Working With and Leading the People - Assignment Example

Working With and Leading the People Table of Contents Task 3 (i) Critical Evaluation of the Recruitment, Selection and Retention Procedures 3 (ii) Assessment of the Impact of the Legal, Regulatory and Ethical Considerations in Renault’s Employment Practices 5 Task 2 5 (i)Explanation of the Skills and Attributes Needed To Be an Effective Leader 5 (ii) Differences between Leadership and Management Citing Examples from the Renault Case Study 7 (iii.) Leadership Style Adopted by CEO Charles Ghosn 8 8 (iv.) Different Motivational Schemes For Staff 8 Task 3 9 (i) Assessment of the Benefits of Team Working For the Renault Company 9 (ii) Examination of the Difficulties in Team Work and the Solutions to Solve Conflicts in Team Work 10 (ii)Effectiveness of Teams in Achieving the Goals of the Company 11 Task 4 12 (i) Assessment of the Work Performance of the Employees of Renault 12 (ii) Planning And Delivering The Assessment Of The Development Needs Of The Employees And Evaluation Of The Success Of The Assessment Process 13 References 15 Task 1 (i) Critical Evaluation of the Recruitment, Selection and Retention Procedures Recruitment Process Renault S. A. is regarded as one of the foremost vehicle manufacturers throughout the globe, which established in the year 1899. As per the case study provided, it can be apparently observed that this company tends to hire more engineers for its car plants in Japan as a part of growth plan. Thus, it is in this context that the company needs to adopt quality as well as effective recruitment, selection along with retention procedures. From the perspective of recruitment procedure, Renault can follow developed and advanced procedure for recruiting qualified and excellent engineers for its plants in Japan. Renault can recruit more engineers through online based on which, the company can recruit qualified and potential engineers according to their respective job profile. The company can use this medium as the recruitment process, as the job seekers often apply online for getting jobs. Through online recruitment procedure, it is projected that the company can hire best as well as qualified candidates according to their job profile and also varied options to select the best one. Another reason for the company to adopt recruitment process through online process us related to the cost factor. It is worth mentioning that Renault provides the opportunity to the college students in conducting internship programs. Through this process, the students can acquire the knowledge about theoretical as well as practical aspects that eventually differ from the other candidates. Thus, in this regard, the company can also hire more engineers for its plants at Japan by evaluating the results of the students obtained from the conduct of internship programs relating to the similar subject matter (Renault Institute, 2013). Selection Process One of the selection processes of the engineers, which might take Renault for its car plants in Japan, is selecting the best profile amidst the candidates applied online as well as calling them for interview. In online selection process, there exist various options to select best and potential employees such as engineers in accordance with their respective job profile. Apart from this, Renault can also select potential candidates from the internship programs, as such candidates are expected to have better knowledge about both imaginary and realistic aspects. This can be regarded as the best way to hire more qualified engineers for its car plants in Japan. Renault needs to select qualified candidates in the form of engineers in accordance with their respective job profiles towards the attainment of the predetermined business targets of the company (Renault Institute, 2013). Retention Process The retention process, which Renault may take for hiring engineers for its car plants in Japan, is developing its business processes as well as models. From the perspective of retention process, the company needs to form better working environment for its employees and provide them with effective training programs. The company also require providing more opportunities for the career development of the employees so that they can retain and support the company to attain its desired objectives for a longer period (Renault, 2007). (ii) Assessment of the Impact of the Legal, Regulatory and Ethical Considerations in Renault’s Employment Practices While assessing the impact of ethical considerations in the employment practices of Renault, it can be found that the initiative towards forming the culture of ‘Respect for people’ eventually aids in developing the overall performance of the personnel attached with the company. One of the positive ethical impacts in relation to the above stated factor in the employment practices of Renault can be determined as forming healthy as well as loyal relationship between the senior level of managers and personnel. Apart from the ethical impacts, the influences of regulatory considerations in Renault’s employment practices can be apparently observed as protection of employees and delivering better opportunities to the personnel for attaining predetermined goals. In terms of legal considerations, it can be found that in the year 2012, the Board of Directors of Renault has established code of ethics for encouraging every employee of the company to work in a collaborative manner (Ethics Department, 2012). Task 2 (i) Explanation of the Skills and Attributes Needed To Be an Effective Leader Leadership skills play a decisive part in facilitating organisations, whether national or international, to attain their respective desired business or operational targets. Thus, by considering this fact, it can be inferred that there lays the requirement of embracing certain quality skills along with attributes to become an effective leader in an international business organisation like Renault. In this similar context, the varied leadership skills along with attributes that are needed to be an effective leader includes having the urge of taking responsibilities, managing team in an effective way and most vitally making effective decisions among others. In relation to the international organisation of Renault, wherein the prime focus of the company was identified to embrace the strategy of alliance with Nissan as per the case study provided, certain leadership skills and attributes need to be possessed. In this regard, in order to become an effective leader in Renault, based on the aforementioned approach of the company, there lays the requirement of building effective communication with every organisational member. Moreover, the leaders must provide clear instructions to the lower level employees about their respective job profile, so that they do not possess any sort of doubt towards performing its tasks in an effective manner (SOAR, 2014). Apart from the above discussed aspects, the leaders should also apply new strategies as well as innovative ideas for ensuring greater success of the international based organisations like Renault, which is deemed to be the sign of an effective leader. In addition, an effective leader must have the ability to solve the problems of such organisations and maintain a healthy along with loyal relationship with varied level of employees. It is worth mentioning that for becoming an effective leader in the international organisations like Renault, one of the skills i.e. taking the opinions of every employee for better solution of organisational related problems is a mandate. Effective Leaders should encourage as well as influence their team members so that the people can perform works effectively. Leaders also play a role of decision makers; therefore, they should have the capability of making effective decisions towards the attainment of predetermined objectives of the international organisations like Renault (SOAR, 2014). (ii) Differences between Leadership and Management Citing Examples from the Renault Case Study As per the case study provided, in the year 2002, Louis Schweitzer was the CEO of Renault and in the year 2005, Carlos Ghosn took the position of CEO of the company. During this transformation of leadership position, certain differences between leadership and management in Renault can be apparently observed. Conceptually, management denotes planning, controlling as well as organising business or operational processes to accomplish the required targets, whereas leadership is regarded as the relationship prevailing amidst the organisational members who work together towards reaping varied significant benefits. Management practices often control Directors and other higher managerial positions, whereas leadership focuses on controlling the team members as well as the by a greater level. For example, in relation to the case study of Renault, leadership focused on involving the people and the employees of the organisation in decision-making procedure. On the other hand, the management of the company emphasised adopting as well as executing effective strategies towards motivating the organisational members. Specially mentioning, relating to Renault case study, it can be inferred that the management aspect of the company tends to maintain the stability of the results obtained, whereas leadership practices remained much involved in making major changes in the obtained results. Moreover, management practices in Renault as per the provided case study were involved in designing work, whereas leadership practices were engaged in creating the vision of the company (Lunenburg, 2011). (iii.) Leadership Style Adopted by CEO Charles Ghosn Based on the case study provided, it can be inferred that the CEO Charles Ghosn of Renault adopted transactional leadership style for ensuring greater success of the company. This can be justified with reference to the case study provided that the CEO designed a new strategy of activating the managers in making greater improvements particularly in the operation department. Based on this strategy, Charles represented that it is essential for the company to consider the viewpoints of the employees rather than to find the solutions of any problem. Charles strongly believed that it is quite indispensable for the company to work together as a cross-functional team for reaping several significant benefits. The leader in relation to the leadership style adopted, realised that changes are required to be made for ensuring greater success of the company. Through making certain changes, people can become much stronger and most vitally can recognise the prevailing differences as well as the causes of the same. This can be justified with reference to the fact that the leader i.e. Charles developed a personally communication plan with the belief that this process will form a healthy relationship amid the employees with finding better solutions of the problems. (iv.) Different Motivational Schemes For Staff It will be vital to mention that motivation of employees plays an indispensable part in developing the organisational performance and also raising the probability of attaining maximum profitability. One of the ways, which would motivate staff to attain the objectives of Renault is generating a better working environment for them so that they can perform their respective works quite safely as well as effectively. Specially mentioning, the managers or the leaders of Renault can also provide improved career development opportunities to its employees for fulfilling the above aspect. It is strongly believed that broader career development opportunities make the employees more effective in performing their respective job tasks. In relation to this factor, the managers of Renault can provide bonus and incentive schemes so that employees can do their work efficiently to achieve the organisational objectives. Moreover, the managers can also provide special individual incentives for motivating its employees by a considerable extent (Management Consulting, n.d). Apart from the above discussed aspects, the managers of Renault can motivate the employees by providing them appreciation as well as recognition as per their eligibility. By ensuring job security to the employees and promoting job enrichment, the employees can be motivated at large. This is mainly because through job enrichment, employees can handle varied sorts of challenging tasks as well as responsibilities. Most importantly, the managers or the business leaders can also provide effective training programs to the employees for motivating them and attain the desired organisational objectives. The other way of motivating employees in the context of attaining the objectives of Renault is providing feedback to the employees about their respective performance (Management Consulting, n.d). Task 3 (i) Assessment of the Benefits of Team Working For the Renault Company The alliance of Renault and Nissan as per the case study provided has supported the organisation to overcome the huge burden of financial losses, which the company experienced during the years 1990-1999. The alliance between these two companies can be regarded as a unique partnership, which promoted flexible business instruments in developing new projects. In general, team work signifies means a group of people working together to achieve the desired organisational goals. Teamwork is beneficial for every organisation, as individuals alone cannot achieve organisational goals within a specific timeframe. One of the benefits of team working for the Renault Company can be ascertained as effective division of labour, which eventually resulted in lessening the work burden of the employees at large. Another benefit of team working is saving of time. This represents that the team members can finish their respective works within short period, which in turn, saves valuable time for the organisations like Renault. Teamwork is beneficial for the company, as this can assist in handling any sort of complex work as well as problem. Another benefit of teamwork is that the team can share as well as exchange their ideas or information to solve problems. It is worth mentioning that team working promote the application of new strategies to achieve the desired organisational goals (Renault Nissan, 2014; Glassop, 2002). (ii) Examination of the Difficulties in Team Work and the Solutions to Solve Conflicts in Team Work In earlier discussion, several benefits of teamwork can be ascertained for the Renault Company. However, along with such benefits, certain difficulties in teamwork can also be apparently observed. In this similar context, one of such difficulties of teamwork can be found to persist within the decision-making procedure. Team members give their opinions or ideas to find appropriate solutions of the problem that might consume much time due to the differences prevailing in the decisions of the team members. Another difficulty in teamwork can be found as poor communication persisting between the organisational members. It can be affirmed in this regard that if the communication between the team members is not good, then certain problems may rise that disrupt the overall operational procedure. It is projected that due to the existence of poor communication, the team members cannot exchange their information as well as cannot work efficiently, resulting in creating misunderstanding amid them at large. Inadequate participation of the team in any activity is the other problem of teamwork. If teams cannot participate together, then the important works cannot be completed within due time, which might certainly create problem for the companies like Renault to attain its desired business targets (The University of Queensland, 2014). After acquiring a brief idea about the difficulties to be persistent in teamwork, it can be affirmed that these difficulties often give rise to conflicts, which affects the overall performance of the organisations by a considerable extent. Thus, it is required to resolve such conflicts that arise in teamwork. In this similar context, formation of trust can be regarded as an important constituent, which can reduce conflicts between the team members. Justifiably, the factor i.e. trust creates a healthy relationship between the organisational members and also develops effective communication between them at large. Apart from this, co-ordination amongst the team members can also help to reduce the conflict between them. Co-ordination amid the team members is required to be formed for completing complex activities as well as solving varied difficulties or problems. Most importantly, flexibility of the team members can also reduce conflicts between them by a considerable extent (Mickan & Rodger, 2000). (ii) Effectiveness of Teams in Achieving the Goals of the Company Teams are regarded as one of the important aspects for the companies to attain their respective predetermined organisational goals. Teams can prove to be much effective in maintaining the performance of the team members and making them to fulfil their given tasks. It is worth mentioning that teams often play varied roles of a planner, coordinator, monitor as well as evaluator and also decision maker. By playing these roles in an effective manner, it is projected that the teams can achieve the desired goals of the companies at large. Teams can be effective by forming a better interrelation amid them. It will be vital to mention in this context that the formation of better relationship amid the team members can make the entire team to work effectively. There lays the requirement of forming, developing as well as preserving a healthy relationship between the managers and the teams with the aim of obtaining clear information about the vision of the companies. In addition, this also helps the teams to work in a collaborative manner for attaining desired organisational goals (Teamwork Definition, 2014). Task 4 (i) Assessment of the Work Performance of the Employees of Renault There lay certain important factors based on which the performance of the employees of Renault can be evaluated. In this regard, one of such factors can be determined as the feedback of the employees regarding their respective work performance. By providing right feedback whether positive or negative, the work performance of the employees can be evaluated. Moreover, the deliverance of incentives is also recognised as a factor based on which, the performance of employees can be evaluated. Moreover, it also helps in motivating the employees to perform their respective works efficiently. Motivation factor also help the employee to do their works in a perfect way through which the performance of the employees can be evaluated (Chandrasekar, 2011). Identifiably, goal setting is the other factor, which is held liable for assessing the work performance of the employees of Renault. It is essential to set the goals of each employee to assess their performance because, as they needs to perform better for attaining the desired organisational objectives. Apart from the above stated factors, mentoring as well as coaching is also regarded as the other factor, which is involved in evaluating the current work performance of the employees of Renault by various ways. These ways entail providing greater prospects to the employees and encouraging them to learn new ideas as well as concepts (Chandrasekar, 2011). (ii) Planning And Delivering The Assessment Of The Development Needs Of The Employees And Evaluation Of The Success Of The Assessment Process Training is required for planning and delivering the assessment of the development needs of the employees, as this helps them to develop their respective skills as well as knowledge. Through training assessment, employees can learn new things along with innovative new technologies. Training also provides more opportunities to the employees in the context of progressing their respective works to the higher level and also supporting them to use new technologies for completing the works. Due to frequent changes observed in the organisation policies and also the business market conditions, training is important to consider for understanding and accepting the same. Therefore, training assessment is essential for sufficing the developmental needs of the employees in the form of solving varied problems. Motivation is also important for examining the developmental needs of the employees in the form of attracting them towards performing their respective tasks in an orderly manner. It is worth mentioning that greater support of the supervisors is also important to be taken into concern for meeting the developmental needs of the employees, as it helps in building better relationship between them. Supervisors should help the employee to complete their respective tasks and also provide them with relevant and appropriate instructions about how to perform any work (State Training Services, 2013). In order to evaluate the success of the assessment process and of supporting the needs along with the development of the trainees, the training programs should be clear to the trainees. This might enable the trainers to learn new things as well as methods for gaining appropriate knowledge. The success can be determined in the form of developing the overall performance of the employees in the form of adapting towards new technologies as well as innovative methods (State Training Services, 2013). References Chandrasekar, K. 2011. Workplace Environment and Its Impact on Organizational Performance in Public Sector Organizations. International Journal of Enterprise Computing and Business Systems, Vol. 1, Iss. 1, pp. 1-19. Ethics Department, 2012. Code of Ethics Renault. Drive the Change, pp. 1-12. Glassop, I. L., 2002. The Organizational Benefits of Teams. The Tavistock Institute, pp. 1-25. Lunenburg, C. F. 2011. Leadership versus Management: A Key Distinction—At Least in Theory. International Journal of Management, Business, and Administration, Vol. 14, No. 1, pp. 1-4. Management Consulting, No Date. Management Consulting Training Courses. Motivation & Its Theories, pp. 1-22. Mickan, S. & Rodger, S., 2000. Characteristics of Effective Teams: A Literature Review. Australian Health Review, Vol. 23, No. 3, pp. 201-208. Renault Nissan, 2014. Alliance Facts & Figures 2014. The Alliance’s Global Footprint, pp. 1-13. Renault Institute, 2013. Renault Sustainable Development Report. An Annual Publication of Renault Brazil – 2013, pp. 1-96. Renault, 2007. Arvato Helped Save Renault More Than £1.7m a Year. Revamping Renault’s Relationships, pp. 1-1. SOAR, 2014. Student Organization Advising & Resources. Developing Leadership Skills, pp. 1-3. State Training Services, 2013. Training & Communities. Supervising Your Apprentice or Trainee, pp. 1-2. Teamwork Definition, 2014. The Theories of Team Building. Teamwork Definition Information. [Online] Available at: http://teamworkdefinition.com/theories/ [Accessed November 29, 2014]. The University of Queensland, 2014. Problems Associated With Group Work. Student Service. [Online] Available at: http://www.uq.edu.au/student-services/learning/problems-associated-group-work [Accessed November 29, 2014]. Read More