business opportunities is fundamental to entrepreneurship (Shane & Venkataraman, 2000). This involves recognising unmet needs, market gaps, emerging trends, and innovative solutions that can be translated into viable business ideas. Business Planning and Strategy: Developing a well-thought-out business plan and strategy is essential for guiding the entrepreneurial journey (Barringer & Ireland, 2016). This includes defining business goals, understanding the target market, assessing competition, and outlining operational and financial plans. Market Research and Validation: Conducting thorough market research helps entrepreneurs understand customer needs, preferences, and behaviours (Zikmund et al., 2013). Validating business ideas through prototypes, MVPs (Minimum Viable Products), or pilot tests can provide valuable insights and reduce the risk of failure. Funding and Financing: Access to capital is critical for starting and scaling a business (Mason & Stark, 2004). Entrepreneurs need to explore various funding options such as bootstrapping, angel investment, venture capital, crowdfunding, and loans, considering their stage of growth and funding requirements. Legal and Regulatory Considerations: Entrepreneurs must navigate legal and regulatory frameworks relevant to their industry and geographic location (Hitt et al., 2008). This includes business registration, intellectual property protection, contracts, licences, permits, and compliance with tax laws. Marketing and Branding: Effective marketing and branding strategies are essential for attracting customers, building brand awareness, and creating a competitive advantage (Kotler et al., 2017). Entrepreneurs need to understand concepts such as segmentation, targeting, positioning, branding, and digital marketing channels. Sales and Customer Acquisition: Developing sales strategies and acquiring customers are fundamental to business success (Anderson et al., 2006). Entrepreneurs need to master sales techniques, customer relationship management, and customer retention strategies to drive revenue growth. Product Development and Innovation: Continuous innovation is key to staying competitive and meeting evolving customer needs (Tidd & Bessant, 2018). Entrepreneurs should focus on product development, iteration based on customer feedback, and staying abreast of industry trends and technological advancements. Entrepreneurial Networking and Ecosystem: Building a strong network of mentors, advisors, partners, and fellow entrepreneurs is invaluable (Aldrich & Zimmer, 1986). Engaging with entrepreneurship communities, accelerators, incubators, and networking events can provide support, resources, and opportunities for collaboration and learning. Scaling and Growth Strategies: Scaling a business involves expanding operations, entering new markets, and increasing revenue while maintaining profitability and customer satisfaction (Churchill & Lewis, 1983). Entrepreneurs need to develop growth strategies, manage scalability challenges, and adapt their business models as they grow. Risk Management and Resilience: Entrepreneurship inherently involves risks, including financial, market, operational, and regulatory risks (Meyer, 1990). Entrepreneurs must develop risk management strategies, contingency plans, and resilience to overcome setbacks and navigate uncertainties effectively. Understanding these key topics within the field of entrepreneurship provides a solid foundation for aspiring and existing entrepreneurs to embark on their entrepreneurial journeys, navigate challenges, and pursue sustainable growth and success. References: Aldrich, H. E., & Zimmer, C. (1986). Entrepreneurship through social networks. In D. L. Sexton & R. W. Smilor (Eds.), The art and science of entrepreneurship (pp. 3-23). Ballinger Publishing Company. Anderson, J. C., & Narus, J. A. (2006). Business marketing: Understand what customers value. Harvard Business Review Press. Barringer, B. R., & Ireland, R. D. (2016). Entrepreneurship: Successfully launching new ventures. Pearson Education. Baron, R. A. (2007). Behavioral and cognitive factors in entrepreneurship: Entrepreneurs as the active element in new venture creation. Strategic Entrepreneurship Journal, 1(1-2), 167-182. Churchill, N. C., & Lewis, V. L. (1983). The five stages of small business growth. Harvard Business Review, 61(3), 30-50. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2008). Strategic management: Concepts and cases. Cengage Learning. Kotler, P., Kartajaya, H., & Setiawan, I. (2017). Marketing 4.0: Moving from traditional to digital. John Wiley & Sons. Mason, C., & Stark, M. (2004). What do investors look for in a business plan? A comparison of the investment criteria of bankers, venture capitalists and business angels. International Small Business Journal, 22(3), 227-248. Meyer, A. D. (1990). Adapting to environmental jolts. Administrative Science Quarterly, 35(2), 241-263. Ratten, V. (2010). Entrepreneurial management: A theoretical approach. Pearson Education. Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226. Tidd, J., & Bessant, J. (2018). Managing innovation: Integrating technological, market and organizational change. John Wiley & Sons. Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods. Cengage Learning.

Change Management: Overview of Key Topics Within the Field

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Change management involves systematically managing the process of implementing changes within an organization to ensure they are smoothly and effectively adopted (Cameron & Green, 2015). It encompasses planning, communication, stakeholder engagement, and training to minimize resistance and maximize the benefits of change initiatives (Hiatt & Creasey, 2012). Successful change management often involves understanding the organization’s culture, addressing employee concerns, and providing support throughout the transition period (Cameron & Green, 2015). Here’s an Overview of Key Topics Within the Field: 1.0 Change Management Models: Various models provide frameworks for understanding the change process, such as Lewin’s Change Management Model, Kotter’s 8-Step Process for Leading Change, and the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) (Hiatt & Creasey, 2012). 2.0 Stakeholder Analysis and Engagement: Identifying stakeholders and understanding their perspectives, concerns, and levels of influence is crucial for successful change implementation (Cameron & Green, 2015). Effective communication and engagement strategies are essential (Hiatt & Creasey, 2012). 3.0 Change Readiness Assessment: Evaluating an organization’s readiness for change involves assessing factors such as leadership support, employee capabilities, organizational culture, and resources available for change initiatives (Cameron & Green, 2015). 4.0 Communication Strategies: Clear, timely, and consistent communication is vital throughout the change process to build understanding, manage resistance, and maintain morale (Hiatt & Creasey, 2012). This includes communicating the rationale for change, addressing concerns, and celebrating milestones. 5.0 Change Leadership and Sponsorship: Strong leadership is necessary to guide the change effort, set the vision, align resources, and empower teams (Cameron & Green, 2015). Change sponsors play a critical role in championing the initiative, providing resources, and removing obstacles (Hiatt & Creasey, 2012). 6.0 Resistance Management: Resistance to change is natural and can stem from various factors, including fear of the unknown, loss of control, and perceived threats to the status quo (Cameron & Green, 2015). Strategies for addressing resistance involve active listening, empathy, and involving employees in the change process (Hiatt & Creasey, 2012). 7.0 Training and Development: Equipping employees with the knowledge, skills, and support needed to adapt to new processes, systems, and ways of working is essential for successful change adoption (Cameron & Green, 2015). Training programs should be tailored to the specific needs of individuals and teams (Hiatt & Creasey, 2012). 8.0 Change Measurement and Evaluation: Establishing metrics and key performance indicators (KPIs) allows organizations to track the progress of change initiatives, identify areas for improvement, and demonstrate the impact of change on business outcomes (Cameron & Green, 2015). 9.0 Organisational Culture Change: Culture plays a significant role in shaping attitudes, behaviors, and norms within an organization (Cameron & Green, 2015). Changing culture often requires a long-term, multifaceted approach that aligns values, beliefs, and behaviors with the desired state (Hiatt & Creasey, 2012). 10.0 Sustaining Change: Ensuring that change initiatives are embedded into the organization’s DNA and become part of everyday practice is crucial for long-term success (Cameron & Green, 2015). This involves ongoing reinforcement, celebration of successes, and continuous improvement (Hiatt & Creasey, 2012). These topics provide a comprehensive framework for understanding and managing change within organizations, helping to navigate complexities and challenges effectively. References: Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organisational change (4th ed.). Kogan Page. Hiatt, J. M., & Creasey, T. J. (2012). Change management: The people side of change (2nd ed.). Prosci Research.

What’s the Difference Between Being Nice and Being Kind?

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In the realm of interpersonal interactions, the terms “nice” and “kind” are often used interchangeably, yet they encapsulate distinct qualities. While both notions connote positivity and amiability, they carry different connotations and implications. This report aims to delineate the disparities between nice and kind individuals, highlighting their behaviours, motivations, and impacts on others. Nice People: Nice individuals typically prioritise maintaining surface-level harmony and avoiding conflict in social interactions (Adams, 2016). They may exhibit courteous gestures, such as smiling, offering compliments, and agreeing with others’ opinions, to foster a pleasant atmosphere (Grant, 2020). However, niceness can sometimes be performative, driven by a desire for validation or social acceptance rather than genuine empathy or concern for others’ well-being (Bruneau et al., 2015). Kind People: Kindness, on the other hand, emanates from a deeper sense of empathy, compassion, and genuine goodwill toward others (Keltner et al., 2014). Kind individuals prioritise understanding and supporting others, often demonstrating acts of generosity, empathy, and altruism (Curry et al., 2018). Their actions stem from an authentic desire to alleviate others’ suffering and promote their welfare, rather than solely seeking approval or avoiding discomfort (Seppala, 2016). Distinguishing Factors: One key distinction between nice and kind individuals lies in their underlying motivations and intentions. Nice behaviours may arise from social norms or a desire to be liked, whereas kindness emerges from an intrinsic concern for others’ welfare (DeSteno et al., 2010). Additionally, while niceness tends to prioritise external appearances and surface-level interactions, kindness delves deeper into understanding and addressing individuals’ needs and emotions (Grant, 2020). Impact on Others: The impact of niceness versus kindness on interpersonal relationships and societal dynamics can vary significantly. Nice gestures, while superficially pleasant, may lack substance and fail to cultivate genuine connections or trust (Grant, 2020). Conversely, acts of kindness foster meaningful connections, strengthen social bonds, and contribute to a more supportive and compassionate community (Keltner et al., 2014). Research suggests that kindness not only benefits recipients but also enhances the well-being and satisfaction of the giver (Aknin et al., 2013). In summary, while niceness and kindness both entail positive behaviours and attitudes, they represent distinct approaches to social interactions. Nice individuals prioritise surface-level harmony and approval, often driven by external validation or social norms. In contrast, kind individuals demonstrate genuine empathy, compassion, and altruism, motivated by an authentic desire to support others’ well-being. Understanding the disparity between niceness and kindness can help cultivate more meaningful and fulfilling relationships, fostering a culture of empathy and compassion in both personal and societal contexts. References: Adams, S. (2016). What’s the Difference Between Being Nice and Being Kind? Forbes. Aknin, L. B., Barrington-Leigh, C. P., Dunn, E. W., Helliwell, J. F., Biswas-Diener, R., Kemeza, I., … & Norton, M. I. (2013). Prosocial spending and well-being: Cross-cultural evidence for a psychological universal. Journal of Personality and Social Psychology, 104(4), 635–652. Bruneau, E., Cikara, M., & Saxe, R. (2015). Parochial empathy predicts reduced altruism and the endorsement of passive harm. Social Psychological and Personality Science, 6(4), 499–507. Curry, O. S., Rowland, L. A., Van Lissa, C. J., Zlotowitz, S., McAlaney, J., & Whitehouse, H. (2018). Happy to help? A systematic review and meta-analysis of the effects of performing acts of kindness on the well-being of the actor. Journal of Experimental Social Psychology, 76, 320–329. DeSteno, D., Bartlett, M. Y., Baumann, J., Williams, L. A., & Dickens, L. (2010). Gratitude as moral sentiment: Emotion-guided cooperation in economic exchange. Emotion, 10(2), 289–293. Grant, A. (2020). The Difference Between Being Nice and Being Kind. The New York Times. Keltner, D., Kogan, A., Piff, P. K., & Saturn, S. R. (2014). The sociocultural appraisals, values, and emotions (SAVE) framework of prosociality: Core processes from gene to meme. Annual Review of Psychology, 65, 425–460. Seppala, E. (2016). The Power of Kindness. Scientific American.

Leadership: Overview of Key Topics Within the Field

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The area of leadership study is multifaceted, covering a wide range of topics that span from theoretical frameworks to practical applications. Here’s an Overview of Key Topics Within the Field: 1.0 Leadership Theories and Models: This includes the study of various leadership theories such as transformational, transactional, servant, participative, and situational leadership (Northouse, 2018). Each theory offers a different perspective on how leadership can be effectively exercised. 2.0 Leadership Styles: Exploration of different leadership styles, such as autocratic, democratic, laissez-faire, and charismatic leadership (Grint, 2000). Understanding these styles helps in identifying the most effective approach in various situations. 3.0 Emotional Intelligence: The role of emotional intelligence in leadership, focusing on self-awareness, self-regulation, motivation, empathy, and social skills (Goleman, 1995). Emotional intelligence is crucial for effective leadership and interpersonal relationships. 4.0 Ethical Leadership and Corporate Social Responsibility: Examining the principles of ethical leadership and the importance of leaders acting as role models in ethical behaviour (Brown & Treviño, 2006). This also includes the study of corporate social responsibility and its impact on organisational success. 5.0 Cultural and Global Leadership: Investigating how culture influences leadership practices and the challenges of leading in a globalised world (House et al., 2004). This includes understanding cross-cultural communication, diversity, and inclusion. 6.0 Leadership Development: Strategies and programmes for developing leadership skills at all levels of an organisation (Avolio & Hannah, 2008). This includes mentoring, coaching, training programmes, and leadership courses. 7.0 Organisational Leadership: Focuses on leadership within organisations, including how leaders can influence organisational culture, drive change, and improve team performance (Yukl, 2013). 8.0 Women in Leadership: Examines the challenges and opportunities for women in leadership roles, gender disparities in leadership positions, and strategies for supporting women leaders (Eagly & Carli, 2007). 9.0 Leadership in Different Contexts: Leadership is also studied within specific contexts, such as educational leadership, military leadership, political leadership, and leadership in non-profit organisations (Bolden, 2011). 10.0 Innovation and Leadership: The relationship between leadership and innovation, including how leaders can foster an environment that encourages creative thinking and innovation (Amabile & Khaire, 2008). 11.0 Crisis Leadership: Focuses on leadership during times of crisis, including decision-making under pressure, crisis communication, and recovery strategies (Boin et al., 2013). 12.0 Team Leadership: Examines the dynamics of leading teams, including team development stages, conflict resolution, and fostering teamwork (Hackman & Wageman, 2005). Leadership study is an evolving field, constantly integrating new research findings, societal changes, and technological advancements to better understand effective leadership across different contexts and cultures.

Organisational Behaviour (OB): Overview of Key Aspects Within the Field

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Organisational behaviour (OB) is a multidisciplinary field that investigates the behaviour of individuals, groups, and structures within an organisation and its impact on organisational effectiveness (Robbins & Judge, 2021). Drawing from psychology, sociology, anthropology, and management disciplines, OB aims to comprehend human behaviour in the workplace (Robbins & Judge, 2021). Here are Some Key Aspects of OB: 1.0 Individual Behaviour: Individual behaviour is a central focus of OB, encompassing attitudes, personality traits, motivation, perception, learning, and decision-making processes within the organisational context (Robbins & Judge, 2021). Managers utilise insights from OB to predict and influence employee performance and job satisfaction (Robbins & Judge, 2021). 2.0 Group behaviour: Group behaviour is another crucial aspect studied in OB, examining how individuals form groups and teams within organisations and how group dynamics affect behaviour and performance (Robbins & Judge, 2021). Topics such as leadership, communication, conflict resolution, and teamwork fall under this domain (Robbins & Judge, 2021). 3.0 Organisational Structure: Organisational structure is examined in OB to understand both formal and informal structures within an organisation, including hierarchy, communication channels, and decision-making processes (Robbins & Judge, 2021). The impact of organisational structure on employee behaviour, motivation, and performance is explored (Robbins & Judge, 2021). 4.0 Organisational Culture: Organisational culture, a key component of OB, investigates shared values, beliefs, norms, and assumptions within an organisation (Robbins & Judge, 2021). Culture influences employee behaviour, attitudes, and perceptions, contributing significantly to organisational identity and effectiveness (Robbins & Judge, 2021). 5.0 Change Management: Change management is addressed in OB to understand how organisations handle technological, structural, or cultural changes (Robbins & Judge, 2021). Topics include resistance to change, change implementation processes, and strategies for fostering innovation and adaptation (Robbins & Judge, 2021). 6.0 Leadership and Management: Leadership and management practices are studied in OB, examining different leadership styles, power dynamics, and effective management strategies (Robbins & Judge, 2021). The impact of leadership behaviour on employee motivation, job satisfaction, and organisational performance is a central concern (Robbins & Judge, 2021). 7.0 Organisational Theory: Organisational theory provides the theoretical framework for OB, drawing on systems theory, contingency theory, social exchange theory, and other models to explain and predict organisational behaviour (Robbins & Judge, 2021). These theories aid managers in understanding and addressing organisational challenges (Robbins & Judge, 2021). In summary, organisational behaviour offers valuable insights into the intricate interplay between individuals, groups, and structures within organisations. By providing practical tools and strategies, OB contributes to enhancing organisational effectiveness and promoting employee well-being (Robbins & Judge, 2021). Reference: Robbins, S. P., & Judge, T. A. (2021). Organisational Behaviour. In S. P. Robbins & T. A. Judge (Eds.), Organisational Behaviour (15th ed.).

Human Resource Management (HRM): Overview of Key Topics Within the Field

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Human Resource Management (HRM) is the strategic approach to managing an organisation’s most valuable asset—its people. HRM encompasses a wide range of activities aimed at maximizing employee performance, satisfaction, and contribution to the organisation’s goals. Here are Some Key Topics of HRM: 1.0 Recruitment and Selection: Recruitment and selection are vital HRM functions, encompassing activities from attracting candidates to making job offers. According to a study by Cascio and Aguinis (2011), effective recruitment and selection processes significantly impact organisational performance by ensuring the right people are hired for the right roles. 2.0 Training and Development: Training and development initiatives are essential for employee growth and organisational success. As noted by Noe et al. (2019), HRM is responsible for identifying training needs and providing opportunities for skill development, which ultimately contribute to improved employee performance and satisfaction. 3.0 Performance Management: Performance management involves setting goals, evaluating performance, and providing feedback. Research by Armstrong and Baron (2017) highlights the importance of effective performance management systems in enhancing employee motivation and productivity. 4.0 Compensation and Benefits: Compensation and benefits play a crucial role in attracting and retaining talent. According to Milkovich and Newman (2016), competitive compensation packages are essential for employee satisfaction and engagement, ultimately impacting organisational performance. 5.0 Employee Relations: Maintaining positive employee relations is key to a healthy work environment. As outlined by Gomez-Mejia et al. (2016), HRM is responsible for managing employee relations, addressing conflicts, and promoting a positive organisational culture, which influences employee morale and retention. 6.0 Workforce Planning: Workforce planning involves forecasting future staffing needs and developing strategies to meet them. According to a report by Deloitte (2017), effective workforce planning enables organisations to align their talent with business objectives, ensuring they have the right people in the right roles at the right time.  7.0 Legal Compliance: Compliance with labour laws and regulations is imperative for organisations. According to Mathis et al. (2017), HRM professionals must stay abreast of legal requirements related to employment practices to mitigate legal risks and ensure a fair and equitable workplace. 8.0 HR Metrics and Analytics: HR metrics and analytics enable data-driven decision-making in HRM. Research by Rasmussen et al. (2018) emphasises the importance of HR analytics in measuring the effectiveness of HR initiatives and demonstrating their impact on organisational performance. These aspects collectively underscore the critical role of HRM in managing the people side of the organisation and driving strategic alignment with business objectives. References: Armstrong, M., & Baron, A. (2017). Performance Management: Key Strategies and Practical Guidelines. Kogan Page Publishers. Cascio, W. F., & Aguinis, H. (2011). Applied Psychology in Human Resource Management (7th ed.). Pearson. Deloitte. (2017). Global Human Capital Trends 2017: Rewriting the rules for the digital age. Retrieved from https://www2.deloitte.com/global/en/pages/human-capital/articles/introduction-human-capital-trends.html. Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing Human Resources (8th ed.). Pearson. Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2017). Human Resource Management (15th ed.). Cengage Learning. Milkovich, G. T., & Newman, J. M. (2016). Compensation (12th ed.). McGraw-Hill Education. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management: Gaining a Competitive Advantage (11th ed.). McGraw-Hill Education. Rasmussen, T., Ulrich, D., & Barney, J. B. (2018). Measuring and Analyzing Human Capital and Human Resource Metrics. Organizational Dynamics, 47(3), 144-157. https://doi.org/10.1016/j.orgdyn.2018.06.002.

The Sequence: Vision, Mission, Goals, Values, Strategies, Objectives, Tactics

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In organisational management, several interrelated elements guide a company’s actions and decisions, aligning its efforts with long-term aspirations. These components include vision, mission, goals, values, strategies, objectives, and tactics. Each element plays a pivotal role in shaping organisational success, ensuring alignment with the overarching purpose and fostering a consistent approach to both internal and external decision-making. Understanding these elements is crucial for sustaining a competitive advantage and guiding an organisation towards its strategic objectives. 1.0 Vision Vision is a foundational aspect of organisational strategy, representing long-term aspirations and desired outcomes. It serves as a compass, offering direction and inspiration. According to Kotter (1996), a vision statement should be concise, forward-thinking, and ambitious, helping to align efforts and motivate stakeholders towards a common goal. A strong vision statement fosters a sense of purpose and direction, not only for employees but also for external stakeholders. The forward-looking nature of a vision provides clarity regarding the organisation’s future path, which is essential for maintaining long-term sustainability and competitive advantage. A good example is Tesla’s vision of “creating the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.” This vision statement is ambitious, reflecting long-term aspirations while inspiring innovation and sustainability efforts within the company. Crucially, the vision statement is designed for internal use, guiding the company’s overall trajectory and serving as a beacon for employee actions and decision-making processes. 2.0 Mission While the vision outlines long-term aspirations, the mission defines the fundamental purpose of an organisation, focusing on its reason for existence. A mission statement answers the questions of what an organisation does, who it serves, and why its work matters. According to Bart (1998), a mission statement acts as a touchstone for organisational activities, serving as a reference point for decision-making. Mission statements tend to be outward-facing, meaning they are meant for both internal guidance and external communication. A well-crafted mission statement provides a clear framework for employees, helping to align day-to-day actions with broader organisational goals. For example, Google’s mission statement, “to organise the world’s information and make it universally accessible and useful,” provides a framework that guides not only the development of products and services but also corporate strategy and resource allocation. Externally, it communicates the company’s purpose and values to customers, shareholders, and other stakeholders, reinforcing trust and transparency. 3.0 Goals Goals are broad, overarching targets that organisations aim to achieve within a specified timeframe. These goals are directly aligned with both the mission and the vision, providing direction and focus. Armstrong (2012) asserts that goals represent the key outcomes or results that guide resource allocation and prioritise activities within an organisation. Goals are essential for translating the organisation’s mission into actionable priorities, serving as a bridge between broad organisational aspirations and specific objectives. Typically, goals cover areas such as financial performance, market growth, and product development. For example, a company’s goal might be to achieve a 20% increase in market share over the next five years. This goal provides a clear target, helping to focus resources and decision-making towards achieving this outcome. Setting such goals is crucial for long-term planning and ensuring that every aspect of the organisation’s operation works towards a unified objective. 4.0 Values Organisational values are the core beliefs, principles, and ethical standards that guide behaviours, decisions, and actions within an organisation. Schein (2017) highlights that values often encompass elements such as integrity, transparency, accountability, and respect, which are critical for shaping the culture of the organisation. Organisational values not only influence internal decision-making but also determine how an organisation is perceived externally, including its reputation and standing within the community. Values are essential for fostering a cohesive corporate culture. For example, companies like Patagonia emphasise environmental responsibility and ethical practices as core organisational values. These values shape how employees interact with one another, how products are developed, and how stakeholders are engaged. Denison (2020) further explains that a well-defined value system enhances organisational effectiveness, particularly in fostering innovation, customer focus, and diversity. Organisations that actively live their values tend to be more successful in the long term, as they build stronger relationships with both employees and external stakeholders. Bhattacharya, Korschun, and Sen (2008) argue that organisational values aligned with corporate social responsibility initiatives further strengthen stakeholder-company relationships, reinforcing the organisation’s commitment to ethical practices. 5.0 Strategies Strategies represent high-level, long-term plans or approaches designed to achieve organisational goals. According to Porter (1996), strategies are essential for creating a competitive advantage and effective market positioning. Strategies focus on leveraging internal capabilities while responding to external opportunities and threats. They encompass decisions regarding resource allocation, market penetration, and competitive positioning. Strategies can take various forms, such as cost leadership, differentiation, or focus strategies, depending on the organisation’s competitive environment and goals. For example, Apple employs a differentiation strategy, focusing on innovation and high-quality design to distinguish its products from competitors. This long-term approach enables the company to command premium prices and foster customer loyalty. The importance of strategy lies in its ability to provide a blueprint for organisational actions over a prolonged period, ensuring that resources are optimally deployed to achieve key objectives. Without a well-defined strategy, an organisation risks losing direction, wasting resources, and diminishing its competitive edge. 6.0 Objectives Objectives are the specific, measurable, achievable, relevant, and time-bound (SMART) targets that support the achievement of goals. Doran (1981) explains that objectives provide concrete steps or milestones that help guide decision-making and resource allocation. While goals provide broad targets, objectives break them down into actionable and quantifiable steps. For example, if a company’s goal is to increase revenue by 20% in five years, an objective might be to increase customer acquisition by 10% over the next year. This objective is specific (customer acquisition), measurable (10%), achievable (realistic target), relevant (aligned with revenue growth), and time-bound (within a year). Having SMART objectives allows organisations to monitor progress, make adjustments, and ensure that resources are being used effectively to achieve long-term goals. 7.0 Tactics Tactics are the specific actions, … Read more

Career and Employability Skills: Unlocking Professional Success and Career Advancement

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Career and employability skills are essential abilities and attributes that individuals must develop to succeed in the workplace and advance in their careers. These skills extend beyond technical expertise or academic qualifications, encompassing a wide range of competencies that are highly valued by employers across industries (Hillage & Pollard, 1998). In today’s dynamic and ever-changing job market, it is crucial to possess and continually develop Career and employability skills to maintain a competitive edge. Below is an Overview of Key Career and Employability Skills:  1.0 Communication Skills Effective communication is fundamental to professional success, as it allows individuals to convey ideas, information, and feedback clearly and professionally. Communication skills encompass a variety of forms, including verbal, non-verbal, and written communication, as well as active listening and interpersonal skills. Verbal communication involves speaking clearly and persuasively in meetings, presentations, and one-on-one conversations, while written communication requires the ability to articulate ideas through emails, reports, and other documents. Active listening ensures that individuals fully understand the message being conveyed, fostering better collaboration and reducing misunderstandings. Additionally, strong interpersonal skills facilitate positive interactions with colleagues, clients, and other stakeholders, which are vital for building relationships and promoting teamwork (Wrench et al., 2008). 2.0 Teamwork and Collaboration In today’s collaborative work environments, the ability to work effectively as part of a team is highly valued by employers. Teamwork and collaboration require individuals to work alongside colleagues, contribute ideas, and respect diverse perspectives. Successful collaboration also involves being open to feedback, resolving conflicts constructively, and supporting the team’s collective goals. As Katzenbach and Smith (1993) point out, high-performing teams are characterised by a shared commitment to achieving objectives, and individuals who can navigate team dynamics and foster a collaborative environment are critical to the success of any organisation. The ability to work well in a team also leads to increased innovation and efficiency, as different viewpoints and skill sets come together to tackle challenges. 3.0 Leadership Skills Leadership is not only about managing others but also about inspiring and motivating people to work towards common goals. Leadership skills are essential for career advancement, as they involve the ability to take initiative, make decisions, and guide others. Effective leaders exhibit qualities such as decisiveness, problem-solving abilities, and the capacity to delegate tasks appropriately (Northouse, 2018). Strong leaders also empower their teams by fostering a culture of trust, providing support, and encouraging personal and professional growth among team members. While leadership roles are often associated with managerial positions, leadership skills are valuable at all levels of an organisation, as they contribute to a positive and productive workplace culture. 4.0 Adaptability and Flexibility In an era marked by rapid technological advancements and shifting market demands, adaptability has become one of the most sought-after employability skills. Employers seek individuals who can embrace change, learn new skills quickly, and thrive in dynamic work environments. Adaptability involves the willingness to step outside one’s comfort zone and take on new responsibilities as needed. Flexibility, on the other hand, refers to the capacity to adjust one’s approach to meet the demands of different situations (Beechler & Woodward, 2009). Together, these skills enable employees to remain resilient in the face of uncertainty and to contribute effectively to the success of their organisation, even when faced with unexpected challenges. 5.0 Problem-Solving Skills Problem-solving is a core competency that is crucial in virtually every industry. It involves the ability to identify challenges, analyse root causes, and develop practical solutions. Employers value individuals who can think critically, troubleshoot issues, and make sound decisions under pressure (Dewey, 1910). Problem-solving skills are closely linked to creativity and innovation, as employees who can approach problems from multiple angles are more likely to find effective and efficient solutions. Moreover, the ability to solve problems independently reduces the need for constant supervision and allows employees to take ownership of their work, enhancing their contribution to the organisation. 6.0 Critical Thinking Critical thinking is another key skill that is closely related to problem-solving. It involves the ability to analyse information, evaluate arguments, and make informed decisions. Critical thinkers question assumptions, assess evidence, and approach problems with a logical and analytical mindset. In today’s complex and fast-paced work environments, the ability to think critically is essential for making strategic decisions and driving innovation (Facione, 2011). Employees who can apply critical thinking skills to their work are more likely to identify opportunities for improvement, foresee potential challenges, and make sound judgments that benefit the organisation. 7.0 Time Management and Organisation Strong time management and organisational skills are critical for maximising productivity and ensuring that tasks are completed on time. Effective time management involves setting priorities, creating schedules, and adhering to deadlines, while organisational skills refer to the ability to manage resources, including time, materials, and information, efficiently (Macan et al., 1990). Employers value individuals who can balance multiple responsibilities without sacrificing the quality of their work. Those who demonstrate good time management are often perceived as reliable, responsible, and capable of handling greater levels of responsibility within the organisation. 8.0 Digital Literacy In the digital age, proficiency with technology is no longer optional; it is essential for success in many career paths. Digital literacy includes the ability to use computer software, navigate the internet, and understand data analysis. As new technologies continue to emerge, employees must also demonstrate the ability to adapt to and integrate these tools into their work processes. Digital literacy is particularly important in industries that rely on data-driven decision-making and automation (Martin, 2006). Furthermore, as remote work and virtual collaboration become more prevalent, the ability to use digital tools effectively has become a critical component of employability. 9.0 Professionalism Professionalism encompasses a range of behaviours and attributes that reflect an individual’s commitment to ethical standards and workplace etiquette. This includes qualities such as integrity, reliability, accountability, and respect for others (Sullivan, 2005). Demonstrating professionalism in the workplace not only enhances one’s reputation but also fosters a positive work environment. Employers value employees who are dependable, punctual, and respectful in their … Read more

The Art of Intersectional Feedback in Diverse Workplaces

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Intersectional feedback involves recognising and addressing the multiple dimensions of identity that individuals possess, such as race, gender, sexuality, disability, socioeconomic status, and more (Crenshaw, 1989). Here are Some Key Principles and Considerations for Giving Intersectional Feedback: 1.0 Recognise Diversity: Acknowledge that each employee brings a unique set of identities and experiences to the table. Understand that their identities intersect and shape their perspectives, challenges, and strengths (Hancock, 2007). 2.0 Be Inclusive: Create a safe and inclusive environment where employees feel comfortable discussing their identities and experiences. Encourage open dialogue and actively listen to their perspectives without judgement (Bell, 1997). 3.0 Consider Context: Take into account the intersectionality of an employee’s identities when providing feedback. Consider how factors such as race, gender, sexual orientation, disability, and socioeconomic status may influence their experiences and performance (Bowleg, 2008). 4.0 Avoid Assumptions: Avoid making assumptions based on stereotypes or generalisations about any aspect of an employee’s identity. Instead, focus on specific behaviours, actions, and outcomes when delivering feedback (Hill Collins, 2015). 5.0 Tailor Feedback: Provide feedback that is specific, actionable, and relevant to each employee’s unique circumstances. Consider how their intersecting identities may impact their work and tailor your feedback accordingly (Bilge, 2009). 6.0 Be Empathetic: Show empathy and understanding towards employees who may face additional challenges or barriers due to their intersecting identities. Acknowledge their experiences and offer support as needed (Hooks, 2000). 7.0 Offer Resources: Provide resources and support to help employees navigate any challenges they may face related to their intersecting identities. This could include access to mentorship, professional development opportunities, or support networks (Carter, 2011). 8.0 Continuous Learning: Be willing to educate yourself and others about intersectionality and its impact on the workplace. Stay informed about issues related to diversity, equity, and inclusion, and seek feedback from employees on how to improve (Cho, Crenshaw, & McCall, 2013). 9.0 Lead by Example: Demonstrate inclusive leadership by modelling respectful behaviour, valuing diverse perspectives, and actively promoting a culture of inclusion within the organisation (Davis, 2008). By adopting an intersectional approach to feedback, it is possible to support the growth and development of all employees, regardless of their multiple identities. This enables creating a more supportive and inclusive work environment where all individuals feel valued, respected, and empowered to succeed. References: Bell, D. A. (1997). Faces at the bottom of the well: The permanence of racism. Basic Books. Bilge, S. (2009). Beyond subordination vs. resistance: An intersectional approach to the agency of veiled Muslim women. Journal of Intercultural Studies, 30(1), 75-94. Bowleg, L. (2008). When black + lesbian + woman ≠ black lesbian woman: The methodological challenges of qualitative and quantitative intersectionality research. Sex Roles, 59(5-6), 312-325. Carter, P. L. (2011). Stubborn roots: Race, culture, and inequality in U.S. and South African schools. Oxford University Press. Cho, S., Crenshaw, K. W., & McCall, L. (2013). Toward a field of intersectionality studies: Theory, applications, and praxis. Signs: Journal of Women in Culture and Society, 38(4), 785-810. Crenshaw, K. (1989). Demarginalizing the intersection of race and sex: A black feminist critique of antidiscrimination doctrine, feminist theory and antiracist politics. University of Chicago Legal Forum, 139-167. Davis, A. Y. (2008). Women, race & class. Vintage. Hancock, A. M. (2007). When multiplication doesn’t equal quick addition: Examining intersectionality as a research paradigm. Perspectives on Politics, 5(1), 63-79. Hooks, B. (2000). All about love: New visions. William Morrow. Hill Collins, P. (2015). Black feminist thought: Knowledge, consciousness, and the politics of empowerment. Routledge.

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