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Leading and influencing in purchasing: Level 6 Graduate diploma in purchasing & supply

By: Franco, GinoSeries: CIPS Study MattersPublication details: Chartered Institute of Purchasing & Supply, 2006Description: 332pISBN: 9781861241603Subject(s): Supply chain management | Purchasing | Leadership | Influencing | Supply and demand | Teamwork | Employee development | Time management | Change management | Performance managementLOC classification: HF5437
Contents:
Study session 1: Leadership and management: is there a difference? The leader as visionary and direction setter, and the manager, who gets things done Leadership traits Differentiating leaders and managers Leadership in the purchasing function Study session 2: Successful leaders: are they born or made? The role of the visionary in leadership ?Directive? and ?facilitative? styles of leadership Emotional intelligence and leadership skills Integrity and values within leadership Behavioural traits of successful leaders Key communication skills for leadership Study session 3: Different ways of leading effectively: styles and approaches A range of leadership styles McGregor?s Theory X and Theory Y The choices available to leaders and managers Transactional leadership and transformational leadership Strategic leadership Study session 4: Influencing and power in the supply chain Influence Stakeholders and stakeholder mapping Methods of influencing Five sources of power Study session 5: Leading and influencing in four directions Lead and influence in four directions Managing the team Managing the staff Managing stakeholders Study session 6: Influencing the supply chain: tactics Tactics, strategy and operations Methods of influencing at the tactical level How effective are each of the influencing tactics? The relative merits of escalation as a means of influencing Study session 7: Influencing the supply chain successfully How do we assess whether influence has been successful? Outcome of influence attempts Resistance Relative merits of influence tactics Study session 8: People factors: individuals and teams Individual learning and team development Solo leader and team leader Herzberg?s motivational and hygiene factors Changing roles and refreshing the status quo Study session 9: Teamwork and how to do it successfully Cross-functional teams and team sponsorship The stages of team development The typical roles/responsibilities of a work-based team in a purchasing project Achieving diversity within teams Leaderless teams Study session 10: Teamwork and dealing with conflicts Conflicts in teams Why do conflicts arise? Working together within the team Study session 11: People and diversity: virtue out of necessity Definitions of ?equality and diversity? Benefits of diversity: advantages and disadvantages Equal opportunities and discrimination Discrimination in the workplace and legal protection Promoting equality and diversity in the workplace Recognising discrimination Study session 12: Developing people The importance of people development Training needs analysis Skills and competencies for purchasing and supply The meaning of ?training? and ?development? and a range of possible initiatives Different ?learning? approaches Study session 13: Time management: so much to do? Project planning and resource scheduling: definitions and components Development and monitoring of a resource plan Capabilities for a purchasing project Develop a case to justify resources for a purchasing project Study session 14: Leading change: this vision thing? Vision and strategic alignment Creating a compelling vision and gaining ?buy-in? Communicating and reinforcing the vision Culture in the purchasing function Values and value statements for the purchasing function CSR and business ethics Study session 15: Approaches to change: how will it affect us? The drivers of change The organisational development movement Force field analysis Action research and cyclical change Consultants and organisational change 2 Impact of change on supply chains Study session 16: Getting support for change: leading and managing Crainer (1998): skills for managing change Stakeholder consultation in the purchasing function Consultation and engagement of stakeholders via communication processes Thomas?Kilmann conflict model Appropriate style for leading and managing change processes Study session 17: Objectives, strategies and resources Change needs to have objectives and targets Change programmes and SMART objectives Individual tasks and components, prioritisation and resource allocation Relative merits of incremental vs. step change Change programme structures Human, physical and financial resources Study session 18: Implementing change at the coal face Effective delegation and leadership support Situational leadership Monitoring, reviewing and rewarding of delegated tasks Using force field analysis to enable successful change Study session 19: Overcoming the barriers to change The negotiation process Structural power: how this will impact on negotiation The areas for non-negotiation and potential concession Negotiating teams ? escalation and strategic issues Industrial relations and the purchasing function IR negotiation and commercial negotiation Study session 20: Change and performance: change for the better? Change processes and impact on supply chain performance ? qualitative measures Practical considerations in change processes Organising new suppliers Managing and incentivising existing suppliers
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Item type Current library Call number Copy number Status Date due Barcode
Book - Standard loan CAFRE Loughry Library HF5437 FRA (Browse shelf(Opens below)) 1 Available 190632

Study session 1: Leadership and management: is there a difference? The leader as visionary and direction setter, and the manager, who gets things done Leadership traits Differentiating leaders and managers Leadership in the purchasing function Study session 2: Successful leaders: are they born or made? The role of the visionary in leadership ?Directive? and ?facilitative? styles of leadership Emotional intelligence and leadership skills Integrity and values within leadership Behavioural traits of successful leaders Key communication skills for leadership Study session 3: Different ways of leading effectively: styles and approaches A range of leadership styles McGregor?s Theory X and Theory Y The choices available to leaders and managers Transactional leadership and transformational leadership Strategic leadership Study session 4: Influencing and power in the supply chain Influence Stakeholders and stakeholder mapping Methods of influencing Five sources of power Study session 5: Leading and influencing in four directions Lead and influence in four directions Managing the team Managing the staff Managing stakeholders Study session 6: Influencing the supply chain: tactics Tactics, strategy and operations Methods of influencing at the tactical level How effective are each of the influencing tactics? The relative merits of escalation as a means of influencing Study session 7: Influencing the supply chain successfully How do we assess whether influence has been successful? Outcome of influence attempts Resistance Relative merits of influence tactics Study session 8: People factors: individuals and teams Individual learning and team development Solo leader and team leader Herzberg?s motivational and hygiene factors Changing roles and refreshing the status quo Study session 9: Teamwork and how to do it successfully Cross-functional teams and team sponsorship The stages of team development The typical roles/responsibilities of a work-based team in a purchasing project Achieving diversity within teams Leaderless teams Study session 10: Teamwork and dealing with conflicts Conflicts in teams Why do conflicts arise? Working together within the team Study session 11: People and diversity: virtue out of necessity Definitions of ?equality and diversity? Benefits of diversity: advantages and disadvantages Equal opportunities and discrimination Discrimination in the workplace and legal protection Promoting equality and diversity in the workplace Recognising discrimination Study session 12: Developing people The importance of people development Training needs analysis Skills and competencies for purchasing and supply The meaning of ?training? and ?development? and a range of possible initiatives Different ?learning? approaches Study session 13: Time management: so much to do? Project planning and resource scheduling: definitions and components Development and monitoring of a resource plan Capabilities for a purchasing project Develop a case to justify resources for a purchasing project Study session 14: Leading change: this vision thing? Vision and strategic alignment Creating a compelling vision and gaining ?buy-in? Communicating and reinforcing the vision Culture in the purchasing function Values and value statements for the purchasing function CSR and business ethics Study session 15: Approaches to change: how will it affect us? The drivers of change The organisational development movement Force field analysis Action research and cyclical change Consultants and organisational change 2 Impact of change on supply chains Study session 16: Getting support for change: leading and managing Crainer (1998): skills for managing change Stakeholder consultation in the purchasing function Consultation and engagement of stakeholders via communication processes Thomas?Kilmann conflict model Appropriate style for leading and managing change processes Study session 17: Objectives, strategies and resources Change needs to have objectives and targets Change programmes and SMART objectives Individual tasks and components, prioritisation and resource allocation Relative merits of incremental vs. step change Change programme structures Human, physical and financial resources Study session 18: Implementing change at the coal face Effective delegation and leadership support Situational leadership Monitoring, reviewing and rewarding of delegated tasks Using force field analysis to enable successful change Study session 19: Overcoming the barriers to change The negotiation process Structural power: how this will impact on negotiation The areas for non-negotiation and potential concession Negotiating teams ? escalation and strategic issues Industrial relations and the purchasing function IR negotiation and commercial negotiation Study session 20: Change and performance: change for the better? Change processes and impact on supply chain performance ? qualitative measures Practical considerations in change processes Organising new suppliers Managing and incentivising existing suppliers

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