Organisational Leading and Development

Running head: ORGANISATIONAL LEADING AND DEVELOPMENT
Organisational Leading and Development
Student’s name:
Name of the university:
Author’s note:

1ORGANISATIONAL LEADING AND DEVELOPMENT
Table of Contents
1. Introduction..................................................................................................................................2
2. Organisational context.................................................................................................................3
a. Strategic:..................................................................................................................................3
b. Business-led:............................................................................................................................3
c. Horizontal integration:.............................................................................................................4
d. Structure and culture................................................................................................................4
e. Adding value............................................................................................................................5
f. Consideration of the associated L&D budget and costs of the proposals................................6
3. Analysis.......................................................................................................................................7
4. Design..........................................................................................................................................9
5. Delivery.....................................................................................................................................11
6. Evaluation..................................................................................................................................13
7. Conclusion.................................................................................................................................14
Reference List................................................................................................................................16

2ORGANISATIONAL LEADING AND DEVELOPMENT
1. Introduction
Wong Partnership is a legal firm based in Singapore and it promises an exceptional
approach for the legal problems using the own brand of unique thinking. Wong Partnership
established itself as a leader; it has a reputation as a major provider of legal services in ASEAN,
Middle East and China. Wong Partnership does not believe in the traditional limitations of the
competitors and it has regional law network. Wong Partnership has it headquarter in Singapore.
Wong Partnership has twin focus on the advisory and transactional work where the organisation
has involved in landmark corporate transactions. Wong Partnership was established in the year
1992 and it expanded to work with 60 lawyers in the year 1994 (Wongpartnership.com 2018).
Organisations expense a large amount of money on training and development of the
employees; however, prior to spending such large amount of money; the organisations need to
understand the need for conducting the training for the employees. The organisations sometimes
make mistakes in not assessing the training needs of the employees. Employees require training
when they are found to be capable enough to meet the objectives of the organisation. Wong
Partnership today has more than 300 lawyers and they have staffs serving clients in the Middle
East and Asia. The organisation has been facing the issue of lower client satisfaction and Wong
Partnership has also been facing the issue form support for the community, Pro Bono Practice,
legal education and environment. As an L&D, training for support staffs in Wong Partnership
will be provided. As an L&D, developing and implementing learning strategies and programmes
is needed and it is also needed to design e-learning for the staffs with courses and workshops. As
an L&D, maintaining budgets along with relationship will be helpful for Wong Partnership.

3ORGANISATIONAL LEADING AND DEVELOPMENT
Training programme for the staffs to develop them in the field of law will be conducted for 2
years and 12,000 Singapore dollars will be allocated for this.
2. Organisational context
a. Strategic:
Barham et al. (1988) stated that the needs of the business would be most attained through
the meeting of the success; fulfilment and meaning are met properly. If the people within the
organisation are in poor shape, the objectives of the company are unlikely to be achieved. ‘Soft
care' cannot provide the people what they need within the organisation. The employees need the
care to get trained; otherwise, the organisation will diminish. Barham et al. (2018) described that
strategic human resource development arises from the vision of the organisation and what the
business needs to do. The organisation also needs to understand the potential abilities of the
people and the management has the options available within the given time period to assist it to
grow and prosper (Bell et al. 2017).
The mission of Wong Partnership: The mission of Wong Partnership is to involve in
landmark corporate transaction and high profile litigation and arbitration. Wong Partnership has
the mission to make a regional law network and make collaborative nature of practices which
ensure what the clients’ receive the quality of services which are essential in today’s challenging
and competitive environment (Wongpartnership.com 2018).
Vision: Vision of the organisation is to winning partnership and leading the excellence.
Aims: Aim of Wong Partnership is to act differently in all approach of legal problems.