This report has evaluated leadership and management practices by TwentyCi. The study has found, although leadership and management practiced by TwentyCi are considered effective, it is essential for TwentyCi should focus more on charismatic and transformational leadership to gain the business goals and objectives. Then, it is essential for the TwentyCi to use mix organizational culture to meet the business goals. Next, TwntyCi can use Kotter’s 8 stages change model to bring major changes in the business. Then, different HR strategies should be developed including training and development programs, incentive and rewards programs, performance appraisal, diversity and equality, and the recruitment and selection process. The study also found that TwentyCi should focus on its operation management to bring alignment between strategic and operational leadership. Therefore, TwentyCi should bring innovation and creativity to its operation. In addition, it should ensure security, total quality management (TQM), and data collection, process and analysis techniques. Finally, it is essentials for TwentyCi to make effective decision making to manage its financial issues. It is suggested to apply different capital investment methods and sources of finances to gain the business goals. Then, it is found that TwentyCi should improve its information system including security, cure culture, and advance technology. Finally, this report has developed an action plan with time schedule and review and control the improvement process and progress.
Table of Contents
2.0 Company overview.
3.1 Leadership and Management
Choice of leadership styles and approaches.
Organizational culture practice.
Change management 6
Human Resource Management/Development
3.2 Operation Management
Data collection methods.
Transparency of process.
3.3 Financial Resources.
3.4 Information systems.
Human Resource Management/Development
Alignment of strategic and operational leadership.
6.0 Action plans.
Time schedule for improvement
Review and control
The key aim of this paper is to analyze the leadership and management theories, theories related to operation management, theories of human resource management and development, and financial management. Then, this paper evaluates how these theories can be suitable for TwentyCi in the case of transforming its business successfully. This paper is organized into five main sections that are an introduction, company overview, analysis, conclusion, recommendation, and action plan. In section one, the introduction of this paper is provided. In section two, an overview of TwentyCi is outlined. The analysis part in section three includes a number of sub-sections. First, the leadership and management theories are analyzed and applied in the case of TwentyCi business. Second, the theories of operation management are outlined and applied in TwentyCi. Third, theories of financial resource management are analyzed and applied in TwentyCi. Then, in the fourth section, the chapter conclusion is provided, and a recommendation is provided for the TwentyCi. Finally, an action plan is defined along with a time plan and review and controlling process.
2.0 Company overview
TwentyCi is the leading consumer trigger intelligence and engagement business. The key functions of TwentyCi are to develop consumer engagement strategies and works with agencies and brands as marketing strategies to engage the potential and target customers. TwentyCi collects data from different data sources, links up these data with several data subjective, and sells these data to the people who need these data (TwentyCi, 2017). TwentyCi has been using Data Protection Act since 1998. Now TwentyCi is taking a plan to adopt the proposed General Data Protection Regulation (GDRP). Therefore, TwentyCi is thinking to bring change in its leadership and management system. TwentyCi has a team of marketing enthusiastic, analytical brains, scientists, and management to collect data from over 400 sources. Now, TwentyCi is thinking about how it can bring changes in its leadership and management and resource management to successfully adopt GDPR in its business (TwentyCi, 2016).
3.1 Leadership and Management
Leadership refers to the capacity of translating vision into reality and the power to influence and motivate others (Mullins, 2014). On the other hand, management refers to the organization and coordination of business activities to meet organizational goals and objectives. Both leadership and management play the same roles but they are different from each other (Torrington et al., 2015). Therefore, it is essential for TwentyCi to have both leadership and management skills to perform the best in its operations.
Choice of leadership styles and approaches
In the case of TwentyCi, although leaderships (including Ian, chief executive) have had experiences for long times, it would be useful to apply contingency theories, trait theories, power and influence theory, and behavioral theories. The contingency and situational theories would lead the leaders of TwentyCi to influence and motivate followers and team members by delegating, selling, telling and participating. In addition, the leaders of TwentyCi should exhibit leadership skills based on the situation by applying situational or contingency theories. However, as Mullins (2016) notes, the use of contingency and situational leadership depends on the situation and urgency. On the other hand, the leadership of TwentyCi should be changed based on its business needs and urgency. For example, for adopting the proposed General Data Protection Regulation (GDRP) act within its business and influencing the followers and team members towards this proposed act.
Then, the leaderships of TwentyCi need to practice trait theories developed in Mullins (2016). Applying these theories, the leadership of TwentyCi should define their internal and external beliefs regarding the changes it is business. In addition, the leaders of TwentyCi should practice several traits and characteristics of good and effective leaders suggested in Torrington et al. (2015). For example, the leaders of TwentyCi should have self-confidence, a strong sense of moral value, honesty and integrity, motivation power, knowledge of business, technical and emotional characteristics, strong communication and relationship-building skills.
According to Mullins’s (2016) suggestion, the application of particular leadership styles depends on the situation. In terms of TwentyCi, autocratic leadership can be suitable when the leader needs to make instant decisions. Then, democratic leadership is effective to build up a stronger relationship and engage the follower within the business and decision making. Liaise fair leadership can be suitable if the leaders TwentyCi see that the followers have enough skills and experiences. In this situation, leaders provide tasks to every individual and ask them to complete them in their own way. It is also suggested for the leaders of TwentyCi are to apply charismatic and transformational leadership styles to bring major changes to its business…………………………………….