Executive Briefing Paper Essay Example | Topics and Well Written Essays - 1000 words

Executive apprize Paper - Essay ExampleMentorship is not peeled to Burberry, although its experience is largely external, philanthropic, and along the line of bodied social responsibility. Presently, the Company is a corporate sponsor of IntoUniversity, a charity organisation dedicated to educating the juvenility through mentoring. Through its local turn backing centres, some of Burberrys employees and managers are already dedicating time and ride as volunteers mentors and e-mentors, to Britains poor but deserving young people who are inspired to learn (IntoUniversity, 2010). In 2011 alone, Burberry associates volunteered 5,500 hours of mentoring. For one particular Burberry associate, more than 200 young students were mentored globally in programmes ranging from leash months to three years (Burberry Annual Report 2011/12, p. 64). Recent studies have highlighted the use of internal mentoring, as a proficiency to improve performance and enhance competitiveness. It is believed t hat by adopting internal mentoring, the firm will benefit competitively. II. Proposition This account takes that Burberry engage in internal mentoring throughout the organisation until the highest levels, in order to enhance its competitiveness. Mentoring is seen as a tool not only for implementing social development programs external to the firm, but is also perceived as an effective instrument in pursuing the companys strategic goal of remaining competitive. The viability of mentoring in Burberry will be discussed. III. Theoretical background Mentoring is an intense and complex relationship where the mentor plays the role of catch and parent and functions as teacher, advisor, sponsor, and friend (Ehrich & Hansford, 1999, p.93). Academic literature states that mentoring improves individual behaviour and performance, particularly in the instruction and encouragement of the young. However, the impact of mentoring on firm behaviour and outcomes has not been established, particularl y in the highest policy levels. Offstein, Shah and Gnyawali (2011) propose a simulate whereby the board of directors (BOD) mentors the chief executive officer (CEO), for the purpose of improving the CEOs ability and motivation to competitively engage the firm (p. 75). In the diagram that follows, the mentoring role of the BOD is represent in terms of sponsorship, protection, and coaching or counselling. By providing legitimacy, a proper sense of discretion and risk-taking, and intimacy and learning, the mentoring exercise is expected to lead towards a greater firm competitiveness. Competitive behaviour is defined by their magnitude and complexity. Source Offstein, Shah and Gnyawali, 2011, p. 80 According to the theory by Offstein, et al. (2011), competitive actions are purposefully directed, specific, and observable. The model adheres to the principle that companies that undertake bold and complex competitive actions benefit as a result, because such actions crusade the status q uo and establish new rules by which the competitive stage is reset. According to Schumpeter (1934) in his seminal study, prime(prenominal) mover advantage (i.e., the advantage of being the first firm to undertake an innovation that defines a new competitive environment) generates abnormally high profits, until such time as other firms catch up and themselves engross innovative actions in an effort to overcome the market leader. From the executive levels, mentoring by CEO to his division heads, and from them to the