And the general organization is the Dehav Travel’s leadership structure expressly on the significant attributes such as the distribution of duties, supervision, hierarchical order and alterations relative to modern developments in the corporate world. Leadership, management and other organizational developments reflect on a corporation’s sustainability principally with the different variations in climate, markets and the society today, creating the urge for development initiatives (Yuki 2012). Relatively, most companies incorporate modern and traditional strategies because they are many organizations that dominate the economy, having more than a decade as leaders; a factor that Dehav Travel overlooks in leadership and management development. Evidently, assessment of leadership and management structures has been promising particularly with the world leading companies such as Coca Cola advocating for this practice as part of attaining development (IES 2012).
According to the current condition of Dehav Travel, the management still operates under traditional guidelines, measures and management systems. Typically, the only development that the corporation has made in years is appointing a leader with excellent experience, of high caliber learning and with a standard organizational development direction. Naturally, the guidelines, measures and systems contribute the development or failure of management and leadership especially in an environment controlled by trends and advancements in production, technology etc.
The purpose and mission of the leadership and management teams in Dehav Travel are vague even to the involved personnel; the only person whose role is extensively clear is the new appointee. Additionally, the company relies on the CEO and directors to uphold sustainability facilitate positive change and comprehensive development. Dehav Travel has former directors doing some of the activities such as recruitment that the current management team should indulge in, get experience and possibly specialize in such sectors.
Even though the case does not point it out, one can make the conclusion that the company has had the same management team for a long time. That is the only rationale behind the consistent and traditional practices in the organization acting as barriers to development; historically, leading companies change leaders over time as a foundation for flourishing. Relatively, many people will argue that individual leaders are the
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