Agility Resilience in organisation

Resilience capacity provides the basis for restoration after a severe jolt and can offer an opportunity for an organization to undergo a positive transformation as a result of overcoming an exceptionally challenging experience. Similarly, strategic agility enables a firm to initiate and apply flexible and dynamic competitive moves in order to respond positively to changes imposed by others and to initiate shifts in strategy to create new marketplace realities (McCann, 2004).
The purpose of this business report is to examine Al Noor 's approach to organizational agility and resilience; looking specifically at the promotion of leadership and enterprise workforce. It explores the benefits to the organization of the implementation of a systematic plan for selecting, motivating and developing employees with the requisite skills and demonstrated behaviors to operate effectively in highly uncertain, highly unstructured environments and demonstrating how enabling this improves organizational outlook. As organizational resilience and agility is seen as a systematic property, both individual and organizational levels are explored.
In today’s global economic climate businesses need to sustain a competitive advantage to remain above the competition. It is the geopolitical uncertainty, with unprecedented changes and instability and business discontinuities that demand organizational agility and organizational resilience. Unforeseen circumstances like the terrorist acts of September 11th had adverse effects on businesses that dealt with commodities such as gold, and the company was no exception. The sudden hike in gold price resulted in the company losing millions, and the lack of agility and resilience the organization possessed meant it paid greatly with the years that followed.
Presently, in the company is undergoing major transformational changes to its corporate strategy and development, and a change that the new HR team is pushing towards is changing the way

References: Bond, F.W. & Bunce, D. (2000). Mediators of change in emotion-focused and problem-focused worksite stress management interventions. Journal of Occupational Health Psychology, 5(1), 156 – 163 Carver CS Coch, L., & French, J.R.P., Jr. (1948). Overcoming resistance to change.Human Relations,1(4), 512-532. Cooper, C.L., and Sadri, G. (1991) ‘The Impact of Stress Counselling at Work’ Journal of Social Behaviour and Personality, 6:411-423. Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80(5), 46−55. Dawson, J.F., West, M.A., & Yan, X. (2009). Positive and negative effects of team working in healthcare: "Real and Pseudo" teams and thier impact on healthcare safety. Birmigham: Aston Business School: Paper submitted for publication. Dyer, C Eisenhardt, K. M., & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105−1121. Ferrier, W. J., Smith, K. G., & Grimm, C. M. (1999). The role of competitive action in market share erosion and industry dethronement: A study of industry leaders and challengers. Academy of Management Journal, 42, 372−388. Frese, M. (1999). Social support as a moderator of the relationship between work stressors and psychological dysfunctioning: A longitudinal Study with Objective Measures. Journal of Occupational Health Psychology, 4, 179- 192. Hammonds, K Hughes, J. L. and McNamara, W. J. (1959). Revised Programmer Aptitude Test. IBM: New York. Kompier, M.A.J., Geurts, S.A.E., Grudemann., R.W.M., Vink, P., & Smulders, P.G.W. (1998). Cases in stress prevention: The sucess of a participative and stepwise approach, Stress Medicine, 14, 155-68. Lengnick-Hall, C Lengnick-Hall, C.A., Beck, T.E., & Lengnick-Hall, M.L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21, 243-255. Lievens, F., Sanchez, J Maslach C, Leiter MP. The truth about burnout: how organizations cause personal stress and what to do about it. San Francisco, CA: Jossey-Bass, 1997. McCann, J; Selksy, J. (2004). Building agility, Resilience and Performance in Turbulent Environments. People and Strategy, 23[3]. McCloud, J Meyer, A. D. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27, 515−537. Murphy, L. R. (1996) Stress management in work settings: a critical review of the health effects, American Journal of Health Promotion 11: 112-135 Motowidlo, S Patterson, F., Ferguson, E. (2007). Selection into medical education and training. Understanding Medical education and training. Undderstanding Medical Education Series. Riolli, L; Savicki, V. (2003). Information system organizational resilience. The international Journal of Management Science, 31, 227-233. Rivette, K. G., & Kline, D. (2000). Rembrandts in the attic. Boston, MA: Harvard Business School Press. Rotter, J. B. (1966). Generalized expectancies for internal versus external control of reinforcement. Psychological Monographs, 80(1, Whole No.609). Salgado, J.F., & Anderson, N. (2003). Validity generalization of GMA tests across countries in the European Community. European Journal of Work and Organizational Psychology, 12, 1-17 Schaufeli, W.B., & Bakker, A.B Schmidt, F.L., Hunter, J.E., McKenzie, R.C., & Muldrow, T.W. (1979). Impact of valid selection procedures on work-force productivity. Journal of Applied Psychology, 64, 609-626. Schmidt, F Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage