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1b Leaders define, monitor, review and drive the improvement of the organization’s management performance

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1b Leaders define, monitor, review and drive the improvement of the organization’s management performance, international human resources, efqm

1b Leaders define, monitor, review and drive the improvement of the organization’s management performance, international human resources, efqm

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  • 1. 1b Leaders define, monitor,review and drive the improvementof the organization’s managementperformance http://www.flickr.com/photos/dronir/3637162478/sizes/l/
  • 2. SUMMARY OF THE LASTLECTURES – WHAT DIDYOU LEARN? International Human Resources Management, Dr. Jörg Klukas 2
  • 3. What we have learnt.• Overview of the EFQM Model • Criteria 1 to be applied for HR- • Tasks/Roles of Leaders Departments • Various Theories, Types, Traits about Leadership• Criteria 3 • People Approaches• Criteria 5 • HR Process Management• Criteria 4e • Learning Organization g g • People, Places and Objects Approach• Intercultural Management by Lixiu• Criteria 7 • People’s Perception measures • People’s Performance Indicators International Human Resources Management, Wassili Lasarov, Dr. Jörg Klukas
  • 4. 1B LEADERS DEFINE, MONITOR, REVIEWAND DRIVE THE IMPROVEMENT O THEA O OFORGANIZATION’S MANAGEMENTPERFORMANCE International Human Resources Management, Dr. Jörg Klukas 4
  • 5. The EFQM excellence model QEnablers Results People People Results Policy and Customer Key Leadership p Strategy Processes Results Performance Results Partnerships Society & Resources Results Innovation and Learning International Human Resources Management, Dr. Jörg Klukas 5
  • 6. The EFQM excellence model Q People People Results Key 1. Leadership 1 L d hi CustomerLeadership Strategy Strateg Processes Performance Results Results Partnership Society & Resources Resultsa. Leaders develop the Mission, Vision, Values and ethics and act as role modelb. Leaders define, monitor, review and drive the improvement of the organization’s management system and performancec. Leaders engage with external stakeholdersd.d Leaders reinforce a culture of excellence with the organization s people organization’se. Leaders ensure that the organization is flexible, and managers change effectively International Human Resources Management, Dr. Jörg Klukas 6
  • 7. The EFQM excellence model - Leadership Q p Leaders define, monitor, review and drive the improvement of the organization’s define monitor management system and performanceIn practice, excellent organizations• Use b l U a balanced set of results to review their progress, providing a view of long- and d t f lt t i th i idi i fl d APPROACHES short-term priorities for the key stakeholders, with clearly defined “cause and effect” relationships. Process Coordinator,• Develop and improve the organization’s management system, including evaluating Process Owner the set of results in order to improve future p p performance and p provide sustainable benefits to stakeholders. Process Manager• Base decisions on factually reliable information and use all available knowledge to interpret current and predicted performance of the relevant processes. Leader of• Are transparent and accountable to stakeholders and society at large for their Improvement Team performance and actively support the desire to go beyond regulatory compliance.• Deliver high levels of stakeholders confidence by ensuring risks are identified and Regular BSC Review appropriately managed across their processes.• Understand d develop th underlying capabilities of the organization. U d t d and d l the d l i biliti f th i ti Assessor / Auditor (e.g. EFQM) International Human Resources Management, Dr. Jörg Klukas 7
  • 8. PROCESS TASKS ANDINFLUENCERS International Human Resources Management, Dr. Jörg Klukas
  • 9. 4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal.Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility forcontinuous improvements. Leadership of change realizes break-through improvements to redesign the organization. Strategic Leadership Operational 1a Leadership 1c/d • Process Coordinator, Process Owner people ship Process Manager gLeadership Processsof Change Leaders • Leader of Improvement Team 1b • Assessor / Auditor (EFQM, Bootstrap/SPICE) Visionary Enabler • Member of Management Review g e Role Model • Responsible for Strategic Initiatives • Manger of Innovations; Member of Disruptive 1e Innovation Decision Teams; Leader/Member of Focus Innovations experiences • Set challenging goals, create belief • Leading employees and commitment to these goals, • Account Manager involving people at all company • Partner Manager levels, stick with the challenging • Responsible for Cultural Activities, goals, focus on it and execute Educational Institutions, • by Offsites, Management Meetings, Governmental Relationships BU/Account Reviews, Strategy Mapping, BSC International Human Resources Management, Dr. Jörg Klukas 9
  • 10. Ways to influence y Leader Leading by vision, Leading by structure corporate values and HR and systems policyProcesses, Objectives and Vision, corporate culture, Direct Influence Rewards shared values and norms Governance by Go ernance b Governance by objectives, rules and sozialization rewards Follower Self-Governance by Extra-organizational socializations or teams International Human Resources Management, Dr. Jörg Klukas 10
  • 11. PROCESS ROLES International Human Resources Management, Dr. Jörg Klukas
  • 12. Example -Process Owners by TopManagement g 1. Strategy and 2. Operative Leadership 3. Business Excellence Planning CEO CEO Steering QM Leadership Processes Core Performance Processes Head of Sales CEO 5. 5 Projects COO 5.1 Consulting BUL C C M U 5.2 Software Solution Development BUL U 7. M A 4. S S A Knowledge R Acquisition T 5.3 5 3 Test Services BUL T R Sharing K and O O K and E CRM M M E COO 6. Services Learning T E E T R 6.1 Agency Services BUL R 6.2 Support Services BUL U Enabling Processes Head of HR CFO CFO Head of internal IT 10. Finance 8. Human Resources 9. Procurement Management and 11. Infrastructure Management Management Controlling Management International Human Resources Management, Dr. Jörg Klukas 12
  • 13. How leaders check the system y …analyze based on …monitor areas of relevant segmentations risks/success for interest groups Performance Indicators… …predict whether …check whether strategic targets can be operational process achievedobjectives are achieved (Balanced Scorecard) International Human Resources Management, Dr. Jörg Klukas 13
  • 14. Process Roles • Process Owner • owns the process, sub-processes, procedures and all belongings of the process (forms, checklists, templates,…) • (re-)designs the process, sub-processes, procedures and all belongingsDesign Measure, Discuss of the process, if it is necessary novate • assures fulfillment of strategy by its process Re-Design,Improve, Inn • Process Manager • Measures and analyzes the process, sub-processes, procedures and all belongings according to: n, • fulfillment of strategy (e.g. linkage to a BSC) • good-in-class performance • peers (prüfend blicken) the process owner and its processes,…; is not employed with the p p y process owner • suggests necessity of improvements • Process Community • generate, elaborate and share knowledge and best-practices for improvements an process innovations i i i International Human Resources Management, Dr. Jörg Klukas 14
  • 15. EFQM ASSESSMENTS BYLEADERS International Human Resources Management, Dr. Jörg Klukas 15
  • 16. Objectives of EFQM Assessment byLeaders• Type “Internal Self-Assessment” • Understanding the current state of organizational development • Reach consensus between all top managers about strength/weaknesses of the approaches • Agree important improvement/change measures regarding organizational approaches• Type “External Assessment” • Help other organizations to understand their organizational development • Apply and learn the EFQM Model and RADAR method • Benchlearning during external EFQM Assessment; Learn new Approaches International Human Resources Management, Dr. Jörg Klukas 16
  • 17. Leadership Responsiblity p p yEnablers Results HR HRPeople People QM Results COO CEO CSO Policy and Customer Key Leadership p Strategy Processes QM Q Results Performance Results COO CSO Partnerships Society & Resources Results CEO CFO, BUL Innovation and Learning International Human Resources Management, Dr. Jörg Klukas 17
  • 18. Leaders as EFQM Criteria OwnersInternal Self-AssessmentDuring the year:• Assignment of Leaders to criteria as criteria owners• Leader review and describe the current approaches according to RADAR for their criteria• Gather documentations and evidences through the organization and check the results (Reasonable?, targets achieved? Benchmarks?)• Perform Benchmarking, Benchlearning Activities• Id tif i Identify improvements/change measures t / h2 Days Self-Assessment Workshop (Consensus Meeting)• PPresents th results t th t management team t the lt to the top tt• Top Management Team scores according to RADAR and reach consensus• Prioritize top improvement/change measures for all criteria International Human Resources Management, Dr. Jörg Klukas 18
  • 19. REGULAR BSC,OBJECTIVE REVIEWS. International Human Resources Management, Dr. Jörg Klukas 19
  • 20. Walk the Talk - Example.Regular BSC and Objective Reviews. g j Unit Rounds (monthly management meeting) Top Management Rounds Account Review (fortnightly management meeting) Executive Rounds R (weekly management meeting) Chief Executive Officer and Chief Operating Officers uarteryl)Offsit BU/A Chief Chi f (qu Chief Financial Chief Sales Human Resources Officer Officer Officer tes, All Leaders of a Business Unit Quality Manager All Leaders of a Project Field Workers Council International Human Resources Management, Dr. Jörg Klukas 20
  • 21. Management Calendar – Linking Operational and Strategic RADAR (P)review.BU/Account Review – Review Team (Unit Leader, HR, BE, Sales, Finance) and BUL and its PFM. Terminplan 2006 Januar Februar März April Mai Juni Juli August September Oktober November Dezember 1 Account-R. Self-Assess. Maifeiertag Unit-Runde 1 2 BU-Review 2 3 EGL-Runde EGL-Runde Tag d. Dt. Einh. 3 4 Unit-Runde Unit-Runde BR / GF-Runde 4 5 Pfingsten 5 6 EGL-Runde EGL-Runde EGL-Runde BR / GF-Runde 6 7 Unit-Runde Unit-Runde Unit-Runde 6.-8.11. EFQM- 7 8 EGL-Runde Forum Budapest 8 9 EGL-Runde Unit-Runde BR / GF-Runde 910 Unit-Runde 1011 BR / GF-Runde 1112 Site-Visit Sit Vi it 1213 Jahres-Kickoff Site-Visit Account-R. 1314 Karfreitag Site-Visit BR / GF-Runde BU-Review 1415 Offsite-Meeting Site-Visit 1516 Offsite-Meeting Site-Visit 1617 Ostermontag Offsite-Meeting BR / GF-Runde 1718 Offsite-Meeting Offsite Meeting EGL-Runde EGL Runde 1819 BR / GF-Runde Account-R. Unit-Runde 1920 BR / GF-Runde BR / GF-Runde SMTM *) BU-Review Offsite-Meeting EGL-Runde 2021 incl.Manag.-Rev. Unit-Runde 2122 BR / GF-Runde Buß- u. Bettag 2223 BR / GF-Runde EGL-Runde 2324 BR / GF Runde GF-Runde Unit Runde Unit-Runde 2425 Himmelfahrt EGL-Runde 1. Weihnachtsf. 2526 Account-R. Unit-Runde 2. Weihnachtsf. 2627 BU-Review 2728 Self-Assess. EGL-Runde Offsite-Meeting 2829 Unit-Runde Offsite-Meeting 2930 3031 EGL-Runde Reformationst. 31 EGL-Runde CEO (Lead), COO, L US, L CM, L BE/HR, QMB, Stab BR Talk CEO, COO, L BE/HR and Workers Council SMTM *) = Senior-Management-Team-Meeting GF-Runde EGL + BUL Acc./BUEffective Leadership. HR, Finance Review EGL + BUL + CRM, BE, Unit Runde Page 21 Unit Leader, BUL, PFM (all locations) EEA/LEP Ass. All Leaders, EFQM Assessors 07.02.2006 Offsite Meeting All Leaders Jahres-Kickoff All employees from all locations
  • 22. OTHER TOOLS FORPROCESS/ IMPROVEMENTLEADERS International Human Resources Management, Dr. Jörg Klukas
  • 23. Tools for Improvements pApproach Indicators Management-Review BSC  Process Maturity (PCMM)Assessment  Management Maturity (EFQM)  Evaluation of Management System  Process Performance  Strategic  Assessment results Initiatives  Process Indicators  Customer Feedback  QualityReview  Target achievements of BSC  State of current Objectives  Business Objectives Improvement and  Budget Correction measures  Owner of  Set S t up improvement i - t InitativeSurvey  Employee Satisfaction measurements  Customer Satisfaction  Image International Human Resources Management, Dr. Jörg Klukas 23
  • 24. Management Review (acc. to ISO 9000)Suggestions for improvements Pool of Ideas for Change Consolidation and Improvement ManagementStrategic Filter/ Strategy Map Review Prioritize Mange operational Improvement Manage Change: Code Strategic Initiatives Monitoring Actions Book Deployment International Human Resources Management, Process Indicators BSC Indicators Dr. Jörg Klukas 24
  • 25. Contact me!Dr. Jörg Klukas• XING: https://www.xing.com/profile/Joerg_Klukas https://www xing com/profile/Joerg Klukas• Facebook: http://www.facebook.com/home.php?#!/joerg.klukas• Slideshare: http://www.slideshare.net/pludoni• Twitter: http://twitter com/pludoni http://twitter.com/pludoni• Email: joerg.klukas@pludoni.de International Human Resources Management, Dr. Jörg Klukas 25