Chat with us, powered by LiveChat How has the Pandemic and Industrial Revolution 4.0 changes Rewards and Leadership strategies for companies? What are the key reward and other HR strategies you would suggest to attract top latent | EssayAbode

How has the Pandemic and Industrial Revolution 4.0 changes Rewards and Leadership strategies for companies? What are the key reward and other HR strategies you would suggest to attract top latent

2 files below

1 is for instructions and 1 is for the notes to be referred to

link for the podcast   

https://employeebenefits.co.uk/podcast-herbert-smith-freehills-ensures-reward-strategypandemic-proof/ 

700 words no more

Students to listen to the following podcast:

https://employeebenefits.co.uk/podcast-herbert-smith-freehills-ensures-reward-strategypandemic-proof/

and then answer briefly the following two questions, using the knowledge from the podcast, the HR Workshops they attended and other relevant sources or own experience:

· How has the Pandemic and Industrial Revolution 4.0 changes Rewards and Leadership strategies for companies?

· What are the key reward and other HR strategies you would suggest to attract top latent in the post -pandemic era under the light of Industrial Revolution 4.0?

Assignment Guidelines and Criteria

Please use evidence from the case study, as well as evidence from your own research and study.

Credit will be given for evidence of:

· Library/Internet based research. Try to use a mixture of resources – books, articles as well as the internet.

· Evidence/analytical frameworks should be provided in tables on top of the main body analysis.

· Understanding of the issues raised by the questions.

· Concise and clear presentation. Acknowledge any quotes, ideas or arguments that are not your own using the Harvard system.

· Include a list of references.

· Originality and a critical and questioning approach. It is important to be objective and to support statements with evidence.

· A logical structure and well-argued conclusion.

· As well as with per everything else mentioned in the Rubrics.

Word Count: up to 700 words

GRADING CRITERIA

(Grading matrix/rubric next page)

Exceptional 90-100

Good 80-89

Fair 70-79

Marginal fail 60-69

Knowledge &

Understanding

(20%)

Student demonstrates excellent understanding of the task, the key concepts, applies theory where useful or necessary, and uses vocabulary in an entirely appropriate manner.

Student demonstrates good understanding of the task and mentions some relevant concepts and demonstrates use of the relevant vocabulary.

Student understands the task and provides minimum conceptual and theoretical support, and uses only some of the relevant vocabulary.

Student understands the task and attempts to answer the question but does not mention key concepts or uses minimum amount of relevant vocabulary.

Application

(30%)

Student applies fully relevant knowledge from the topics delivered in class.

Student applies mostly relevant knowledge from the topics delivered in class.

Student applies some relevant knowledge from the topics delivered in class. Misunderstanding may be evident.

Student applies little relevant knowledge from the topics delivered in class.

Misunderstanding is evident.

Critical Thinking

(30%)

Student critically assesses in excellent ways, drawing insightful conclusions based on readings from relevant authors. Student also makes clear and correct citations and uses the Harvard referencing method correctly.

Student critically assesses in good ways, drawing conclusions from relevant authors and references. Student knows how to use the Harvard referencing method correctly.

Student provides some insights but stays on the surface of the topic.

References may not be relevant.

Student shows little or no critical thinking insights, does not quote appropriate authors, and does not provide valid sources.

Communication

(20%)

Student communicates their ideas very well organized and extremely clearly and concisely, respecting word count, grammar and spellcheck.

Student communicates their ideas in an organized manner and concisely, respecting word count, grammar and spellcheck

Student communicates their ideas with some clarity and concision. It may be slightly over or under the wordcount limit. Some misspelling errors may be evident.

Student communicates their ideas in a somewhat unclear and unconcise way. Does not reach or does exceed wordcount excessively and misspelling errors are evident.

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How Does Industry 4.0 Impact On The Entrepreneurial Leadership Skills That Managers Need In The 21st Century ?

Konstantinos Biginas

Learning Objectives

· Appreciate the characteristics of successful Entrepreneurial Leaders in the era of Industrial Revolution 4.0.

· Critique the impact of Industrial Revolution 4.0 on the Entrepreneurial Leadership skills that managers need in the 21st Cecntury.

· Critically evaluate the roles, and responsibilities of entrepreneurial leadership in modern contexts

What Is Entrepreneurial Leadership?

· In recent times, entrepreneurial leadership has become a new phenomenon in business management.

· Entrepreneurial leadership can be defined as a combination of leadership qualities and spirit of entrepreneurship.

· Entrepreneurial leadership aims to create new products, new processes and

expansion opportunities for new and Source: CU Management existing businesses.

· In other words….entrepreneurial leadership refers to the managers who feel confident with taking risks, seizing opportunities, pursuing innovation.

· Entrepeneurial leaders are innovative and forward thinkers.

· They are aware of their own capabilities, and the distinctive characteristics of their surrounding environments.

· Their aim is to create value for businesses, stakeholders and society.

· With disruptive innovation areas ranging from 3D printing to sophisticated robotics and predictive analytics, connectivity and smart devices lay the groundwork for entrepreneurship as we move toward industry 4.0.

· Industrial Revolution 4.0 is a recent technology phenomenon where innovations in robotics, predictive analytics, and the Internet of Things (IoT) are disrupting manufacturing and other highly ingrained industries.

· Innovative technologies, like artificial intelligence (AI) and automation, have created waves throughout the business world, changing the way managers do everything from hiring new employees to conducting marketing campaigns.

· Industrial Revolution 4.0 disrupts the world of work.

· New technologies change the nature of individuals’ work and their tasks, and therefore it is necessary to determine how managers cope with these changes, specifically relating to their entrepreneurial leadership skills.

· Hattingh (2018) highlights that due to the rapid velocity change and new disruptive technology of the 4.0, the working environment is becoming

“unknown and unpredictable”.

· Managers battle to cope with vulnerability and precariousness of the new world of business.

A

s

tec

h

no

l

o

g

y

g

r

o

w

s

exponentially,

entrereneurial

leaders

will

have

to

make

complex

calculations

based

on

a

number

of

factors

quickly

and

efficient

.

Entrepreneurial

leaders

of

tomorrow

will

be

expected

to

see

and

fully

understand

the

big

picture

and

the

very

fine

detail

simultaneously

.

Entrepreneurial

leaders

will

need

to

recognize

and

extract

the

relevant

and

valuable

insights

from

the

quantity,

granularity

and

speed

of

available

information

.

Source: askhrdf.com

· Entrepreneurial leaders need to become transformers who can confidenly dentify and capitalize on disruptive trends….

Source: askhrdf.com

1. Social Supers. Certain leaders stand out for their ability to do well by doing good. These Social Supers consider social initiatives fundamental to the success of their businesses. Their optimism about creating societal impact influences their outlook in several ways.

2. Data-Driven Decisives. Some C-level executives are overcoming challenges by taking methodical, data-focused approaches to strategic decision-making. The need for fully utilisation of big data is fundamental.

3. Talent Champions. These leaders are preparing employees for digital transformation. They are more likely than others to invest in employee retraining for the future of work.

4. Disruption Drivers. These leaders understand that investments in disruptive innovations set their organizations apart from competitors. They are confident, which gives them an advantage when coping with the unknowns of Industry 4.0. More-assured organizations will be better prepared to implement disruptive technologies.

· There will be enormous managerial leadership challenges as the impact of technology and the disruption that comes will result in an exogenous force over which leaders would have little or no control at times.

· It is the role of leaders to guide their teams and to be mindful of these forces when making business decisions that would impact on the sustainability of their organisations.

· Leaders should thus grasp the opportunity and power so as to shape Industrial Revolution 4.0 and direct it toward a future that reflects the organisation values and success.

Please reflect and answer the following two questions:

· Critically discuss the challenges and opportunities of Industrial Revolution 4.0 for today’s managers. What are your views?

· What characteristics and skills define the successful entrepreneurial leader in the era of 4.0? Please bring an example of a successful entrepreneurial leader and justify your answer.

QUESTIONS?

Konstantinos

Biginas, SFHEA

Source: analyticsinsight.net

· Antonovsky, A. Health, Stress and Coping; Google Books; Jossey-Bass: Hoboken, NJ, USA, 1979.

· Antonovsky, A. The salutogenic model as a theory to guide health promotion. Health Promot. Int. 1996, 11, 11–18. 7.

Makridakis, S. The forthcoming information revolution. Futures 1995, 27, 799–821.

· Coldwell, D.A.L. Negative Influences of the 4th Industrial Revolution on the Workplace: Towards a Theoretical Model of Entropic Citizen Behavior in Toxic Organizations. Int. J. Environ. Res. Public Health. 2019, 16, 2670.

· Griffiths, F.; Ooi, M. The fourth industrial revolution-Industry

4.0 and IoT [Trends in Future I&M]. IEEE Instrum. Meas. Mag. 2018, 21, 29–43.

· Hattingh, S. Preparing the workforce for the Fourth Industrial Revolution. Ski. Work Theory Pract. J. 2018, 9, 6–18.

· Kamitake, Y. The Formal Structure of Industrial Revolutions.

Hitotsubashi J. Soc. Stud. 2008, 40, 17–58. 9. Dombrowski, U.; Wagner, T. Mental Strain as Field of Action in the 4th Industrial Revolution. Procedia CIRP 2014, 17, 100–105.

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