The Problems in Succession Planning Name Institution When a disaster happens in an organization succession plans are always put in place. This implies that the organization has to identify critical management position as from project manager to the highest position within the organization. Succession plan may also describe management positions in order to provide maximum freedom for individuals to achieve greater seniority. Problem found. Problem here is that CEO of Multiplex Systems company by the name Morton Wile is almost retiring leaving no successor because the one he has named L.Carson Adams is not worthy according to the board of directors and Vice Presidents. They feel that he is not worthy due to rumors should assess performance not based on past but the future success in the new roles ahead. Furthermore they should make a serious commitment on succession planning through thorough investigation to develop candidates. Conclusion In conclusion by having a good succession plan prepares the organization for any misfortunes. To have a better successor having more than one candidate and proper facts about each is recommended. Taking an example of this description Wiles should have had more candidate rather than relying on Adam only. He should have also collected facts about Adams ability to be a successor. References Rothwell W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. AMACOM Div American Mgmt Assn.
One page in:The Need for Succession Planning
In 1996, a plane crash in Croatia killed 35 passengers, including government officials, air force pilots, and top executives from various organizations. The most notable death was that of U.S. Secretary of Commerce Ron Brown. Ron Brown, in his first term of service under President Bill Clinton, had been assembled with various influential U.S. executives for an official trade mission. On their route back, the plane crashed into a mountainside, leaving no survivors.
Though shocked, the government was able to fill Ron Browns position rather quickly due to a strong structure of precautions and emergency plans. However, in the aftermath that followed this tragic event, it was evident that many of the organizations affected by this crash were not as prepared for disaster as the U.S. government.
Many of the organizations did not have an effective succession plan, or a potential successor identified. This disaster caught most of the organizations off-guard, leaving them scrambling to fill the position before the vacancy affected their competitive advantage. This well-publicized plane crash also prompted many organizations around the United States to wonder what their company would do in the wake of such a disaster. As such, organizations began to seek out ways to prepare for other unforeseen circumstances such as death, lawsuits, resignations, and disabilities. In addition, many organizations implemented safeguards that specifically forbid top executives from riding on the same plane together.
In this Discussion, further explore the negative effects the Ron Brown plane crash had on the organizations involved. First, select an organization from Exhibit 3-4 of the course text Effective Succession Planning. Then conduct online research to gather information about the ways in which your chosen organization handled the processes of choosing a successor. Finally, synthesize this information to analyze how succession plans can mitigate the negative consequences of unforeseen disasters.
Post by Day 3 a cohesive and scholarly response based on your readings and research this week that addresses the following:
Analyze how succession plans can mitigate the negative consequences of unforeseen disasters.
Briefly identify the organization you have selected, and provide a brief biographical overview of the person who died in the crash. For example, what was his or her name, what position did he or she hold, for how long, what previous experiences did he or she have before fulfilling this position?
Identify whether or not the organization you selected had a formalized succession plan at the time of the accident.
If one was in place, in which of the five generations of the succession planning life cycle was your example company during the time that this emergency occurred?
If one was not in place, what steps, if any, did the organization take after the disaster to initiate a succession plan?
Describe how the organization you selected identified its successor in the wake of the disaster.
How long did it take for a successor to assume the position?
How did the organization handle this unforeseen loss both emotionally and procedurally?
Describe two positive and/or negative outcomes that resulted from the organizations actions.
Note: There may or may not be specific, citable answers to the questions above. You will have to answer these questions using the information from your own research, as well as your work experiences, course readings, and logical reasoning. Include references of your research where appropriate
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As we all know by now, hindsight is twenty-twenty, but it is possible to turn your hindsight into foresight.
The above quote is true for a broad array of situations and processes, including succession planning. Whether it is anticipated retirements and resignations or unexpected emergencies and disasters, it is vitally important for organizations to have a succession plan. Unfortunately, succession planning, like most processes established in an organization, tends to arise out of necessity. In fact, many organizations experience serious succession problems before implementing the very safeguards that could have protected them. When this happens, organizational leaders can turn their hindsight into foresight by using their understanding of what went wrong to create a more effective succession plan for the future. In this weeks Assignment, you examine how succession plans could have helped organizations before serious succession problems occurred.
For this Assignment, review the six vignettes presented on pages 3 and 4 of the course text Effective Succession Planning. As you review each of these vignettes, assume that you are the lead human resources (HR) professional for the organizations depicted in the vignettes. After you have reflected on each vignette, select one on which to conduct an analysis that focuses on the needs for formalized succession plans.
To complete this Assignment, respond to the following four points in a 3- to 4-page paper:
Define the problem.
Describe the vignette that you selected.
Describe at least two ways this vignette depicts an organization with a flawed or nonexistent succession plan.
Predict at least two ways the problem affects the sustainability of the organization.
Identify the cause.
Could an effective succession plan have reduced the likelihood of this specific consequence from occurring?
If yes, justify your response by describing at least one way a succession plan could have addressed this issue before it escalated to the problem(s) portrayed in the vignette.
If no, why do you feel that in this vignette a succession plan would not have addressed this issue before it escalated? Would a succession plan have assisted in some of the fallout from this situation, other than the underlying issue? What actions, outside of succession planning, could the organization have taken to avoid this undesirable consequence? Justify your position.
Correct the failure.
Describe at least three succession planning best practices you could implement to immediately remedy the negative consequences of the problem described in this vignette.
Prevent future problems.
Describe at least three succession management best practices you could implement to mitigate the chances of this undesired problem reoccurring.
In developing a future succession planning culture, which approach might you takea traditional or an alternative approach?
Justify your answer using specific examples of how this approach would benefit the organization depicted in the vignette.