8. Gradual Adjustment, Adaptation and Improvement
It is not an untold secret that no leadership or management training program is a success in the start. This is the reason why companies today tend to work towards the persistent modification of the leadership programs after receiving the feedback. This is exceedingly important to base new programs on the feedback that is not only provided by the participants but also from their supervising managers. Continuous transformation of the program helps in meeting the organizational needs ("Building a Management Development Program: 8 Best Practices").
9. Outcomes' Measurement and Following
The organizations today that are employing the mentioned practices for developing leadership and management also use a number of tools for the measurement of the impact of the pursued training/program/activity. The assessments that are recorded before and after the program are used for measuring the improvements in the skills' area. Feedback tools help in the determination of alterations in perceived skills. The success of a program can easily be observed by having a look at the number of participants ("Building a Management Development Program: 8 Best Practices").
When leaders and managers of the modern era make the decision to assess the results of ongoing endeavors for development, they establish measurements before the beginning of the program or activity. This practice facilitates them in making correct adjustments for the programs that are to be conducted later. Not only this, it also aids them in the demonstration of the effects their efforts may have on future goals and policies ("Building a Management Development Program: 8 Best Practices").
This application of the best practices to the unique situations has brought significant positive changes for leaders and managers today. The development programs aimed to boost leadership and management have been really helpful in feeding, encouraging and energizing the power of people at organizational level. Although it takes a lot of time, energy, efforts and financial aid for structuring and maintenance, it is worth it. The employees having high positions are also involved and their visibility makes the programs and practices crystal clear. Thus, having knowledge of best practices has been fruitful for the people and organizations who have practically done their best to achieve success ("Building a Management Development Program: 8 Best Practices").
Conclusion
To cut a long story short, there are a number of best practices that leaders and managers today are employing to get the best results. In the globalized world of today, the change is inevitable and accelerating at a high pace. This has compelled managers and leaders to help their followers in the interpretation on the meaning of multifaceted events. Not only this, the employees are also told about the relevancy of events and future risks and prospects. Another practice of effective leaders is that they make an alignment and connection between the goals, preferences and policies. Having a positive and optimistic attitude is really essential in the contemporary world of business as organizations continuously face hurdles and negative results. Only those companies are achieving success where the leaders are increasing employees' enthusiasm towards work and developing a positive attitude in the followers (Yukl, 2010).
The leaders and managers are meant to develop cooperation and trust among the employees under them. Thus, nurturing of the mentioned characteristics have developed in people an understanding of each other that has promoted diversity acknowledgment and appreciation. Thus, best practices of management have helped employees to face and find solutions to disagreements constructively...
Disadvantages Some employees or members of management may be resistant to certain performance evaluation members and may fear that they will have to engage in activities above and beyond the call of duty to ensure a fair evaluation (Morrison, 1992). Best Practice #4 Best practice number 4 includes providing an environment that promotes diversity and appropriate management and professional development in the field of recruitment and retention (Reichenberg, 2001; Dell, 2005). Industry Example Dell Corporation
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