Outline for the Individual Assignment on Leadership

I. AbstractThe world at the beginning of the 21st century witnesses millions of people each year soaring across continents in search of work, pleasure and new experiences, together with countless companies and corporations moving from country to country to look for new business opportunities and expand their market. These days, the term Asian Century is frequently deployed to imply the re-emergence of Asia as the worlds centre of political, economic and socio-cultural activities. This shift toward Asia has challenged numerous companies in all fields of business around the world. Under the framework of the Australias country strategies toward great economies in Asia, namely China (excluding SARs), India, Japan, Hong Kong, Taiwan, the key ASEAN economies (Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam), Republic of Korea, Asialink Taskforce has developed a document named Developing an Asia capable workforce, a national strategy in order to build an Asia capable Australia. This document raises an urgent matter of capacity building for the Australian workforce. It also defines a four-part strategy to develop an Asia workforce in Australia, which includes advocacy of the case for developing an Asia capable workforce; acceleration of the development of Asia-focused strategies with Australian business taking the lead; investment in developing Asia capability throughout the Australian workforce; and more effective education for Australias future workforce for the Asian Century. Amongst all the Australian firms who have been gaining significant success in Asian market, Ernst & Young (hereby referred to as EY) stands out as a good example of how to tackle arising challenges in this Asian Century. The firm has (facts from Doughs presentation) This paper is aimed at analyzing EY Asia Capability as with reflections on the experience of EYs managers/consultants.

II. Introduction Introduction about the assignment-The purpose of this analysis is to gain knowledge about key concepts reviewed in the MBA 520 coursework coupled with recognizing application of these concepts in several industries. This paper has three purposes: (1) identify an issue in the simulation that the companies also face, (2) how the company responded to the issue, and (3) outcomes of the companys response to the situation. - Asian Century- 11 critical capabilities - Application to EY Change is the only dependable constant in life as well as in business. Especially in a free market economy, change is inevitable. This being the case, the manner in which change is administered or managed can play a detrimental part in the success or failure of an organization. Change management is defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities (TechTarget, 2007-08). The organization's leadership must identify the challenges associated with implementing the changes and facilitate a smooth transition. The following paragraphs examine some of the challenges faced by major organizations and detail their responses.

III. Overview of EY in this ASIAN Centurya. ASIAN Centuryb. 11 critical capabilitiesc. EYs positioning in the ASIAN centuryIV. Methodology 1. Primary Research Resource2. Secondary Research ResourceV. Reflection of EY manager and EY Corporation on the 11 critical capabilities a. Reflection on Individual Critical Capabilities Leadership: Leadership is an area of growth. The person in a leadership position is set to guide the minds of the people beneath him or her. The only way that a leader can do that is by living vicariously through the members work experiences and remaining positive. A positive leader is motivated for successes and failures and encourages his team members to do the same. His or her vision is mostly optimistic and visionary. In this case, the need for a leader to be ever-changing is seriously important. This attitude of change is contagious and should reflect the attitude of any organization. When an attitude of change is not reflective in the organization, it may stifle growth. The key is to find a way to make the planted seed a tall tree. Even more important, the small and large organizations use the new tall tree and how does its place affect the environment around it?

b. Reflection on Company Critical CapabilitiesVI. General Recommendations Urgency about the need for change Clear vision of the benefits to be gained Identify likely supporters, opponents and reasons for resistance Building a broad coalition for the change Key positions Use task force Prepare ppl to change by explaining and building capacity Monitor the process of change and make adjustment VII. SummaryIn short, at a time when successful economies are increasingly emerging, the challenge now is to map out how to rethink and build real, sustainable capacities where it matters the most: in the company itself.

VIII. Reference