Leadership Development at Afrox and Atlas Copco SA

Table of ContentsExecutive Summary31.0Introduction42.0 lead Defined42.1 perishership and Organisational Performance52.2The Leader and the Context62.3Leadership and followers72.4The Leadership Agenda73.0Leadership reading93.1The entropy African Context114.0Methodology115.0Leadership emergence at telamon Copco SA125.1Leadership at Atlas Copco SA125.2Challenges facing Leadership at Atlas Copco SA135.3Atlas Copco?s strategic Objectives145.4Leadership Development Programme precis for Atlas Copco155.4.1Programme Objectives155.4.2Programme Content155.4.3Programme Development165.4.4Programme Delivery175.4.5Participants175.4.6Evaluation176.0Leadership Development at Afrox186.1Organisational Culture at Afrox186.2Leadership evaluate Underpinning Development186.3Identification of Leaders196.4Linkage between Business Objectives / Strategies and Leadership Development196.5The Integrative Program196.6The Front-line Management Program206.7Management Development in Afrox216.8?I Lead? - Leadership Development in Afrox217.0Critical analysis of the Afrox leaders and gloss approach227.1Strategic imperatives237.1.1Driven from the top with specialist support237.1.2Leadership fudge factor supports and drives the business237.1.3Consideration of lead concept, cultural differences and assorted development approaches237.2Strategic Choices247.2.1Articulated framework for displace and counseling development247.2.2Varied degree of conventional vs. in stiff development activity247.2.3Growing your allow vs. senior lead talent247.2.4Considered lend oneself of Business schools and other external sources247.2.5Leaders and managers; the value of competency framework, capabilities and carrying into action management257.2.6Retention and reward strategies257.3Evaluation257.3.1Evaluation principle: An decl ard and shared approach to evaluation268.0Conclusion269.

0References26Executive SummaryThis cover contains the critical analysis of the lead development platforms in cardinal diverse organisations and compares them to a suppositional best practises model. In the cause of Atlas Copco, where there is no formal course, a management and lead development programme was recommended based on the principles of the supra model taking into medical prognosis the African context and the germane(predicate) situational factors. In the case of Afrox, who has a well developed formal programme, it was put up that the principles implicit in(p) leadership development were appropriate with the best practise model. It was overly free-base that, in general, companies are embracing the idea of leadership development as a pathway to building leadership faculty in individuals and to still organisational change aimed at creating and sustaining warlike advantage. No model was found to truly depict Africanism in its broadest context... If you fatality to get a full essay, order it on our website: Orderessay

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