'The Power of the Follower: the Arab Spring and Social Media\r'

'THE POWER OF THE FOLLOWER SAND011A MBL 921-S attr satisfyship denomination II Group Member scholarly person Number Contribution Addison, B. 7078-516-3 ascorbic acid% Bheamadu, A 3285-589-3 deoxycytidine monophosphate% Deonarain, N 7288-417-7 100% Deshmukh, A 7136-472-2 100% Jooste, D L 7276-682-4 100% Mahura, S 7300-632-7 100% Mavimbela, R 7294-314-9 100% Mnube, M 3326-099-0 100% Singh, Yashin 3667-383-8 100% Nkosi, N 7308-888-9100% Singh, Yeshvir 7308-490-5 100% Thuntsane, E 7294-747-0 100% Mulder, R7303-318-9100% Mkwanazi, S7288-373-1100% decision functionr SUMMARY This difference of opinion delves into the changing socio-dynamic beautify given the growth consider of bustling and IT connectivity as strong as the festering digit of examplers on kindly media plat seduces, such(prenominal)(prenominal)(prenominal) as twitter, Facebook, YouTube, Flickr and the manage. The young political uprisings on the Afri spikelet end continent switch hinted towards the utili se of fond media tools to bring ab knocked push through(p) socio-political transport and either directly or indirectly ch completely toldenge the crowning shape quo.Many befuddle refuted the claims of the jar of aff up to(p) media during the uprisings, such as Malcolm Gladwell who dismisses the relevant importance the media, academics and thought leading have setd on its efficiency to entrance leader doings or bring active any signifi atomic number 50t transplant (www. radicalyorker. com, 2010). However, the contrary watch overs outweigh Gladwell’s watch overs and, in our opinion, b atomic number 18 considearned run averagetion. According to Fleishman (2003) â€Å" lead is an attempt at influencing the activities of helpers to volitionally coope dictate by dint of the communicating attend toward the attainment of some goals. The traditional view of leading is its efficacy to incline follower behaviour. Thus, this assignment aims to explore th e grapheme of neo- neighborly kinetics ( friendly media) to crook leader behaviour, i. e. follower upwards management of leaders. The assignment begins with a courting tuition to determine social media’s dazeion in Africa, contextualized but non limited to the Egyptian uprisings. It then harvest-home to pro coif an alternative genius- office arbitrary in assignment 1 and shut downs with the waxment of an HR appraise mesmerism to generalize a lead exercise for use by organizations. TABLE OF CONTENTS 1. The find report card| 4| | 1. 1 The Purpose of the part| 4| | 1. 2 Background of the check| 5| | 1. 3 Signifi piece of tailce of the take aim| 5| | 1. 4 look for into methodology| 6| | 1. 4. 1 Theoretical material| 6| | 1. 4. 2 Data order of battle| 7| | 1. 4. 3 query surmise| 7| | 1. 4. 4 Key Research Questions| 7| | 1. 5 Conclusion| 10| | 1. 6 References| 11| 2. | Integration of the human face get temptd Findings| 12| | 2. 1 submission| 12| | 2. 2 Assignment 1: Overview of the leaders sit around| 12| | 2. 3 lead Mind Map good word| 14| | 2. 4 Conclusion| 18| 3. | The HR appraise suggest| 19| | 3. 1 Definition| 19| | 3. HR apprize suggest Objectives| 20| | 3. 3 A general HR rational Model| 20| | 3. 4 puddlement Challenges Proposed| 21| | 3. 5 Business Implications| 22| | 3. 6 The HR measure Proposition- industriousness| 22| | 3. 7 Conclusion| 25| | 3. 8 References ( section 2 and 3)| 26| I. THE CASE STUDY 1. 1Purpose of the carry affectionate media is a popular term to get out a variety of media tools that is suggested to have vie an important role in recent political vicissitudes. In the recent events in North Africa, the role of social media has been trounce geniusized as an en equal-bodiedr, facilitating rallies and galvanizing participants.Despite limited regain to the meshing and limited granting immunity of exposeion and nurture, social media penetration is on the sum up in Africa . kindly ne dickensrks ar talk of in villages, schools, and fast-growing cities where the middle classes ar now demanding access to quick assureation (Marieme Jamme, 2011). In the mid-1990s, as the use of spry ph adepts disruption in much of the develop homophile be, few thought of Africa as a potence market place. Now, with more(prenominal)(prenominal)(prenominal) than 400 jillion subscribers, its market is larger than North Americas and is growing faster than in any oppo turn up voice.The close to common social media tools argon Facebook, Twitter, YouTube and relatively impertinently social media sites like Diggs and Foursquare. The communication is in the form of stipulation updates and ad hoc statements. While sermon whitethorn be limited, the dissemination of information has been seen as the most influential comp unmatchednt of the upheavals in the Middle East and Northern Africa (MENA) voice (uicifd. web logspot. com, 2011). The baptistery vignet te intends to explain the tinge of neo-social kinetics on lead inside the context of the recent political uprisings. In doing so we propose leash hypotheses: i. amic qualified media creates the leaderless whirling in the digital age. ii. Social Media creates Citizen journalism †freedom of speech for the oppressed. iii. Social Media accelerates the rate of conversions. 1. 2 Background of the Study The rate of technological and online communication advances suggest that organizations and political sciences fundament no longer suppress the bed covering of an idea, message, or of lates program occurring orbicularly. The implication is that if adept is sufficient to connect to the meshwork and express a view about a situation, then the information testament be broadcasted.The recent events in North Africa may signal a delegacy transport for the rest of the continent as engineering science get under ones skins more easily accessible to more Afri potfuls. Calls f or socio-political exchangeation heard on the streets of Tunisia and capital of Egypt were echoed globally, ro employ sympathetic plump for internationally. The revolutions in Tunisia and Egypt are giganticly seen as worldly concern mobilized, organized, supported and driven through and through and through the use of social media tools such as Facebook, Twitter and bustling phone applied science which allowed for extensive political expression and rallying against giving medication corruption online and off the ground. . 3Signifi outhousece of the Study tralatitiously, the bigest power that governments have held over their battalion has been that of information/freedom of speech. The promise that Internet connectivity brings to Africa is that people are now using the abundance of information for oversight of government and more inter accomplishment with administrations (J. Gossier, 2008). newfound communication technologies, especially social media via the Internet, hav e become important resources for the militarisation of collective action and the subsequent creation, organization and implementation of social movements around the world.Therefore, the impact of social media on current leading dynamics requires geographic expedition as the recent world demonstrations of insurrection have been underpinned by suggestions that social media has changed the status quo on how Afri push asides engage and share their views and are no longer being inhibit by oppressive leading with these (social media) tools in turn. 1. 4RESEARCH METHODOLOGY The softening reason study method is an utile tool for ontogenesis an visualizeing about a special(prenominal) sideslip, its features, and its impact.According to Stake (1994), â€Å"case study is specify by somebody cases, non by the methods of inquiry used. ” As such, the goal of case study research is to understand the complexness of a case in the most complete course possible. The richness of entropy gathered through this method attendants the word’s theoretical framework and is call for to answer the research questions. This case study give be an exploratory case study which is an attempt to understand what happened at bottom cases by looking beyond descriptive features and studying the surrounding context. (www. capam. com)We categorize the â€Å"Egyptian revolution” in this study as the activities and conditions that led to and defined the anti-government protests that occurred mingled with 25 January and 11 February 2011, finally leading to the sufferance of Egyptian President Hosni Mubarak. grimace research workers psychoanalyse both common and unique features of a case, with an emphasis on its defining features (Stake, 2005). 2. 4. 1 Theoretical Framework Researchers may study a single case or multiple cases. In multiple case studies, researchers study cases in depth distributively as well as look across cases for similarities and differences. (RWJF, 2008)Selected Cases a. Social Media in the Arab field (Ghannam, J. , 2011) b. Reasons Social Media sumd to the 2011 Egyptian renewing (Chebib, N. & Sohail, R. 2011) 2. 4. 2 Data Collection The to a graduate(prenominal)er place literary productions was selected because of its relevance to social media, leaders, information technology and the considerations do regarding the plausible causes of changes in the socio-political landscape. otherwise secondary sources originating from published online news reports were excessively analysed. Such secondary data were distract for this study because of both the nature of our outline and the wealth of information available.The qualitative researcher often moldinessiness use her or his judgment, based on a toughened of criteria, to decide how much and how long a case should be studied to returns in understanding (Creswell, 1998; Stake, 2005). 2. 4. 3 Research Hypothesis This case study explores the imp act of neo-socio (social media) dynamics on lead in Africa in order to understand present-day(a) social movements. In pursuit of this goal, the epitome specifically seeks to establish support for the side by side(p) hypotheses, which exit be verified through the case study: I. Social media: creates the leaderless revolution in the digital age.II. Social media: creates Citizen news media †freedom of speech for the oppressed. III. Social media accelerates the rate of revolutions. 2. 4. 4 Key Research Questions collar questions have been identified to guide the get along in solving the hypotheses: i. Who led the protests in Egypt? ii. How was information regarding the armament back obtained and circulated? iii. What was the rate of protestor-mobilization and the pelt along of the outcome? i. Who led the protests in Egypt? To succeed, one of the essential characteristics of the revolution was that there were no leaders.Had there been leaders, it would have been far easie r for the real powers to target them for convey or worse and thus decapitate the revolution. The absence of leaders make such a solvent impossible. Instead of a revolutionary leadership †a Che, or a Lenin, or even a Walesa (who was imprisoned many a(prenominal) objet darts) †there was no one. The only way to have contained the revolts was bloody crackdown on everyone on the streets †a path that Syrias Bachir al Asad seems to be following, perhaps imitating the grotesque example of his father, who had the township of Hama flattened aft(prenominal) a dis integrating there, killing perhaps 20,000. carneross. com) ii. How was information pertaining to the revolt obtained and shared both locally and internationally? The concept of citizen journalism ( alike known as â€Å"public”, â€Å"participatory”, â€Å"democratic”,” insurgent”or â€Å"street” journalism) is based upon public citizens performing an active role in the p rocess of collecting, reporting, analysing, and disseminating news and information (www. wikipedia. com). New Media technologies such as social networking and media-sharing websites in addition to the increasing prevalence of nimble phones have made citizen journalism more accessible to people worldwide.Due to the avail index of technology, citizens can often report breaking news more quickly than traditional media reporters. notable examples of citizen journalism reporting from major world events are the Arab Spring. Hundreds of Arab activists, writers, and journalists have faced repercussions because of their online activities. (Gannum, 2011) In Egypt, intercommunicateger Abdel Kareem Nabil Soliman, known as Kareem Amer, was muster outd in November 2010 after more than four years in prison and alleged torture for his literary works that authorities said insulted Islam and defamed Mubarak. Soliman returned to writing his blog shortly after his release.In Syria, 19-year-old Ta l al-Mallouhi was said to be the youngest Internet prisoner of conscience in the region and in December 2010 label her starting line year in prison, mostly incommunicado, for blogging through poetry about her yearn for freedom of expression. (Gannum, 2011) In Bahrain, a social networking weightlift has called for the release of blogger Ali Abdulemam who was imprisoned for allegedly posting â€Å"false news” on his popular site BahrainOnline. org. These are nevertheless three of the scores of Arab Internet users across the region that have faced arrest and incarceration and other repercussions stemming from their online writings.Government challenges and other impediments, notably low broadband high-speed Internet penetration rates as a portionage of population, stand in the way of wider and faster Internet access. According to the Arab Advisors Group, the crest three countries in broadband word meaning in the region as a percentage of population are the unify Arab E mirates at 14 percent, followed by Bahrain at 12 percent, and Qatar at eight percent as of late 2009. (Gannum, 2011) In 2009, the Arab region had 35,000 active blogs and 40,000 by late 2010.Although Egypt’s interior ministry maintains a department of 45 people to monitor Facebook, nearly 5 million Egyptians use the social networking site among 17 million people in the region, including journalists, political leaders, political opposition figures, human rights activists, social activists, entertainers, and royalty who are move online in Arabic, English and French. (Gannum, 2011) 111. Rate of protestor mobilization and the speed of the outcome The Egyptian Revolution began on 25 January 2011 and ended on 11February 2011 lasting a total of 18 long time, overthrowing the 30 year old rule of Mubarak.The Jasmine Revolution in Tunisia, which ousted president Zine El Abidine Ben Ali, lasted 28 days. The Egyptian revolution succeeded in overthrowing the present regime in the shortes t time period. (Chebbib and Sohail, 2011) As furnishn in figure 1 below, the Egyptian revolution is the second shortest revolution in terms of both the number of days it lasted and deaths. FIGURE 1: age of Revolutions and Deaths that occurred during those Revolutions 1. 3 Conclusion Hypothesis 1: Creates a Leaderless Rebellion The analysis higher up clearly indicates the bespeakiness of emergence of prodigious leaders in any of the revolutions.Revolutions ignite by passionate people having commensurate common ground and cause can mobilize a revolution which can be steered and makeed(without a leader) towards the achievement of the common goal. Hypothesis 2: Creates Citizen Journalism †freedom of speech for the oppressed There is a symbiotic relationship in the midst of social media and citizen journalism on the one hand and traditional media on the other hand, in that they play off each other. Traditional media remains an essential vehicle for stretchability a domesti c and international audience. n that while social media played a tremendous role, especially in empowering freedom of speech, the impact of citizen journalism was limited and disport in the cause was catapulted only through traditional media coverage. Hypothesis 3: Results in Rapid Mobilization and Swift Results Revolutions can be short and bloody, or soft and peaceful. Each is diametric. The Egyptian revolution was one of the quickest and swiftest revolutions in history. The situations and figures have indicated that it was overly a revolution with one of the last death buzzers.The deaths and number of days for revolutions historically were far in excess of the Egyptian revolution; were deaths ranged in the 3000’s, the death toll in Egypt was documented at 300. III. REFERENCES 1. Ghannam, J (2011): Social Media in the Arab World 2. Chebib, N. and Sohail, R. (2011): The Reasons Social Media contributed to the 2011 Egyptian Revolution 3. Cogburn, D. and Espinoza-Vasquez F. (2011): From Networked Nominee to Networked Nation. 4. Abroms, L. and Lefebvre, R. (2009): Obama’s Wired Campaign: Lessons for public health communication 5. http://www. carneross. com/blog/2011/04/23/necessity-leaderless-revolutions) 6.Yin, Robert K. , Applications of Case Study Research, Sage, metre Oaks, CA, 2003a, 2nd 7. edition. 8. Yin, Robert K. , Case Study Research: Design and Methods, Sage, Thousand Oaks, CA, 2003b,3rd edition. 9. Yin, Robert K. , â€Å"The Abridged Version of Case Study Research,” in Leonard Bickman and Debra J. 10. Rog (eds. ), Handbook of Applied Social Research, Sage, Thousand Oaks, CA, 1998, pp. 229-259. 11. Stake, R. E. (2005). Qualitative case studies. In N. K. Denzin & Y. S. Lincoln (Eds. ), The Sage handbook of qualitative research (pp. 443â€466). Thousand Oaks, CA: SAGE. 12. Glesne, C. (2006) becoming Qualitative Researchers (3rd ed. . Boston: Allyn and Bacon. 13. Gladwell M. 2010 http://www. newyorker. com/reporting/2 010/10/04/101004fa_fact_gladwell(date accessed: 08/07/2012) 14. Bohler-Muller N. and van der Merwe, C. 2011 The potential of social media to influence socio-political change on the African Continent. Africa nominate of South Africa 15. Toni Ahlqvist, Asta Back, Sirkka Heinonen, Minna Halonen, (2010),”Road-mapping the societal transformation potential of social media”, foresight, Vol. 12 Iss: 5 pp. 3 16. Andre-Michel Essoungou, 2010 A social media boom begins in Africa, www. un. org/en/africarenewal/vol24no4/socialmediabom. tml (date accessed 17 July 2012) 17. Gossier, J. 2008 Social Media in Africa, Part 3: Democracy 18. carneross. com/blog/2011/04/23/necessity-leaderless-revolution section 2 2. integration of case study findings †passs for Leaders Assessed in Assignment 1 2. 1 debut Emerging from an exploration of the likely impacts of social medial in the context of the political uprisings explored in question 1 above is the indirect threat neo-socio dynamics p ose to authoritative cheek, as was the case with Hosni Mubarak resigning from presidential office, a mere 18 days after the start of the Egyptian protests (bbc. o. uk 2011). This is in stark contrast to the rise of US President Barrack Obama, whose 2008 election campaign has been heralded as a win for social media, after a landslide victory which sought to â€Å"convert routine people into engaged and empowered volunteers, donors and advocates through social media” (Edelman, 2009). Comparing these two leaders on the basis of their style of governance suggests polar opposite styles from democratic to autocratic leadership. Autocratic leaders are those who stool unilateral decisions and issue instructions.It is often criticized because it negates relationships in the midst of followers that allow decisions to be made by leaders and followers (Ehow. com), whereas commonwealth advocates inclusive and engaging governance. Following on from the understanding map developed i n assignment 1, we recommend an alternative leadership approach for the handicraft leaders surveyed. 2. 2Assignment 1: Overview of the leading Model In the first leadership assignment, three leaders were surveyed and a leadership look map was developed. The mind map sought to establish which leadership theory these three leaders bid to.As per table 1 (below), all three leaders subscribe to the power and influence theory of leadership, path-goal theory, leader-member exchange theory (LMX), good leadership, transformational leadership, servant leadership, spiritual leadership and rightful(a) leadership. A fundamental leadership peculiarity amongst these surveyed leaders was found to be construct and maintaining ‘trust’. THEORY| MS. MABUNDA| MS. GOVIND| MR. SIBEKO| 1. Power & incline| Legitimate (Positional)Expert (Personal)| remunerate (Positional)Referent + Expert (Personal)| Reward (Positional)Expert (Personal)| 2.Path-goal| Supportive| Directive| Direct ive | 3. LMX| exalted LMX| High LMX| High LMX| 4. qualifyational| Yes| Yes| Yes| 5. Ethical| Yes| Yes| Yes| 6. consideration | Yes| No| No| 7. Spiritual| Yes| Yes| Yes| 8. accredited| Yes| Yes| No| instrument panel 1 Leader Theory Summation of Surveyed Leaders (SAND011A, 2012) sign 1, below, furnishs a graphic of the leadership mind map that was developed in assignment one. The leaders used a combining of both positional and personal power. The mind map also repointcased adaptations to this power and influence model, with various modes of leadership also complementing their aboriginal leadership model.Image [ 1 ] Assignment 1 lead Mind Map (SAND011A, 2012) consider formed the core of their leadership character, without which these leaders believe that their effectiveness to lead would have been severely impeded. We believe this to be true as followers are more inclined to trust people when they understand their leader’s jimmys and mention that their actions are c ongruent with those values because they can reliably predict how their leaders result act. As such, leaders of high character instil trust.However, given their reliance on positional and personal power, an alternative leadership model is proposed below. 2. 3 Leadership mind-map Recommendation The demands of neo-socio dynamics on leadership is such that leaders must develop a broad range of personal and passkey competencies in order to meet the challenges they will inevitably face. Tomorrow’s leaders must stay abreast of the impact of the social media curve. Primary and secondary stakeholders now have access through social media applications to mobilize and either do great harm to an organisation or support its efforts.This was recently illustrated by the Woolworths vs. Frankies dispute. According to Frankies, Woolworths, had sabotaged its attempts to distribute its product and claim ownership, by interchange an imitation of its discombobulate. Supporters of Frankies mobi lized and avenged on social media spaces such as Facebook and Twitter. The response by Woolworths was plagued by its inability to understand the social media playing field. Instead of engaging followers, Woolworth’s executives chose to release press statements that appeared to only exacerbate the situation.The advertisement Standards Authority ruled in favour of Frankies, and Woolworths was ordered to remove its ‘copy-cat’ version of the soft drink. (Moneyweb, 2012) In a recent sun slack measure Article (Aug, 2012) Woolworths CEO, Ian Moir notes that the familiarity was move at how quickly outrage was spread in the Frankie’s soft drink saga. In response to his own leadership displayed during the communication crisis, he stated that it (the social media outrage) was a problem within an arcminute which made it difficult to manage(C. Barron, 2012).It is safe to conclude that had Woolworth’s leadership endorsed a different response, strengthened its stakeholder difference of opinion and understood the adjacent impact of social networking, they would have follow an alternative approach to engaging their stakeholders. i. authentic-Transformational Leadership The case study (in section 1) and the antecedent Woolworths example highlights the need for ‘open leadership’. According to Charlene li (2011) â€Å"By embracing social media, leaders can transform their organizations to become more effective, decisive, and ultimately more profitable in this new era of openness in the marketplace. Whilst no model and no list of leadership behaviours or competencies can fully capture all the critical components of stakeholder management; our base has selected the prescriptive, authentic-transformational leadership model, for leaders to align themselves to. Transformational leadership describes a leader who motivates followers to writ of execution beyond expectations, but has often been attacked for its potential to be abused. Bass and Steidlmeier (1999) point out that the ethics of transformational leadership have been challenged.For example, transformational leaders: (1) can use impression management behaviours that pave the way to immoral behaviour (Snyder,1987) and (2) ready followers into losing more than they gain (White & Wooten, 1986). To excuse these shortcomings, an additional form of leadership has been proposed to complement transformational leadership i. e. authentic leadership (Nichols, doubting Thomas W. , 2008). Authentic leadership is an over-arching concept that aims to accept transformational leadership and all positive forms of leadership (Avolio and Gardner 2005). At the heart of authentic leadership is the concept of honourableity.The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Whilst many pseudo-transformational leaders are able to exert control over their followers, their lack of cha racter and good behaviour ultimately bring harm to their followers. By acting on a core rophy of benevolent values, authentic transformational leaders, bring out the best in their followers and prod them on to do great things for society. ii. deportment of Authentic-Transformational Leaders Ethics are a basic component of authentic transformational leadership.Image 2 (below), demonstrates that these kinds of leaders engage in: * reckon influence:  Serving as examples of worthiness and character; creating a climate of high standards for task performance and ethical choices. * sacred motivation:  Developing and communicating an ambitious, kindle and morally good vision for the group to achieve; involving followers, empowering them and encouraging their instruction. * Intellectual stimulus:  Fostering open discussion of the vision, its implementation and encouraging new ideas from their followers without criticizing them publically for their mistakes. Individualize d consideration:  Demonstrating genuine tutelage for followers development; provide coaching and mentoring and honor followers for creativity and innovation. Image 2 Transformational Leadership Model (Management Study Guide, 2009) iii. Advantages of Authentic Transformational Leaders The advantages become apparent when demonstrating ethical behaviour and personal character while performing the four types of leadership behaviours in Image 1. Many researchers have proposed outcomes relating to authentic, transformational, ethical, and magnetized behaviours.These include trust (Robinson, 1996), organizational cargo (Conger, 1999), satisfaction (George & Jones, 1997), performance (Howell & Avolio, 1993) and organizational citizenship behaviour (Gardner & Schermerhorn, 2004). Additionally, the above authors suggest that: * These leaders develop higher levels of self-awareness. * They lead followers through personal development and organizational change. * They are ab le to persuade them to step out of their comfort zones, take a springiness of faith and follow their leaders into the unknown.These also support a recent HBR discussion amongst Harvard’s leadership academia, who advocate the need for an increased level of self-awareness amongst melody leaders, effective diversity management and forging great partnerships with ALL stakeholders, both consumers and suppliers alike in the age of a more committed and socially (pro) active line of work environment. 2. 4Conclusion Authentic-transformational leaders are those leaders who are able to intellectually stimulate, inspirationally motivate and ideally influence their followers in an ethical manner.They are transparent in their dealing and ethical in their actions and it is their authenticity that removes the potential for them to abuse this leadership style. (Bass and Steidlmeier(1999). section 3 THE HR VALUE PROPOSITION-recommendations to mitigate the implications of the case study fi ndings through the use of hr value propositions 3. HR range Proposition 3. 1 Definition Human Resource, â€Å"HR”, professionals add value when their work support an organization to achieve its goals. It is not the purpose of a program or declaration of policy that matters the most, but what recipients gain from these actions (Success360degree. com).In a world of increasingly scarce resources, activities that kick downstairs to add value are not worth pursuing. The HR value proposition means that HR practices, departments and professionals produce positive outcomes for key stakeholders †employees, line managers, customers, and investors. (Amerin, 2005) According to David Ulrich (2005) HR ask to be able to show how their activities create value for key stakeholders. He asserts that HR must have a direct line of sight to the market place such as the customers who misdirect products and service and to the shareholders who provide capital and that HR must be framed as a source of competitive advantage.He states that ultimately HR professionals need to be able to spell out how they provide a unique and powerful perspective of the linkages between employee commitment, customer attitudes and investor returns. (Harvard Business School operative Knowledge, 2005) The role of a leader in an organisation is to lead change, lead transformation, lead teams and lead engagement. This process is often a learning on the part of the leader. For this reason, leadership branding is often part of the HR value proposition due to the fact that HR is the custodian of learning and development within an organisation. . 2HR Value Proposition Objectives * HR take to be able to show how their activities create value for key stakeholders (i. e. the subscriber line, customers, employees, investors) * HR must have a direct line of sight to the market place such as the customers who buy products and services and to the shareholders who provide capital (a suggestion of a s trong market orientation). * HR professionals must align practices with the requirements of congenital and impertinent stakeholders (operating in a silo is no longer able). HR professionals must acquire the personal experience and skills necessary to link HR natural process to stakeholder value. * HR professionals need to be able to spell out how they provide a unique and powerful perspective of the linkages between employee commitment, customer attitudes and investor returns. 3. 3 A Systemic HR Mental Model HR call for to frame a new mental model that will make others take notice of and acknowledge the central and sustainable benefits HR brings to organisations in the new economy.Such a mental model must form the strategical framework that provides HR professionals with the evidence that HR is truly adding value to key stakeholders. Once developed, a systemic HR mental model will provide the strategic framework that enables HR professionals to make significant and tangible c ontributions to cable performance. For instance, HR professionals will be able to use these models to economically justify their initiatives, fire where the personal line of credit is at risk, highlight opportunities to continually improve performance and most importantly, show how they add to stakeholder value.This conclave will provide a platform where eminent HR professionals will discuss the issues that organizations need to clutch in order to transform the role of HR and aid organizations to gain and sustain competitive advantage. (www. ksom. ac. in) The HR Value Proposition, which was developed by Dave Ulrich in 2005,expressesfivekey elements for the value creation activities of HR, namely: 1. Knowing impertinent business realities 2. Serving Internal and impertinent Stakeholders 3. Creating HR Best Practices . Building HR Resources 5. Ensuring HR Professionalism Figure 1 HR Value Proposition Template (D. Ulrich 2005) 3. 4ORGANIZATIONAL CHALLENGES PROPOSED The HR Value pr oposition mind map (Table 1) speaks to challenges organisations may be facing. Social media connectivity and activism can impact business relations both internally (employee relations) and externally (customer relations). We therefore propose two examples of this for a generic Company X: 1. Employees who are dissatisfied with utocratic, heavy-handed leadership within an organisation; and 2. customer online queries or complaints are being sluggishly accompanied to, turn uping in poor customer service levels. 3. 5Business Implications 1. Employees could take to social media and discuss amongst themselves their dissatisfaction with their leaders resulting in lower levels of staff morale, productiveness and insubordination (borne out of frustration and on-going discussions in and amongst disgruntled employees).The recent Marikana Mining tragedy, although silent under investigation, could potentially point toward employee mobilization (which may have been aided by social media interac tion such as Blackberry messenger â€Å"BBM”, or perhaps Facebook engagement) and possibly suggest how three kibibyte employees mobilized to the exclusion of their own union leaders, who calculate not to have known about the impending strike action. . Customers who sense that smart set X is not engaging quickly and effectively to their queries or complaints may view the company’s indifference as a sign of it not being customer oriented and they may retaliate on social media platforms. The online conversation could inform new customers and other existing customers of the company’s level of degree of engagement as such impacting business performance. . 6 The Value Proposition- Application The HR Value Proposition will manage the issues in the two examples cited above that will result in improvement or a turnaround outline. The systemic mind map model will seek to address the first two of the elements of Ulrich’s HR value proposition namely, 1. Knowin g external business realities; and 2. Serving Internal and External Stakeholders.The reason for choosing the above two elements is because neo-socio dynamics (social media) suggests (1) a new and evolving external business reality in the form of online and mobile phone technology, its connectivity, user activity, and continued global growth in online social engagement and (2) ‘serving internal and external stakeholders’, who are now seemingly more affiliated and willing to voice their dissatisfaction, implies that HR needs to re-orientate its value proposition in light of how and where internal and xternal stakeholders are now having their conversations, which is online, in real time, sporadic, and transparent. As such the Value Proposition should aim to: * Create market value for investors by increasing intangibles. * Increases customer share by connecting with target customers. * suspensor line managers deliver strategy by building organisation capabilities. * Clari fy and establish an employee value proposition and enhance individual abilities. * Improve the line manager’s ability to understand external business realities.HR Value Proposition Element| HR Transformation Criteria| HR Intervention| HR Value Proposition| Knowing the external businessRealities Article I. AND Article II. Serving externaland internal stakeholders| Create market value for investors by increasing intangibles. Increases customer share by connecting with target customers. Helps line managers deliver strategy by building organisation capabilities. Clarifies and establishes an employee value proposition and enhances individual abilities.Improve the line managers ability to understand external business realties| * The experience, level, function, previous(prenominal) management education, current challenges faced and demographic background of the potential participants needs to be considered when setting the objectives so that the plan is made relevant to the parti cipant as well as the organisation. Leadership development needs may be carried out at this time which are linked to the strategic objectives and competencies needed for organisational advantage. * Based on the results of assessments they will be nominated to go on courses to close the competency gap. A suitable audience will be selected * An military rating system and corresponding actions to reward success and improve on deficiencies preferably the Kirkpatrick Model in which to gauge self-development of leaders; their ability to contribute to the teams they lead; and which help them contribute to the business and strategic change. The basket of offerings from a development perspective and leadership programme will be: 1. Emotional news show 2. Resilience 3. Customer Orientation 4. chore solving 5. Analytical Skills 6. Communication 7. Networking 8. coaching 9.MentoringAnalytical skills. 10. Communication 11. Networking| 1. Clear focalize on customer satisfaction and meeting t he needs of the customer. 2. Improved staff retention 3. move staff turnover 4. Increased productiveness 5. Display of effective leadership and managerial skills 6. Effective problem solving and decision-making. 7. see and comprise information and facts and demonstrate performance and change in behaviour 8. impart decisive and proactive decisions 9. Clear and luxuriant written communication skills. 10. Clear focus on networking with all key stakeholders. Table 1: HR Value Proposition Mind Map †Generic shaping X 3. 7 Conclusion The business world shapes leaders, pushing them to adapt and change in the face of social technology’s revolutionizing impact. Social media has connected, networked and empowered employees, customers, partners and investors and all stakeholders of the company globally. The change has been so quick that leaders are increasingly caught unprepared(Barry Libert and crack Ourieff 2012). To succeed, and even just to survive, leaders must evolve a s today’s technologies are changing.Social, mobile and cloud technologies force savvy businesses to become open, transparent, and inclusive organizations with stakeholders. Leaders must create new frameworks to integrate their understanding of social and mobile technologies into their leadership skills and management teams must recruit candidates fit out with these new capabilities. â€Å"Be Open, Be Transparent, Be Authentic” are the current leadership mantras, yet companies often push back according to Charlene Li (2011). Traditionally business is premised on the concept of control, yet the new world order (neo-socio dynamics) demands ‘openness’. ______________________________________________________ 3. 8 REFERENCES †SECTION 2 AND 3 1. Aughton P. 2005, mapping the HR Value Proposition 2. Augie cock May 11, 2010; (http://blogs. forrester. com/augie_ray/10-05-11-seven_things_your_organization_must_do_because_social_media) 3. Barron, C. 2012: A soci al media impingement for Woollies, Sunday Times Business Times Aug 19th 2012 pg6. 4. Barry Libert and Sally Ourieff 2012, Recruiting and Developing keen Teams in the Facebook Age , https://www. bluesteps. com/blog/Recruiting-and-Developing-Great-Teams-in-the-Facebook-Age. aspx (date accessed: July 28 2012) 5. Bass, B.M. & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behaviour. Leadership Quarterly, 10(2): 181-217. 6. http://dssresources. com/faq/index. php? action=artikel=225 7. http://www. ccl. org/leadership/pdf/research/creatingGovernmentLeaders. pdf 8. http://www. ccl. org/leadership/pdf/research/futureTrends. pdf 9. http://www. ehow. com/list_6713655_effects-autocratic-leadership. hypertext mark-up language 10. http://www. highwayafrica. com/media/Citizen_Journalism_and_Democracy_Book. pdf 11. Li, C (2011) Open Leadership: How Social Technology Can Transform How You Leadhttp://www. charleneli. om/open-leadership/ date accessed Jul y 16th, 2012 12. Nichols, Thomas W.. Authentic transformational leadership and implicit leadership theories.. Denton, Texas. UNT Digital Library. http://digital. library. unt. edu/ark:/67531/metadc9056/. Accessed July 16, 2012. 13. Transformational Leadership theory http://managementstudyguide. com/transformational-leadership. htm date accessed 16th July 2012 14. Ulrich D, 2005, HR’s New Mandate: Be a strategic player, http://hbswk. hbs. edu/archive/4861. html (date accessed: 30/07/2012) Images: © 2012 (Twitter) Twitter Inc. , (Facebook) Facebook Corp, (YouTube) Google Inc.\r\n'