The Strategic Problem Formulation (SPF) theory suggests that organizations often face complex,
ill-structured strategic problems, such as problems related to business strategies. Such problems produce an initial symptom or a web of symptoms (such as the unreliable results of HR planning and the almost-difficult-to-apply process). Organizations can find solutions to such problems in order to be successful in today's business environment. However, the most important and troubling task, when formulating solutions, is to find and define the problem itself. The SPF theory enables a better understanding of the problems and their causes so that researchers and practitioners can move effectively in search of solutions. SPF theory does a better understanding of the problems and their causes so that researchersand practitioners can move effectively in search of solutions. SPF theory engage a lot of different variables that could be unobservable. It also has a high degree of connectivity among the factors of the problem in a way that a change in any of the variables will affect the status of other variables. There is a dynamic component resulting in a change of the pattern of interactions over time.
The company's rapid growth is supported by the establishment of a successful fast-track
leadership program, which is designed to find and develop future leaders of the business.
The program includes leadership-development courses and individual mentoring from a
member of the senior-management team.
Flight Centre has an established leadership pathway which is open to everyone and
combines courses run by the firm's in-house training centre with project-based assessments
to help people to enhance their business acumen and leadership skills.
Flight Centre's Global Sales Academy works in conjunction with brands to develop further
skills in the workforce. The Global Sales Academy is run by experienced sales-people who
mentor and coach consultants to help them to reach their full potential.
‘‘We invest heavily in our people – from offering leadership training to sending top
performers to global conferences in locations such as Las Vegas, Singapore or Cancun,''
said Chris Galanty. ‘‘It is not unusual for our consultants to become auditors and area leaders
or to turn into executive general managers.''
All staff have a three-week induction program that takes place at company headquarters in
New Malden, Surrey. The course is designed to sharpen sales skills, enhance knowledge of
worldwide travel and introduce new consultants to the systems they will use to source and
book travel for their clients.
As the company promotes from within, travel consultants have the opportunity to move into
marketing, product, recruitment, information technology or one of the many other divisions in
the company. Once they have made this move, they are may receive external training in
these areas as well as on-the-job learning.
Conversely, if equality in an underlying assumption in a culture, the impact
of equality in the workforce will not be a motivating factor to increasing job satisfaction.
Therefore, it is expected that:
Perception of equal opportunities in the workplace will have a stronger
relationship with job satisfaction in high power distance cultures than in low
power distance cultures
One important direction for future research is to replicate these results with country level
values for the cultural dimensions. Future research also needs to examine how the social
changes in Asian countries, such as China and India, are changing the value systems
within the culture and how these changes in values directly relate to work. As the social
fabric of the Asian countries change, we as researchers have a unique opportunity to
study the relationship between cultural values and work values and how changes in
culture possibly lead to a change in work values. Another interesting direction for future
research would be to investigate achievement needs as they relate to organizational
rewards across different cultures. This study has shown that while achievement and
reward are an important determinant in job satisfaction, cultural differences exists in the
types of rewards which are important to employees.
Since, performance management was an opportunity to identify weakness to be overcome, strengths to be further developed for both individual's and organisation's benefit. The management's emphasis during present period had moved away from control to developing potential. It moved from reactive mode to a proactive.
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