Problem Solution, Interclean
Running head: PROBLEM SOLUTION: INTERCLEAN, INC.
Problem Solution: InterClean, Inc.
University of Phoenix
Problem Solution: InterClean, Inc.
It is considered that a leader’s behavior influences group members’ attitudes and behaviors both directly and indirectly (Kreitner, Kinicki, 2004). An example of the indirect effects of leader behavior is through the development of the social context such as culture and norms. That is, a leader may not only try to influence group members through direct supervising but also try to establish effective culture and norms which in turn influence group members’ attitudes and behaviors. The direct effect of leader behavior on group members may emerge immediately but it may tend to be short lived. On the other hand, it may sometimes take a longer time until a leader’s behavior results in the development of the effective group context that regulates group members’ attitudes and behaviors, but such an indirect effect would last longer. Once a certain type of social context is developed, it is relatively hard to change. Therefore, groups can become very effective without micro management if they can develop appropriate group norms (Kreitner, Kinicki, 2004).
Looking at human capital development and management one may ask why is this more than training, and how is it fundamentally strategic? Think about what strategy has become in the past 20 years. Peter Drucker and various disciples have shown us that, in the commoditizing global economy, the only distinctive differentiator is human knowledge and innovation.
A company’s skills, knowledge and people, and how they are managed, developed and deployed, is the heart of value creation. Said more simply, strategy is now organization, and organization is people.
Companies pacing their markets are acting on these principles every day. They clearly see the link between business results and people...
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