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Executive Training

EXECUTIVE TRAINING 6

ExecutiveTraining

Inthe case study, Barton experienced difficulties in her assignmentsafter the boss turned in the budget requirements. The supervisor,Dave Palmer, the COO, and executive VP of administration, made budgetcuts by 75 percent (Kesner, 2003). Palmer asserted that there was aneed for budgetary reductions across all the departments thataffected executive education. From the case study, it is apparentthat the business is not good at the Zendal Pharmaceuticals hence,the need for protection through budgetary slashing. The most affectedsection is executive education where the senior officials will nothave the full budget met due to financial and business constraints(Kesner, 2003). There is a great need for customized executiveleadership development program through coaching and other trainingapproaches. The proposal seeks to assist in retaining and developingthe right leaders besides lessening the costs to the company.Executive training methods offer high exposure to the traineesthrough theoretical and practical learning. Understanding theappropriate methods helps in harnessing and supplementing knowledgeacquired by the trainees. The methods aid in the planning processwhile allowing the instructors to link the needs of the trainees andthe resources available. Great leaders have significant financialvalue to an organization thus, companies need to undertake measuresthat would contribute to positive outcomes.

Discussion

Thereexist various models that can assist in making good managers becomegreat organizational leaders (Zenger &amp Folkman, 2009). Each ofthe models has features that target particular elements in trainingand executive education. One such model is the Zenger Folkmanleadership that emphasizes the importance of exploring anindividual’s weaknesses and strengths. It is notable that leaderspossess different attributes that result in a particular style. TheZenger model is developed on the philosophy of setting the eye goalswhile at the same time examining precise and measurable results. Itis necessary for Palmer to analyze the right data that would see thedevelopment of outstanding leaders even with minimal financialresources.

Perhapsthe most outstanding issue at Zendal Pharmaceuticals is the greatfocus on employee training, motivation, and career development. Theapproach needs to identify the varied needs and expectations by thedifferent employees in the organization. Recognizing diversity is amajor step towards the development of the right strategies to benefitfrom assorted backgrounds and experiences (Kesner, 2003).Furthermore, the employees were trained on important issues such asleadership, ethics, and values that improve outcomes (Zenger &ampFolkman, 2009). In the current business setting, operators are nowembracing new and innovative measures to assist in attending to thechallenges and opportunities evident around the world. Still,employees are learning every day from multiple sources that continueto challenge their way of thinking. Embracing the correct learningscheme will assist in the attainment of the precise skills thatenhance career development (Sunley &amp Leigh, 2016).

Coachingthe executives is critical towards improving leadership competenciesin line with the changing global and market dynamics. As such, theproposal recommends the utilization of Zenger &amp Stinnett FUELcoaching model to assist in developing the appropriate leadershipskills. Coaching is a vital engagement in human resources andtraining that supports the members to think through individualsolutions. Through the model, the executives at the company need tothink past the objectives and capacity of the trainees (Zenger,Folkman, &amp Edinger, 2009). One essential deliberation duringcoaching is that the person being trained is the primary driver ofthe process. The coach will assist the trainees to develop a betterstructure for making important decisions in the workplace. Inessence, coaching creates awareness and enhances clarity onsignificant issues that influence leadership development.

TheFUEL (Frame, Understand, Explore, and Lay) model makes out essentialelements such as the current and desired state in an organization.Understanding the goals and future objectives is important in thecoaching process (Zenger &amp Folkman, 2009). The executives will betrained on the changing market and global dynamics with a keeninterest in pharmaceuticals industry. Further, the training will lookinto the changing legal regimes and policies in the various marketsto assist in aligning the company’s interests with the imminentchanges. Such a comprehension would aid in the development of asuccessful plan that can be replicated to other levels of management.Needs assessment starts with the evaluation of the existing systemsand goals to ensure they mirror the expectations from thestakeholders. The instructional design methods should be conducted ona regular basis as the needs and interests change with time. Needsassessment contributes strongly to the creation of an elaboratetraining for the employees.

Moreover,there will be training on new management approach to help inimproving the relationship between the management and thestakeholders. New administration approach is likely to alter therelations among employees hence, necessary to ensure rules ofengagement are considered appropriately. Much as the initiativeintends to enhance the performance, there is a need to considerinstituting rules and systems that will ensure excellent data flow.Data flow is a crucial consideration when examining the significanceof organizational change (Sunley &amp Leigh, 2016).

Knowledge,skills, and abilities (KSAs) required to enhance training vary withorganizations. Efficient and validity techniques can assist inimproving the concerns in a given form of training. Deficiencies callfor increased training to improve outcomes. It is upon theadministrators to check the areas that receive minimal interventions.On the contrary, excesses detail areas that get additional emphasiscompared to the training needs. Person analysis encompassesundertaking an evaluation on whether performance deficiencies emanatefrom inadequate knowledge, skills, and abilities or not. It alsochecks if insufficiencies are occasioned by work design ormotivational factors (Sunley &amp Leigh, 2016). The section examinesthe instruction needs for executives. It is imperative for aninstitution to explore the priority areas for employee training.Acquisition of KSAs is achievable if training resources are providedusing a method that mirrors the learning styles. Individual analysiscalls for the evaluation of learning styles for employees at thefacility. The approach calls for the comprehension of a trainee’sexisting learning style for the ease of modification. The move aidsin addressing the particular needs that suit an individual.

Conclusion

Theimplementation of the initiative will also aid in better managementof human capital through training and motivation. Improving theleadership competence is a necessary move towards enhancing theircapabilities in undertaking their duties. The new leadership approachis meant to improve the working relationship between the managementteam and the staff. The aim is to enhance participation of the groupin the decision-making process. The development of exceptionalleaders is not easy without proper coaching and understanding ofindividual attributes. The proposal offered to Palmer to establish acustomized leadership program takes great consideration of theavailable financial constraints, although it does not aid in thecreation of appropriate leaders. In my view, Zendal Pharmaceuticalswill benefit considerably from the newly entrenched leadershipcompetencies hence, the achievement of positive and sustainableresults.

References

Kesner,F.I. (2003). Leadership Development: Perk or Priority? HarvardBusiness Review.

Sunley,R., &amp Leigh, J. (2016). Educatingfor responsible management: Putting theory into practice.Sheffield, UK: Green Publishing Limited.

Zenger,J. H., &amp Folkman, J. (2009). Theextraordinary leader: Turning good managers into great leaders.New York, NY: McGraw-Hill.

Zenger,J. H., Folkman, J., &amp Edinger, S. K. (2009). Theinspiring leader: Unlocking the secrets of how extraordinary leadersmotivate.New York, NY: McGraw Hill.