The Changing Role Of Global Human Capital Managers And Susta ✓ Solved

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The Changing Role of Global Human Capital Managers and Sustaining

Key Assignment Part 2: You and Shawn are now ready to meet with John and AGC’s investor group. Shawn calls to check in with you about the executive report. You need to add one more section of information that will help ensure that AGC remains proactive and competitive in a quickly changing global environment.

You have enjoyed working with Shawn on the change management project and know that you will soon have fond memories of helping AGC be more aware of the value of human capital. Review the AGC scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s feedback, and add an additional 750–1000 words to the executive report that addresses the following: Now that the change management plan has been completed, describe AGC’s new leadership styles and organizational culture. Are there any potential internal or external threats that AGC should be prepared to address in its business environment? How can AGC detect these potential internal and external threats? What are some methods that AGC can use to protect the organization from these internal and external threats?

Paper For Above Instructions

The evolving landscape of global business has made it crucial for organizations like AGC to adapt their strategies to harness the potential of human capital effectively. Following the completion of the change management plan and in response to the dynamic global environment, AGC has embraced new leadership styles and fostered an organizational culture aimed at adaptability and innovation.

Leadership Styles at AGC

In the wake of organizational changes, AGC has transitioned towards a transformational leadership style. This approach encourages teamwork and open communication, ensuring that every employee feels valued and empowered to contribute their ideas. Transformational leaders inspire their teams by establishing a clear vision, fostering an environment of trust, and motivating employees to engage in continuous personal and professional development (Bass & Riggio, 2006). In addition, AGC has incorporated elements of servant leadership, prioritizing the needs of employees and community stakeholders (Greenleaf, 1977). This dual approach has cultivated a workforce that is not only productive but also committed to the organization's goals and values.

Organizational Culture at AGC

AGC's culture has shifted towards embracing diversity, inclusion, and collaboration. The organization fosters an environment where diverse perspectives are not only welcomed but are considered essential for innovation. Research indicates that diverse teams outperform homogeneous teams in problem-solving tasks (Page, 2007). AGC encourages cross-functional collaboration and strives to integrate diverse talent into their decision-making processes. This cultural shift aids in attracting top talent and supports a competitive advantage in the global market (Hofstede, 2011).

Potential Internal and External Threats

Despite its positive changes, AGC must remain vigilant to potential internal and external threats. Internally, resistance to change poses a significant challenge. Employees accustomed to previous practices might resist new methodologies regardless of their benefits. To mitigate this risk, AGC must implement continuous training and communication strategies to ensure that employees are well-informed and engaged in the company’s directions (Kotter, 1996).

Externally, AGC faces threats such as economic fluctuations, competitive pressures, and regulatory changes. These factors can impact the organization's ability to remain agile and responsive to market dynamics. The recent trends towards globalization and technological advancements also present both opportunities and threats to AGC as it navigates an increasingly interconnected business environment (Friedman, 2005).

Detecting Potential Threats

To proactively detect potential internal and external threats, AGC can employ several strategies. Implementing a robust feedback mechanism, such as anonymous surveys, will promote an open dialogue where employees can express their concerns regarding changes and potential threats (Stone, 2018). Additionally, AGC should conduct regular SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses to evaluate its current position and identify areas of vulnerability (Hill & Jones, 2012).

Externally, AGC should stay abreast of global market trends and competitors by utilizing market research, subscribing to industry reports, and participating in networking activities. Establishing strategic alliances and partnerships can also help AGC gain insights into evolving market dynamics while reinforcing its competitive edge (Porter, 1998).

Protecting the Organization from Threats

To protect itself from identified internal and external threats, AGC should implement a multi-faceted approach. Establishing a culture of continuous improvement and agility within the organization will allow AGC to adapt swiftly to change. This can include flexible work arrangements and fostering innovation through internal incubators (Tidd & Bessant, 2014). Furthermore, investing in employee training programs will ensure that the workforce remains skilled and equipped to deal with emerging challenges.

From an external perspective, AGC should develop contingency plans to address market volatility and regulatory changes. Monitoring the competitive landscape and understanding customer feedback will also aid AGC in making informed decisions that preserve the organization's market standing (Gonzalez, 2020). In summary, a proactive approach covering leadership, culture, and threat detection will empower AGC to sustain its competitive advantage in the rapidly changing global market.

Conclusion

As AGC navigates through the competitive global environment, it is imperative that it continues to evolve its leadership styles and organizational culture. By understanding potential threats and employing effective strategies to mitigate them, AGC can remain a leader in its industry and a model for leveraging human capital.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Lawrence Erlbaum Associates.
• Friedman, T. L. (2005). The World is Flat: A Brief History of the Twenty-first Century. Farrar, Straus and Giroux.
• Gonzalez, J. (2020). Competitive Strategy in the Digital Age. Journal of Business Strategy, 41(1), 33-41.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Hofstede, G. (2011). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. SAGE Publications.
• Hill, C. W. L., & Jones, G. R. (2012). Strategic Management Theory: An Integrated Approach. Cengage Learning.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Page, S. E. (2007). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton University Press.
• Porter, M. E. (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
• Tidd, J., & Bessant, J. (2014). Managing Innovation: Integrating Technological, Market, and Organizational Change. Wiley.

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