Bethel University Wk8 Leadership and Employment Questions Discussion Please answer the following questions with a minimum of 500 words each and at least on

Bethel University Wk8 Leadership and Employment Questions Discussion Please answer the following questions with a minimum of 500 words each and at least one reference for each question. Put the particular reference after the question that it pertains to. There is no need for a cover page or reference page.(1) What is your style for developing others? Are you a shaman, a priest, an elected leader, a missionary, or a mystic healer in your approach to teaching? Explain. What are the do’s and don’ts for attracting and keeping good people? (See textbook page: Manning, G., & Curtis, K. (2019). The Art of Leadership. (6th ed.). New York. McGraw-Hill Higher Education)),(2) Review the list of internal forces that influence benefit strategy and select any 2 that you feel might have the greatest influence and explain why. Then select 1 external force influencing benefits strategy with the greatest influence and also explain why. (See textbook page. WorldatWork. (2007). The WorldatWork handbook of compensation, benefits, & total rewards. Hoboken, NJ: John Wiley & Sons 484 Planning Benet
.
Today, employee benefits programs are highly visible to both employees and
agement. Benefits executives are frequently described as “corporate freigin
Their successes and failures directly affect corporate profitability.
Internal and external forces to the organization influence the bomom-ilim.mm
pact of employee benefits. (See Figure 20.1.) Internal forces originate from dia
in business practices and the human resources function that define attractiam.mm
vation, retention, and engagement strategies. These forces include the following
Corporate restructuring. Mergers, acquisitions, divestitures, and corporate
structuring efforts can lead to profit centers that are more centralized and
decentralized. Under these circumstances, a successful benefits package
adapt constantly to evolving corporate configurations.
Business reengineering and the quality movement. Process improvement imitat
such as reengineering and total quality are increasingly being applied
HR function. As a result, benefits departments need to:
• Provide service to various customer groups and constituencies.
• Streamline work processes.
• Provide improved, cost-effective services to their customers.
These objectives need to be accomplished even as benefits staff sizes are Sum
or reduced.
Big
• New corporate cultures. In the “good old days,” the corporation functie
largely as a parent. Employees felt a sense of entitlement because the
career and benefits were perceived as the responsibility and domain
management. Today, organizations are replacing the traditional paremmil
employer-employee relationships with partnerships. Career employment
where employees work 20-25 years with the same organization, is no longer
the norm. In this new culture, employees assume greater personal respons
bility for their benefits. They are, for example, paying a greater percentage
of benefits costs (e.g., copayments and higher deductibles under health
care plans). Additionally, employees increasingly are planning for their
retirement and long-term financial security through personal savings ami
defined contribution plans. Today’s partnership requires employees to
FIGURE 20.1 Forces that Influence benefits strategy.
Internal
• Corporate restructuring
• Business reengineering and the quality movement
• New corporate cultures
• Unions
• Cost management
• Total rewards philosophy
External
• Global economy and labor market
• U.S. political and legal environment
• The Information Revolution
20 Planning Benefits Strategically
AT NA
( W LUPO
While many people are familiar with the concept of “strategy,” fewer might associate
this concept with human resources. Webster’s Dictionary provides a first definition of
strategy as “the science of planning and directing large-scale military operations,
specifically (as distinguished from tactics) of maneuvering forces into the most
advantageous position prior to actual engagement with the enemy.” If strategy is
crucial to warfare, it is also crucial to business.
Numerous internal and external forces are having an impact on today’s organiza-
mons, and these forces demand corporate strategies that help organize, plan, and
direct the organization’s efforts to:
Produce high-quality products and services.
• Position itself favorably with competitive prices and sensible costs, including
human resources programs that provide a good return on investment.
Engage domestic and global competitors successfully.
Benefits strategy is the one definable link in a strategic chain that starts with an
deganization’s overall business objectives. Once the overriding business objectives
ne set by senior management, they cascade down throughout the organization,
supported by strategic plans at the division, business unit, department, work group,
, and, possibly, even the individual level. The human resources function is not
empt from this process; in fact, HR strategies in general and benefits strategies
particular must support overall business objectives. This chapter reviews how the
hemefits strategy planning process can provide an organization with maximum com-
petitive advantage and which steps can lead to successful strategy formulation.
INTERNAL AND EXTERNAL INFLUENCES ON STRATEGY
During the
past three decades, many influences have significantly changed the de-
administration, and perceived importance of employee benefits programs.
483
Just as there is no single best way to lead, there is no one best way to develop others.
Each leader brings unique personal experiences and talent to the task. The following are five
types of coaches/leaders. Keep in mind that not all types are appropriate for all learners in all
circumstances.
1. Shamans heal through the use of personal power. They focus the attention of their
followers on themselves. When this approach is combined with unusual gifts and skills,
shamans are charismatic. They have power, energy, and commitment, which they use to
energize others.
2. Priests claim power through office. They are agents of omnipotent authority, and the
people who follow them are taught to see themselves as set apart from others. Priests
establish structure, order, and continuity—a past program and a plan for the immediate
and distant future. Priests operate in a hierarchy with roles and duties in a hierarchical
ladder.
3. Elected leaders undergo trials, self-transformation, training, or some other rite to achieve
their positions. Elected leaders derive power not only from their own experience but also
from the mandate of their followers. Consent of followers constitutes much of the power
of these coaches/leaders.
4. Missionaries are goal directed. Usually, missions involve a utopian view of the future and
a program for achieving reforms. Missionaries teach out of personal conviction, believing
in certain ideals and seeing it as a duty to pass on these ideals to others.
5. Mystic healers seek the source of illness and health in the follower’s personality. Mystic
healers try to discover the statue in the marble and seek, like Michelangelo, to find what
can be created from the raw material. To be successful, these coaches/leaders require
unselfish motivation and considerable sensitivity, as well as flexibility to vary treatment
according to the nature and needs of each individual.
Much of contemporary leading and coaching incorporates the priestly, elected, and
missionary types. The priest brings continuity and hierarchy to the task, as power is delegated by
the most powerful, and people at each level, division, or unit are differentiated from others.
The elected leader gains authority by election, and followership is by consent of the governed.
Missionaries can be found in many organizations that have some kind of central mission-
economic, religious, political, social service, or other. Shamans and mystic healers may or may
not operate within the bounds or the dictates of an organization. Their approach to developing
others tends to be individualistic and personalized.

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