Mercuri Urval workshop - Beyond BRIC
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Mercuri Urval workshop - Beyond BRIC
- 1. Beyond BRIC 8. december 2010
- 4. What we do We help answer and address four key questions: What capabilities do you need? What capabilities do you have today? What capabilities can you develop? What capabilities do you need to acquire? CAPABILITY ANALYSIS MANAGEMENT REVIEW LEADERSHIP DEVELOPMENT RECRUITMENT & SELECTION
- 5. Building key capabilities STRATEGIC CAPABILITY REVIEW CAPABILITY REVIEW (RE)PLACEMENT ORGANISATIONAL DEVELOPMENT DEVELOPMENT Client & Company Analysis Assessment & Audit Recruitment & Selection Organisational Change Business Transformation Individual Coaching Business Team Coaching Mercuri Urvalâs Integrated Approach t. Today Future Mercuri Urvalâs Integrated Approach
- 6. Mercuri Urvalâs Global Reach We work across the globe â literally. From our European heartland, we have expanded with our clients, opening new local offices around the world. Wherever you need us you will find us across Asia, Central-Eastern Europe, Latin America, North America and Africa & the Middle-East. Blue Countries = MU Solutions Delivered 2008-2010
Editor's Notes
- I definitionen af god ledelse indgĂĽr kapabilitetsbegrebet. Det omfatter: Personlighed, motivation og fĂŚrdigheder. Definitionen bygger forskellige ledelsesteorier, herunder en trait-approach, der fokuserer pĂĽ stabile trĂŚk ved personen og en skills-approach, der fokuserer pĂĽ forskellige fĂŚrdigheder, som kan lĂŚres og udvikles (Northouse, Peter G., 2007). Motivation kan med udgangspunkt i self-determination theory omfatte: Indre, ydre og normativ motivation (Gagne, Marylène & Deci, Edward L., 2005). Definitionen er inspireret af en klassisk oversigtsartikkel, der eksplicit sondrer mellem âpersonality traitsâ og âmotivation, knowledge and intelligenceâ (Mumford, M.D. m.fl., 2002). Mumford, Troy m.fl. sondrer mellem skills, der reprĂŚsenterer âcapabilities that can be developedâ i modsĂŚtning til âfairly enduring abilities or personality characteristics of leadersâ (Mumford, Troy m.fl. 2007). Conger sondrer mellem âskills, perspectives and dispositionsâ, og han hĂŚvder, at mange skills og nogle perspektiver kan lĂŚres eller udvikles, mens mange dispositions ikke kan (Conger i Doh, 2003). Kirkpatrick og Locke definerer trĂŚk som âpeopleâs general characteristics, including capacities, motives, or patterns of behaviorâ (1991: 48). Yukl sondrer mellem traits i betydningen âa variety of individual attributes, including aspects of personality, temperament, needs, motives and values. Personality traits are relatively stable dispositions to behave in a particular wayâ og skills i betydningen âa persons ability to perform various types of cognitive or behavioral activities in an effective mannerâ (Yukl, 1994, pp. 252).
- Det indebĂŚrer, at der er 3 fokusomrĂĽder i ledelsesudvikling: Lederprofilen som eksempelvis belyses med MUPI, BIG 5 eller MBTI; Lederrollen som bl.a. omfatter jobbeskrivelser, ansvars- og kompetencefordeling samt organisationens Kodeks for ledelse samt LederadfĂŚrden , som bl.a. belyses via B360.