Cognisant Models

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embedding systems learning within core business functions

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Cognisant Models

  1. 1. “ It is your own conviction that compels you; that is, choice compels choice” Epictetus (2 nd c.)
  2. 2. The Cognisant System Cognitive modeling of management functions © D S Twist 2006
  3. 3. businesses are entities <ul><li>Dependant on their systems and environment </li></ul><ul><li>Are becoming evermore complex </li></ul><ul><li>Can be viewed as evolving </li></ul><ul><li>Rate of change is exponential </li></ul>Can be viewed Anthropomorphically?
  4. 4. Objectives: <ul><li>To demonstrate the similarities between a logical management system and the brain </li></ul><ul><li>To demonstrate the implications of a neural network view </li></ul><ul><li>To demonstrate how the Human Resource Management’s outputs can be interpreted as feelings </li></ul><ul><li>To demonstrate how this model can be used in terms of organisational development </li></ul>
  5. 5. Physiological and Psychological Management Systems and activity within the brain similarities
  6. 6. Peter J. Patsula, M.D.E.
  7. 7. Human Resource Management
  8. 8. High Level Functions Health, Safety and Welfare HR Services Performance Management Knowledge Management ?
  9. 9. Ethics  Philosophy  Vision  Mission HRM Strategy HR Services Health and safety Performance Management Knowledge Management
  10. 10. HRM Neural Network Performance Management HR Services Knowledge Management Health and safety Organisation Resourcing Human Resource development Reward Management Employee Relations HRM Strategy
  11. 12. Remember! Brain cells that fire together wire together
  12. 13.  ?
  13. 14. Biased Neural Network Performance Management HR Services Knowledge Management Organisation Resourcing Human Resource development Reward Management Employee Relations HRM Strategy Health and safety
  14. 15. If my organisation thinks does it feel?
  15. 16. Actions as feelings? Nurturing Lonely Congruence Stress Staff Development Employee Benefits Talent Management Individual Learning Recruitment Drive Networking Communications Organisational Learning Voluntary Codes of Practice Management Learning Restructuring Redeployment Redundancy
  16. 17. Outer Deliverables High Level Functions Resourcing Organisation Employee Relations Reward Management Human Resource development <ul><ul><ul><li>Design </li></ul></ul></ul><ul><ul><ul><li>Development </li></ul></ul></ul><ul><ul><ul><li>Job Design </li></ul></ul></ul><ul><ul><ul><li>Human resource planning </li></ul></ul></ul><ul><ul><ul><li>Recruitment and selection </li></ul></ul></ul><ul><ul><ul><li>Talent Management </li></ul></ul></ul><ul><ul><ul><li>Industrial Relations </li></ul></ul></ul><ul><ul><ul><li>Employee voice </li></ul></ul></ul><ul><ul><ul><li>Communications </li></ul></ul></ul><ul><ul><ul><li>Organisational Learning </li></ul></ul></ul><ul><ul><ul><li>Individual learning </li></ul></ul></ul><ul><ul><ul><li>Management development </li></ul></ul></ul><ul><ul><ul><li>Job evaluation </li></ul></ul></ul><ul><ul><ul><li>Grade and pay structure </li></ul></ul></ul><ul><ul><ul><li>Contingent pay </li></ul></ul></ul><ul><ul><ul><li>Employee benefit </li></ul></ul></ul>
  17. 18. Emotional and Organisational development
  18. 19. Emotional development can be depicted as six Building Blocks of experience with accompanying tasks and opportunities
  19. 20. Learning to be Separate and Secure in your Identity Learning to Be Learning to Do Learning to Think Learning to be Powerful and to have an Identity Learning to be Skilful and have Structure
  20. 21. How developed is your Organisation?

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