The document describes Measurable Management, a program that engages team leaders to generate measurable results for organizations. It does this through three platforms: leadership and team building training, a process improvement portion, and implementing ideas related to key objectives. The program aims to develop leadership, translate strategy into outcomes, and initiate controlled change. Team leaders devise initiatives to improve performance in areas like revenue, costs, productivity, and efficiency. The program typically involves 10 group meetings over 4-6 months with participants and mentors. Testimonials from organizations that used the program highlight significant cost savings and increased revenue.
As part of the final course for Exec MBA am surveying my team on the model attached. Excited to see the results and develop action plan for improvement.
As part of the final course for Exec MBA am surveying my team on the model attached. Excited to see the results and develop action plan for improvement.
In this lesson you learned that the most demanding and time consuming part of the strategy management process is managing the execution of the strategy. You also learned about the ten key principle aspects required to effectively execute strategy.
Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.
An Assignment On Planing & Organizing (Principles Of Management)Robin Bepary
An Assignment On Principles Of Management but inside you will found planing and organizing what is my sub points. This assignment i made from the info what our teacher provided me and i also added some from the internet.
How to create an effective lean daily work management system globalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
In this lesson you learned that the most demanding and time consuming part of the strategy management process is managing the execution of the strategy. You also learned about the ten key principle aspects required to effectively execute strategy.
Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.
An Assignment On Planing & Organizing (Principles Of Management)Robin Bepary
An Assignment On Principles Of Management but inside you will found planing and organizing what is my sub points. This assignment i made from the info what our teacher provided me and i also added some from the internet.
How to create an effective lean daily work management system globalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
OKR examples for Human resource with sample OKRs for compensation & benefits, performance improvement, performance management, employee retention, culture change, Learning & development & recruitment.
For more samples & detail guide, check
https://www.keka.com/human-resource-okr-examples/
Running head: RISK 1
RISK6
Risk Analysis
Mark Lasky
MGMT 495
American Public University
Professor Davis
March 29, 2018
Organizations face a lot of problems during their operation. Communication problem, performance, and interpersonal relations are among the problems that face many organizations. The proposed solution for these problems includes conducting the biweekly meeting and setting up training programs. An organization could be in a dilemma of deciding which solution to implement, therefore, assessing the possible risks of every solution and deciding which solutions could yield the best results is very important. It is also important to evaluate the possible risks to predict what could happen if the organization implement the solution. The following information will enable the leader to make the final decision for every proposed solution.
Conducting Biweekly Meeting
Conducting a biweekly meeting may sometimes be very overwhelming and confusing. Therefore, employees should need the following new skills to benefit from the meetings; willingness to share their goals with the manager and the rest of the members. By telling the manager what specifically they are working on, or what they are aspiring to work on so they can get help and get wherever they want. Another new skill that employees need is the readiness to describe their achievement in the organization. Communication of goals to the members of the meeting will enable the members to take the initiative to help the employee.
Willingness to ask for advice and input is also an important skill for an employee. It is important for employees to come to the meeting prepared with many questions that will require the manager to offer advice and take the role of mentorship. The other new skill is a readiness to discuss other issues connected to career development. Employees should be ready to discuss other issues connected to career development. After an employee has shared his/her direction and focus with the rest of the members, it is important to enrich the meeting in other ways. That is a good time for employees to ask about their strengths or weakness and where they need to improve.
The financial cost of conducting a biweekly meeting will be economical. There will be no financial costs for hiring conference rooms because they will conduct the meeting in a social room owned by the organization. This will enable the organization to save the money and spend it on other issues. If the organization will implement this solution communication barrier will decrease. This kind of meetings will encourage employees from different sections to interact. The interaction among workers will make them free with each other and enable them to communicate in a freer manner. This form of meetings will improve the flow of communication in both directions. This strategy will enable workers to communicate their challenges and give the organization a chance to completely understand their i.
2. 2. The second platform is the Process
Improvement portion of the Measurable
Management® Program, which provides your
leaders with the knowledge they need to
implement change.
3. The third platform is the practice of
implementing improvement ideas that are
directly related to the organisation’s key
objectives.
Measurable Management® is designed to:
develop leadership and teamwork
translate strategy into measurable outcomes
initiate change swiftly in a controlled and
focused method
overcome resistance to change
Measurable Results
Your team leaders will devise and implement
initiatives to improve business performance
based on key objectives driven by organizational
needs.
Measurable
Management®
Bottom lineMeasurable Management® brings tangible, measurable results including
increased revenue, costs savings, increased productivity, improved efficiency, reduced
waste, and a positive culture for change within your workforce. The measurable
outcomes will provide a return on investmentgreater than the cost . . . we guarantee it!
About the Program
Measurable Management® is a revolutionary
vehicle for translating good intentions into
measurable outcomes while initiating change
that is both sustainable and profitable. This
proven program leads to measurable
improvement of organisational performance
resulting in cost savings, increased productivity,
improved efficiencies, reduced waste, etc.
Measurable Management® was developed and
introduced in the UK by Robin Byrne and has
been successful around the world. The Program
was nominated for the 2011 United Nations
Positive Peace Award.
Target Audience
Measurable Management® is aimed at team
leaders, supervisors and first line managers.
Program Curriculum
Measurable Management® has three primary
platforms that it is built upon:
1. The first platform is Leadership and Team
Building. It equips leaders and supervisors
with the tools they need to effectively
facilitate change.
3. The left column represents the
participant’s immediate supervisor’s
involvement in the program as a
mentor.
The right column shows the group
meetings that will be held with the
participants and the time between
each meeting—a total of 10 meetings
over a 4- 6 month period.
The middle column
represents the study sections
in the Participant Manual.
Measurable Management®
Programme Structure
Mentors attend
Programme Intro. Meeting
Section 1
What do Team Leaders do?
Roles & Responsibilities
Section 2
Influencing Behaviour
Effective Listening
Section 3
Coaching, Counselling
and Appraisal
Section 4
Customers & Suppliers
Section 5
Continual Improvement
Section 6
Tools For Quality
Leadership
Section 7
Focus for Action
Introduction &
Overview
Participant
Manual
Group
Meetings
Program Intro. Meeting
Group Meeting 1 (3 hrs)
Group Meeting 2 (3 hrs)
Group Meeting 3 (3 hrs)
Group Meeting 4 (3 hrs)
Group Meeting 5 (3 hrs)
Group Meeting 6 (3 hrs)
Group Meeting 7 (3 hrs)
Group Meeting 8 (3 hrs)
Group Meeting 9 (3 hrs)
Start-up Meeting
Participants Meet with
their Mentors
Progress Meeting
Action Plan Review
Mentors attend
Group Meeting 8
Mentors attend Group
Meeting 9
2 weeks
2 weeks
2 weeks
2 weeks
2 weeks
2 weeks
1 monthMentors attend
Group Meeting 7
1 month
1 month
Wrap-up Meeting
1 monthMentors attend Wrap-up
Meeting
4. Testimonials
City of South Sioux City, NE
The first city government in the U.S. has completed the
Measurable Management® programme with outstanding success.
During the programme, the employees implemented process
improvements that will generate savings of over $500,000 in just
the first year.
“The programme was designed to have everyone stop and think
how they’re doing things,” South Sioux City's City Administrator,
Lance Hedquist stated. “For department heads to see how they
can save money and improve community services. Our city
council has always been business-like in its approach and the
city is known for its efficiencies, but as you can see, we can
always do better."
Lance Hedquist,
City Administrator
www.southsiouxcity.org
Shur-Co, Inc.
The first Measurable Management® programme
in the United States was implemented at Shur-
Co, Inc. a family owned business with 270
employees located in the small community of
Yankton, SD. The owner, Bill Shorma put the total
management team, totalling 32 members,
through the Measurable Management™ program.
At the end of the six month programme, Bill has
recorded $1.4 million in financially measurable
outcomes directly from improvements made by
the participants. This represents a return 35
times greater than the original investment!
Bill Shorma, President
www.shurco.com
AmericInn Motel
AmericInn franchise Owner, Kyle Johnson
said, “I’ve been through many management
courses and Measurable Management®
is by
far the best. Some of the small ideas have
turned into big gains. One idea at the front
desk alone generated an extra $24,000 in
room sales. I’m so pleased with my
experience withthe programme, I now intend
to put other management and team members
through the programme.”
Measurable Management®
is suitable for all
organisation types.
3220 W 57th St
Suite 315
Sioux Falls
SD 57108
Tel: 605 2515726
www.measurablemanagement.com
Measurable Management LLC