Global Leadership - How to plan a Global Agenda
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A Global Leadership Agenda and Theory
If your company or industry is local or national only, think of how it might impact or be impacted by the global environment.
Provide context by defining the shaping and driving forces that impact the development of your new leadership agenda. This should include your awareness of the global impact of your company or your chosen field and its welcoming of a global diversity of ideas and leadership. It should also include what "minds" you most need to develop.
Think about how your agenda compares to the predominant leadership model in your field. (Examples of contemporary leadership agendas might include "might makes right," "Americans know better," and "partnering makes a better product.") Evaluate the strength of your own agenda in comparison to other possible agendas. Provide the rationale for one of the emerging leadership theories as a guide for your leadership agenda.
Plan on writing five pages of narrative.
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Solution Summary
This solution is in APA format and is written in bullet point APA style. It contains over 1650 words to help the student grasp how to lay out a Global Leadership Agenda for the 21st century. The guidelines for how this essay was written are formatted in order to formulate a global plan and execute it. It allows for research and study on what forces have the greatest impacts on a global strategy and examines how these forces can be overcome with a proper strategy for success.
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Leadership Development Plan Project: Global Manufacturing Company
I. Analyze relevant global leadership concerns for the future.
a. Global Leadership Concern I.
Environmental and social
The first global leadership concern for my industry is the environmental and social changes that are rapidly occurring within manufacturing. The technological connectivity that is available in today's society has rapidly transformed and will continue to transform how people are living and interacting in their social and work environments across the globe. Clearly we are living in a technology revolution that continues to spur new business opportunities and create challenges never before seen.
For global manufacturing managers, we are still at the early stages of utilizing the full benefits of this technology that is becoming available. Therefore even more important than learning all of the technology available is first managing the shifts in managers and employees behaviors that this technology enables. Understanding that there are ongoing shifts in labor and talent drives a more profound sense of urgency to capture the shifting and migration of manufacturing jobs to low-wage countries. This intensive shift of knowledge and skill sets in different industries is making it more demanding to have well-trained global leadership who understands these cultures and climates in which companies are operating.
Through the increasing integration of global labor markets, companies now have access to massive amounts of talent streams that were once not possible to obtain. However tapping into these talent streams is only possible through a global leadership strategy where the organization has global leaders with a high IQ and global management (Gardner, 2007).
Statistics show that there are more than 33 million university educated young professionals being trained annually in developing countries and more than double that number in the already developed countries. Establishing a leadership strategy that under stands the environmental and social changes that are occurring in global manufacturing markets is a concern that must be met strategically to be successful for long-term manufacturing progress.
b. Global Leadership Concern II.
Business and industry
Overall for the manufacturing sector there is an industrial and business shift which is changing market regulations and traditional business models. Because of the advance in technology nontraditional business models are flourishing and regulations are changing every day in manufacturing settings and it can be difficult to keep pace.
In today's global economy corporate borders are becoming more blurred and the overall ecosystems between producers, suppliers, and customers continue to merge and blend and new customers continue to emerge from this chaos. This is leading to larger and more complex demands on manufacturing companies who are trying to develop tools and strategies to run and manage their organizations in these rapidly changing conditions.
Today's global business leaders must adopt decision-making techniques that are almost algorithmic and dependent on highly sophisticated software to manage their global organizations. This advancement global leadership thinking and the need for scientific management ...
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