As organisations adopt new technologies that disrupt existing practices and creates new opportunities under the banner of digital enterprise, what impact will it have on roles, structures, decision making styles and engagement models for employment.
The term 'managerial effectiveness' could mean achievement of organizational goals, increase in productivity, profit, workers' satisfaction, growth, diversification etc. Managerial effectiveness aims at optimum allocation and utilization of scarce organizational resources in order to achieve the goals at minimum cost. Managerial effectives means performing managerial activities effectively.
Planning is a key function of management that involves determining courses of action in advance to achieve organizational objectives. It is a process of thinking before acting and selecting and relating facts to make assumptions about the future. Effective planning focuses on objectives, is efficient and coordinated, accounts for flexibility and realism, and is a continuous process that establishes goals, policies, procedures, programs, budgets and more to minimize uncertainties and better utilize resources.
This document provides an introduction to human factors in project management and productive team management. It discusses the importance of teamwork, objectives of managing teams effectively, and a high performance leadership team model. It then describes common team member personalities (dominant, enthusiastic, patient, conscientious), how to communicate with each, and factors that create tension. Lastly, it discusses managing team productivity through clear goals, performance feedback, consistent processes, and tying performance to organizational goals. The key takeaways are that leaders should help individuals contribute productively by addressing conflicts early and allowing self-management.
Measuring and Managing the Human Aspect of Project ManagementBrett Gibson
This document discusses measuring and managing the human aspect of project management. It introduces Jared D. Lock, founder of Convergent, LLC, who has 20 years of experience in organizational psychology, management consulting, and project management. The presentation aims to discuss the paradigm shift in project management towards a focus on people, culture, and interactions. It emphasizes defining a project's culture using a 2x2 matrix, understanding how culture can determine project success, and leveraging the 30-30-30 framework to engage different groups of people in a change initiative. The key message is that modern project management must focus on organizational culture and harnessing human resources to drive change.
This document discusses various theories and models of organizational behavior. It covers several influential thinkers in the field such as Fayol, Mintzberg, Katz, and Blake and Mouton. Some of the key points discussed include:
- Theories can help organize knowledge, highlight relationships, and provide guidance for change.
- Descriptive theories make up 80% of theories, focusing on representing reality, while prescriptive theories are less than 5% and focus on recommendations.
- Fayol identified four main management functions: planning, organizing, leading, and controlling.
- Mintzberg's research found managerial work is characterized by variety, brevity, and constant shifting between activities and crises.
290611 strategy defined, explained and problematizedAnders Birch
The document discusses different approaches to strategy, including the traditional prescriptive approach and emergent approach. The prescriptive approach involves systematic analysis and planning to develop a rational long-term plan, while the emergent approach views strategy as evolving incrementally through learning and adaptation. Strategic leadership is also discussed, noting the challenges of broad participation and translating strategy across organizational levels.
This document discusses the importance of human aspects in project management. It outlines four key areas a project manager must handle successfully: authority, orientation, motivation, and group functioning. For each area, it provides details on how the project manager can gain authority, strengthen their managerial orientation, motivate project personnel, and build a cohesive mixed group to achieve project goals. Overall, the document emphasizes that addressing human relations through leadership, communication, and understanding people is essential for a project's successful execution.
The term 'managerial effectiveness' could mean achievement of organizational goals, increase in productivity, profit, workers' satisfaction, growth, diversification etc. Managerial effectiveness aims at optimum allocation and utilization of scarce organizational resources in order to achieve the goals at minimum cost. Managerial effectives means performing managerial activities effectively.
Planning is a key function of management that involves determining courses of action in advance to achieve organizational objectives. It is a process of thinking before acting and selecting and relating facts to make assumptions about the future. Effective planning focuses on objectives, is efficient and coordinated, accounts for flexibility and realism, and is a continuous process that establishes goals, policies, procedures, programs, budgets and more to minimize uncertainties and better utilize resources.
This document provides an introduction to human factors in project management and productive team management. It discusses the importance of teamwork, objectives of managing teams effectively, and a high performance leadership team model. It then describes common team member personalities (dominant, enthusiastic, patient, conscientious), how to communicate with each, and factors that create tension. Lastly, it discusses managing team productivity through clear goals, performance feedback, consistent processes, and tying performance to organizational goals. The key takeaways are that leaders should help individuals contribute productively by addressing conflicts early and allowing self-management.
Measuring and Managing the Human Aspect of Project ManagementBrett Gibson
This document discusses measuring and managing the human aspect of project management. It introduces Jared D. Lock, founder of Convergent, LLC, who has 20 years of experience in organizational psychology, management consulting, and project management. The presentation aims to discuss the paradigm shift in project management towards a focus on people, culture, and interactions. It emphasizes defining a project's culture using a 2x2 matrix, understanding how culture can determine project success, and leveraging the 30-30-30 framework to engage different groups of people in a change initiative. The key message is that modern project management must focus on organizational culture and harnessing human resources to drive change.
This document discusses various theories and models of organizational behavior. It covers several influential thinkers in the field such as Fayol, Mintzberg, Katz, and Blake and Mouton. Some of the key points discussed include:
- Theories can help organize knowledge, highlight relationships, and provide guidance for change.
- Descriptive theories make up 80% of theories, focusing on representing reality, while prescriptive theories are less than 5% and focus on recommendations.
- Fayol identified four main management functions: planning, organizing, leading, and controlling.
- Mintzberg's research found managerial work is characterized by variety, brevity, and constant shifting between activities and crises.
290611 strategy defined, explained and problematizedAnders Birch
The document discusses different approaches to strategy, including the traditional prescriptive approach and emergent approach. The prescriptive approach involves systematic analysis and planning to develop a rational long-term plan, while the emergent approach views strategy as evolving incrementally through learning and adaptation. Strategic leadership is also discussed, noting the challenges of broad participation and translating strategy across organizational levels.
This document discusses the importance of human aspects in project management. It outlines four key areas a project manager must handle successfully: authority, orientation, motivation, and group functioning. For each area, it provides details on how the project manager can gain authority, strengthen their managerial orientation, motivate project personnel, and build a cohesive mixed group to achieve project goals. Overall, the document emphasizes that addressing human relations through leadership, communication, and understanding people is essential for a project's successful execution.
Organizational design is a methodology that identifies dysfunctional aspects of an organization's workflows, procedures, structures, and systems. It aims to realign these aspects to fit current business goals and realities, and then develops plans to implement changes. The benefits of organizational design include excellent customer service, increased profitability, reduced costs, improved efficiency, and an engaged workforce. Periodic organizational design is needed as organizations that do not renew themselves may experience issues like inefficient workflows, redundancies, lack of customer focus, and delays in decision-making.
Theories and models of organizational behavior help summarize knowledge, highlight relationships, and provide guidance for change. There are three main types of theories: descriptive, predictive, and prescriptive. Management functions include planning, organizing, leading, and controlling. Managers perform a variety of roles and activities in a fast-paced environment with little time for reflection. Effective managers spend more time on communication and human resource activities, while successful managers focus more on networking. Research methods for developing management theories include observation, surveys, experiments, and case studies, each with their own advantages and disadvantages.
The document discusses strategic planning for schools. It explains that strategic planning is the process of evaluating where a school currently stands, determining its vision and goals for the next 3-10 years, and identifying how it will achieve this vision. The document stresses that strategic planning is important for schools as it provides direction and ensures all stakeholders are working towards the same goals. It also notes that strategic plans should take into account the school's development stage, available resources, and the competency of its board and management.
The document discusses the importance of human relations for successful project execution. It states that while technical problems can be solved with resources, people problems require long term solutions. It identifies four key areas a project manager must handle to achieve satisfactory human relations: authority, orientation, motivation, and group functioning. The document provides guidance on how project managers can develop authority, strengthen their managerial orientation, motivate project personnel, and build cohesive mixed groups to foster commitment to the project.
The document discusses the importance of managing people issues in project management. It states that projects often fail due to insufficient focus on how the project affects people and their level of commitment. It also discusses challenges such as dealing with diverse teams, motivating employees without long-term job stability, and managing conflicts between teams and organizations. Throughout the project, the manager must address issues like team retention, performance reviews, and stakeholders that join or leave the project.
Managers are responsible for coordinating resources and actions to achieve goals. They lead people and coordinate actions with resources. Management involves planning, organizing, staffing, directing, coordinating, reporting and budgeting. Managers work at an unrelenting pace with brief, varied and discontinous activities oriented towards action. Their work involves both routine duties like meetings and exceptions handling. Effective managers engage in agenda setting and network building.
The document discusses the basic skills needed for management, including planning, organizing, staffing, directing, coordinating, and reporting. However, it states that human interaction skills like respect, understanding, and involvement are also necessary for effective management. It provides details on developing different types of plans, organizing teams, staffing appropriately, directing through both hands-on and hands-off approaches, coordinating groups versus controlling processes, and effectively reporting information.
65% of senior managers surveyed said meetings keep them from completing their own work. 71% said meetings are unproductive and inefficient. 62% said meetings provide no help for team building. Over half said meetings are too frequent, poorly timed, or badly run. To make meetings more productive and engaging, they should have a clear purpose and expected outcomes, structure, respect people's time, and encourage engagement. After meetings, roles and procedures should be established, focus should be on relevant subjects to achieve collective goals, and meetings should be debriefed to improve.
Managing People in Software Engineering SE22koolkampus
The document discusses key topics related to managing people in software development projects and organizations. It covers human cognition limitations, factors for effective teamwork and communication, choosing and retaining technical staff, and the People Capability Maturity Model for improving workforce capabilities. Specific areas discussed include memory organization, problem solving, motivation, group composition and dynamics, communication, and the importance of understanding human factors for successful management.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
This document discusses navigating times of volatility, uncertainty, complexity, and ambiguity (VUCA). It defines each element - volatility refers to rapid change that is unpredictable, uncertainty means unclear present and future outcomes, complexity involves numerous interconnected factors, and ambiguity is a lack of understanding of events. The leadership challenges of each element are described - it is difficult to effectively lead during periods of rapid change, insufficient information, complex problems, and unclear meanings. The document asks if these concepts resonate and how organizations are faring in VUCA times, requesting examples of best practices.
Organization structure @ flat army symposium nov2014Stephen Abram
The document discusses organizational structure and principles for designing an effective structure. It provides examples of structures that focus on continuous improvement, breaking down barriers, and closer relationships with customers. The key factors to consider in structure design are strategies, services, processes, roles, skills, and rewards. Changing an organization's structure is a complex process that requires clear communication and training to help staff understand and transition to the new structure.
Strategic planning determines an organization's goals over the next year or more, how it will achieve these goals, and how it will measure success. It focuses on the entire organization. There are different types of planning like operational, long-range, business, and emergency plans. Strategic planning involves assessing the environment, determining priorities, writing a plan, implementing it, and evaluating progress. It is not static and requires continuous monitoring and adjustment based on what is learned.
This document summarizes a presentation on economic development strategic planning given by Jim Damicis of Camoin Associates. It discusses what strategic planning is, why communities undertake it, and the key benefits. It outlines the strategic planning process, including organizing stakeholders, developing a shared vision and goals, identifying issues and projects, implementation, and evaluation. It emphasizes the importance of leadership, collaboration, and ongoing adaptation. The presentation provides lessons learned and tips for strategic planning best practices.
Coffee Break Webinar - HR Forecast: What to Expect in 2018DATIS
This document summarizes the top HR trends to expect in 2018, according to a webinar presented by DATIS HR Cloud. It identifies the key trends as: the drive towards digital strategies and technologies; improving the employee experience; increasing use of workforce analytics; and greater adoption of online learning management systems. Specific strategies are discussed for each trend, such as investing in data analytics tools, focusing on employee satisfaction, and providing professional development opportunities. The webinar encourages organizations to set goals and evaluate technologies to help prepare for these 2018 HR trends.
Management Fundamentals: The Iceberg ModelBar-Ezer Yossi
The document discusses the "Iceberg Model" which suggests that only 10-15% of factors influencing behavior and results are visible, while 85-90% are hidden below the surface. It provides examples of applying the model to understand root causes. The model diagram shows results/behaviors above the surface, with drivers of behaviors below. The document outlines using the model to find root causes, and provides two examples - one showing a roadrunner is running from a coyote, the other showing a man running for another reason. It also gives examples of applying the behavioral and managerial models to improve individual performance and project management.
The document discusses key concepts of leadership including forecasting, planning, organizing, motivating, directing, coordinating, and controlling. It provides definitions and explanations of each concept. Forecasting involves making assumptions about likely outcomes based on strategies. Planning involves construction planning processes like bar charts, arrow networking, and cash flow. Organizing arranges resources and specifies roles, responsibilities, and authority. Motivation theories attempt to explain how to boost employee morale. Directing guides employees and provides leadership, instructions, and supervision. Coordinating unifies efforts toward common goals. Controlling keeps activities in check and verifies performance against standards.
This chapter discusses the importance of management skills for managerial effectiveness. It identifies the key functions of management as planning, organizing, leading, and controlling. It then describes the different types of general management skills needed, including conceptual skills, interpersonal skills, technical skills, and political skills. Specific managerial skills are also outlined, such as controlling resources, organizing, motivating employees, and strategic problem solving. The chapter concludes by examining models for developing these skills through experiential learning and practice.
Strategic planning is a periodic process that involves strategic thinking sessions where organizational leaders come together to develop steps to accomplish the mission and vision. It provides a sequential process for creating a strategy and establishing organizational focus through consensus-building on analyzing the external environment, assessing internal strengths and weaknesses, and determining directional strategies based on resources and capabilities. The outcome is a documented strategic plan that facilitates consistent decision-making.
The document discusses several factors that influence organizational structure and culture, including type of ownership, strategy, size, technology, and management approaches. It notes that ownership type affects decision making, goals, and job security. Strategy impacts structure, staffing, systems, and shared values. Size is measured by various metrics and influences bureaucracy. Management approaches to structure include classical, human relations, systems, and contingency theories. The document also examines organizational structures like functional, product, matrix, and levels of authority. Finally, it discusses how technology, history, goals, and the environment shape an organization's culture.
The document discusses disruptors to talent management and how organizations can evolve their talent strategies in response. Some key points:
- Artificial intelligence, gamification, video and social learning are changing how talent is identified, developed and retained. New tools like predictive assessments and simulations can identify talent.
- Performance management is shifting from annual reviews to continuous feedback. Agile goal-setting and a focus on development replaces rigid ratings.
- Big data and analytics allow organizations to better understand workforce needs and risks. Talent pools and internal mobility can be improved through data-driven insights.
- A talent management 4.0 approach embraces these disruptors through strategies like personalized development, talent mapping, social sourcing
Result of change is that organizations now rely more heavily on projects to deliver on their strategic efforts. Instead of considering this a problem, project managers should look at it as a huge opportunity to act more strategically and add value to their roles and should work with executive leadership to help deliver successful projects aligned with the overall organizational strategy. Many organizations have just begun to incorporate project management into their strategic delivery.
Organizational design is a methodology that identifies dysfunctional aspects of an organization's workflows, procedures, structures, and systems. It aims to realign these aspects to fit current business goals and realities, and then develops plans to implement changes. The benefits of organizational design include excellent customer service, increased profitability, reduced costs, improved efficiency, and an engaged workforce. Periodic organizational design is needed as organizations that do not renew themselves may experience issues like inefficient workflows, redundancies, lack of customer focus, and delays in decision-making.
Theories and models of organizational behavior help summarize knowledge, highlight relationships, and provide guidance for change. There are three main types of theories: descriptive, predictive, and prescriptive. Management functions include planning, organizing, leading, and controlling. Managers perform a variety of roles and activities in a fast-paced environment with little time for reflection. Effective managers spend more time on communication and human resource activities, while successful managers focus more on networking. Research methods for developing management theories include observation, surveys, experiments, and case studies, each with their own advantages and disadvantages.
The document discusses strategic planning for schools. It explains that strategic planning is the process of evaluating where a school currently stands, determining its vision and goals for the next 3-10 years, and identifying how it will achieve this vision. The document stresses that strategic planning is important for schools as it provides direction and ensures all stakeholders are working towards the same goals. It also notes that strategic plans should take into account the school's development stage, available resources, and the competency of its board and management.
The document discusses the importance of human relations for successful project execution. It states that while technical problems can be solved with resources, people problems require long term solutions. It identifies four key areas a project manager must handle to achieve satisfactory human relations: authority, orientation, motivation, and group functioning. The document provides guidance on how project managers can develop authority, strengthen their managerial orientation, motivate project personnel, and build cohesive mixed groups to foster commitment to the project.
The document discusses the importance of managing people issues in project management. It states that projects often fail due to insufficient focus on how the project affects people and their level of commitment. It also discusses challenges such as dealing with diverse teams, motivating employees without long-term job stability, and managing conflicts between teams and organizations. Throughout the project, the manager must address issues like team retention, performance reviews, and stakeholders that join or leave the project.
Managers are responsible for coordinating resources and actions to achieve goals. They lead people and coordinate actions with resources. Management involves planning, organizing, staffing, directing, coordinating, reporting and budgeting. Managers work at an unrelenting pace with brief, varied and discontinous activities oriented towards action. Their work involves both routine duties like meetings and exceptions handling. Effective managers engage in agenda setting and network building.
The document discusses the basic skills needed for management, including planning, organizing, staffing, directing, coordinating, and reporting. However, it states that human interaction skills like respect, understanding, and involvement are also necessary for effective management. It provides details on developing different types of plans, organizing teams, staffing appropriately, directing through both hands-on and hands-off approaches, coordinating groups versus controlling processes, and effectively reporting information.
65% of senior managers surveyed said meetings keep them from completing their own work. 71% said meetings are unproductive and inefficient. 62% said meetings provide no help for team building. Over half said meetings are too frequent, poorly timed, or badly run. To make meetings more productive and engaging, they should have a clear purpose and expected outcomes, structure, respect people's time, and encourage engagement. After meetings, roles and procedures should be established, focus should be on relevant subjects to achieve collective goals, and meetings should be debriefed to improve.
Managing People in Software Engineering SE22koolkampus
The document discusses key topics related to managing people in software development projects and organizations. It covers human cognition limitations, factors for effective teamwork and communication, choosing and retaining technical staff, and the People Capability Maturity Model for improving workforce capabilities. Specific areas discussed include memory organization, problem solving, motivation, group composition and dynamics, communication, and the importance of understanding human factors for successful management.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
This document discusses navigating times of volatility, uncertainty, complexity, and ambiguity (VUCA). It defines each element - volatility refers to rapid change that is unpredictable, uncertainty means unclear present and future outcomes, complexity involves numerous interconnected factors, and ambiguity is a lack of understanding of events. The leadership challenges of each element are described - it is difficult to effectively lead during periods of rapid change, insufficient information, complex problems, and unclear meanings. The document asks if these concepts resonate and how organizations are faring in VUCA times, requesting examples of best practices.
Organization structure @ flat army symposium nov2014Stephen Abram
The document discusses organizational structure and principles for designing an effective structure. It provides examples of structures that focus on continuous improvement, breaking down barriers, and closer relationships with customers. The key factors to consider in structure design are strategies, services, processes, roles, skills, and rewards. Changing an organization's structure is a complex process that requires clear communication and training to help staff understand and transition to the new structure.
Strategic planning determines an organization's goals over the next year or more, how it will achieve these goals, and how it will measure success. It focuses on the entire organization. There are different types of planning like operational, long-range, business, and emergency plans. Strategic planning involves assessing the environment, determining priorities, writing a plan, implementing it, and evaluating progress. It is not static and requires continuous monitoring and adjustment based on what is learned.
This document summarizes a presentation on economic development strategic planning given by Jim Damicis of Camoin Associates. It discusses what strategic planning is, why communities undertake it, and the key benefits. It outlines the strategic planning process, including organizing stakeholders, developing a shared vision and goals, identifying issues and projects, implementation, and evaluation. It emphasizes the importance of leadership, collaboration, and ongoing adaptation. The presentation provides lessons learned and tips for strategic planning best practices.
Coffee Break Webinar - HR Forecast: What to Expect in 2018DATIS
This document summarizes the top HR trends to expect in 2018, according to a webinar presented by DATIS HR Cloud. It identifies the key trends as: the drive towards digital strategies and technologies; improving the employee experience; increasing use of workforce analytics; and greater adoption of online learning management systems. Specific strategies are discussed for each trend, such as investing in data analytics tools, focusing on employee satisfaction, and providing professional development opportunities. The webinar encourages organizations to set goals and evaluate technologies to help prepare for these 2018 HR trends.
Management Fundamentals: The Iceberg ModelBar-Ezer Yossi
The document discusses the "Iceberg Model" which suggests that only 10-15% of factors influencing behavior and results are visible, while 85-90% are hidden below the surface. It provides examples of applying the model to understand root causes. The model diagram shows results/behaviors above the surface, with drivers of behaviors below. The document outlines using the model to find root causes, and provides two examples - one showing a roadrunner is running from a coyote, the other showing a man running for another reason. It also gives examples of applying the behavioral and managerial models to improve individual performance and project management.
The document discusses key concepts of leadership including forecasting, planning, organizing, motivating, directing, coordinating, and controlling. It provides definitions and explanations of each concept. Forecasting involves making assumptions about likely outcomes based on strategies. Planning involves construction planning processes like bar charts, arrow networking, and cash flow. Organizing arranges resources and specifies roles, responsibilities, and authority. Motivation theories attempt to explain how to boost employee morale. Directing guides employees and provides leadership, instructions, and supervision. Coordinating unifies efforts toward common goals. Controlling keeps activities in check and verifies performance against standards.
This chapter discusses the importance of management skills for managerial effectiveness. It identifies the key functions of management as planning, organizing, leading, and controlling. It then describes the different types of general management skills needed, including conceptual skills, interpersonal skills, technical skills, and political skills. Specific managerial skills are also outlined, such as controlling resources, organizing, motivating employees, and strategic problem solving. The chapter concludes by examining models for developing these skills through experiential learning and practice.
Strategic planning is a periodic process that involves strategic thinking sessions where organizational leaders come together to develop steps to accomplish the mission and vision. It provides a sequential process for creating a strategy and establishing organizational focus through consensus-building on analyzing the external environment, assessing internal strengths and weaknesses, and determining directional strategies based on resources and capabilities. The outcome is a documented strategic plan that facilitates consistent decision-making.
The document discusses several factors that influence organizational structure and culture, including type of ownership, strategy, size, technology, and management approaches. It notes that ownership type affects decision making, goals, and job security. Strategy impacts structure, staffing, systems, and shared values. Size is measured by various metrics and influences bureaucracy. Management approaches to structure include classical, human relations, systems, and contingency theories. The document also examines organizational structures like functional, product, matrix, and levels of authority. Finally, it discusses how technology, history, goals, and the environment shape an organization's culture.
The document discusses disruptors to talent management and how organizations can evolve their talent strategies in response. Some key points:
- Artificial intelligence, gamification, video and social learning are changing how talent is identified, developed and retained. New tools like predictive assessments and simulations can identify talent.
- Performance management is shifting from annual reviews to continuous feedback. Agile goal-setting and a focus on development replaces rigid ratings.
- Big data and analytics allow organizations to better understand workforce needs and risks. Talent pools and internal mobility can be improved through data-driven insights.
- A talent management 4.0 approach embraces these disruptors through strategies like personalized development, talent mapping, social sourcing
Result of change is that organizations now rely more heavily on projects to deliver on their strategic efforts. Instead of considering this a problem, project managers should look at it as a huge opportunity to act more strategically and add value to their roles and should work with executive leadership to help deliver successful projects aligned with the overall organizational strategy. Many organizations have just begun to incorporate project management into their strategic delivery.
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
Strategy implementation involves organizing resources, building culture, and leading change to execute strategy. It requires coordination across functions and motivating managers and employees. Key aspects of implementation include allocating resources, setting policies and procedures, tying rewards to goals, and developing a strategy-supportive culture. Challenges can arise from transitioning responsibility to divisional managers with differing interests from the organization.
Training Slides of Competency gaps for Professional Development discussing the importance of Performance.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Middle Manager Development - Dave Litwiller - Nov. 22 2017Dave Litwiller
This document provides an overview of challenges facing middle managers in high-growth technology companies and strategies for developing middle managers. It discusses how middle managers must operate at the interface of strategy and tactics with cross-functional implications. It also outlines the three main roles of middle managers as achieving results, building values, and developing people. The document proposes developing middle managers internally is more effective than external hiring and provides a general framework for middle manager development programs.
This document discusses key concepts in management including:
- Management is defined as working with and through others to achieve organizational objectives efficiently in a changing environment.
- Managers at different levels (top, middle, first-line) and in different functions (general, functional, project) play various roles in planning, organizing, leading, and controlling resources.
- Successful managers demonstrate skills like communication, conceptual thinking, initiative, and the ability to adapt to changing business needs and environments.
- The role and skills required of managers is evolving as organizations grow in size and complexity and business environments become more global and technology-driven.
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
This document discusses the importance of competencies, which are combinations of skills, attributes, and behaviors directly related to job performance. As work functions undergo changes, new competencies are required of professionals. Core competencies are important for all staff, while managerial competencies are essential for those with supervisory roles. According to most HR leaders, the critical competencies are business knowledge, facilitating change, and influencing skills. Competencies help define expectations and development needs, and provide a basis for performance standards and recruitment. They will be used for staff development, career planning, performance management, and recruitment. Core competencies include communication, teamwork, and continuous learning. Competencies provide a shared language for discussing high performance.
General Management Course - 16th -27th February 2015Donald Donald
This document provides an overview of a general management course taking place from February 16-27, 2015 in Otjiwarongo, Namibia. The course objectives are to define management, differentiate leadership and management, and develop positive management skills. It discusses why management skills are needed, common causes of business failure, and the roles, principles, and functions of management. It also covers various branches of management including human resources, project, operations, and strategic management. Finally, it outlines the development of management theory and schools of thought on management.
Competency mapping involves determining the nature and scope of a job role, the behavioral capacities and level of knowledge required, and the skills needed. It is needed to select the right human resources, increase cost efficiency, and focus employee performance. Competencies include knowledge, skills, and attitudes. HR specialists, job analysts, and experts identify competencies. Competency mapping establishes performance expectations, improves selection and communication, and helps employees understand expectations, though it risks favoring theory over results and becoming outdated.
https://www.rockstarselection.com/
Emergency Job Profiling analysis report - for 'Remote Workers' in the new post-pandemic 'Distance Economy'.
Rockstar Selection® shows a Sample 23 Page Report Job Survey analysis for a sample role: Data Scientist.
Reports are unique:
1. For each and every Role
2. At each and every Level
3. In each and every organisation.
email us at hello@rockstarselection.com to conduct your Free Emergency Job Profile survey for your organisation.
Visit our website for more information: https://www.rockstarselection.com/
This document discusses organizational change and what is needed for successful change leadership. It notes that most change failures are due to inadequate leadership and engagement rather than lack of resources. Successful change requires political skill, emotional resilience, and challenging existing mindsets. Leaders must role model new behaviors, enable local adaptation, and build capabilities for continuous improvement, political awareness, inspiration, and emotional intelligence.
Middle managers work in the middle levels of organizations and are responsible for departments and business units. They implement strategies defined by top managers and focus on near-term goals rather than long-range planning. Examples include department heads and directors. Middle managers' roles have changed as organizations flatten hierarchies to speed information flow and decision-making.
SUCCESS & FAILURE OF ORGANIZATION DESIGNAkshiAkshara
The document discusses success and failure of organizational design. For success, it identifies clear performance focus, a winning strategy, compelling need for change, specific change criteria, distinguishing decision-driven from behavior changes, structure/system requirements, mobilized groups, and tight integration of initiatives. Failure can result from unclear objectives, structuring for personnel, excessive disruption, side agreements outside the process, skipping assessments, breaking confidentiality, and bypassing change management plans. Overall, the key is having a well-defined process to achieve strategic goals through organizational changes.
Managing Strategy Execution in a Disruptive Enviroment_Malaysia 2023_01052023...KAYODE ADEBIYI
This document discusses strategy and strategic execution in turbulent business environments. It defines strategy and outlines the purpose and types of strategies. It also discusses strategy formulation versus execution. Key aspects of strategic execution discussed include the need for resilient leadership, change management, and levers of control. The document concludes by identifying six silent killers of strategy.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
The document summarizes the key findings from research conducted by MIT Sloan Management Review and Deloitte on how business and leadership are changing with digital disruption. While some core leadership skills remain the same, such as articulating value and owning the transformation, digital leadership requires certain new skills. The top skills identified are having a transformative vision, digital literacy, and adaptability. The document also outlines lessons from digitally maturing companies, such as hiring digital leaders, regularly refreshing senior team's digital literacy, creating an environment for new leaders, and cultivating a culture of experimentation.
This document discusses key factors for successful organizational transformation and change management. It identifies important elements such as designing change around business drivers, gaining emotional and intellectual support, modeling and reinforcing the new way of working, strong communication, and aligning all dimensions of management behind the change. It also outlines potential pitfalls to avoid, like a lack of coordination between change activities or a large gap between commitment at the top versus the middle of the organization. Effective change requires a compelling business case, a "burning platform" for change, and building a strong foundation by defining imperatives and assessing organizational readiness.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
2. 4 MAJOR TRENDS
• Role Changes
• Structure Changes
• Engagement Model Changes
• Leadership style Changes
3. ROLE CHANGES
‘CREATIVITICAL’ ROLES
Roles will get separated into analytical and creative
tasks.
Entry level roles will demand analytical skills,
supported by technical skills - ability to deal with
technology and applications, in addition to managing
spread sheet based analysis.
• Knowledge of Statistics will be more
beneficial
Managerial roles will get more subjective and
creative. Similar appearing business problems
will require different solutions based on the
context. Creative thinking will be essential.
• Anticipation will be an essential skill
CREATIVITICAL
T
E
C
H
N
I
C
A
LANALYTICAL
STATISTICAL
C
R
E
A
T
I
V
E
4. STRUCTURE CHANGES
FLAT & LEAN
Organisations will reduce layers to have structures that are
responsive, agile and flexible to respond to environmental
changes.
• Ability to respond faster to external changes will be a
critical success factor.
Managerial roles will get stretched. Job descriptions will get
fuzzy. Responsibilities will get linked to business outcomes.
• At middle management level, emphasis will be on
solving business problems than on skilling and
mentoring team members.
• Operational managers will have responsibilities of
support functions like HR, Quality, Finance etc.
Operational managers will be responsible for hiring
people, working within budgets, ensuring quality of
output while becoming responsible for revenues,
margins and scale.
Well-defined hierarchical Structure
Expanded, Fuzzy Role; Flatter Structure
5. ENGAGEMENT MODEL CHANGES
SHORT TERM, SKILL BASED, SPECIFIC NEED
Trend will be to hire skills for a specific scope of work to be
done within a specific period of time and within a specific
budget.
• Skills will be hired rather than train them in -house.
In-house training will reduce on account of speed to
respond and lack of availability of trainers to skill.
Skilled people will prefer contractual engagements to full-
time employment. They will be interested in working on
multiple projects with different organisations. Such
resources will also manage conflict of interest. Contractual
employment will increase in comparison to hiring full-time
employees especially at the managerial levels.
GIG IT!
6. CHANGES IN LEADERSHIP STYLE
JUDGEMENT, INSTINCT, GUT BASED DECISION MAKING
Top management decision making will show shifts from
dashboard based decision making to decisions made from
feeling of gut, judgement and instinct. Leadership will work with
more discretionary powers, apply subjectivity to analytical data.
Authority and judgement will over-ride general consensus in
decision making at the leadership level. Leaders will need to
explain the context of the decisions for others to understand
them.
Bias, personal experience, preferences of the leadership team
will drive decision making.
• Leadership level decision making will be IMPACT oriented.
They would be driven by impact on environment, society,
employees, suppliers and governance factors much more than
towards turnover, profits and growth.
• Conserving natural resources, preserving trust and faith and
not breaching the ethical use of data.
DISCRETIONARY
INSTINCTIVE
J
U
D
G
E
M
E
N
T
B
I
A
S
7. IN SUMMARY
USHERING IN THE DIGITAL ERA…
More Automation
• Technology will be used lot more to generate information and perform roles that human beings were
doing - Displacement of Jobs!
• Technology will also create data and perform tasks that human beings could never have done - new areas
of automation.
• Technology will drive new styles of operations and decision making that will require new skills and
thinking - new opportunities.
• Technical knowledge will be key to all types of roles
Chaotic Environment
• Support functions will merge with operational roles, making operations managers more responsible, their
roles getting fuzzy and performance linked to outcomes in a rapidly changing external environment.
• Co-existence of analytical and creative talents; co-existence of data oriented decision making at the
managerial level and instinct, judgement and gut based decision making at the leadership level.
• External aspects like environment, trust, global compliance will be more important than achieving results.
8. More filters
and longer
formulae in
spread-sheet;
Analytics
oriented
Out of the
box problem
solving skills
Queries &
responses get
very specific
Digital
Transformation
Engagement
Models
Leadership
Decision
Making
Creative,
Statistical &
Technical
Roles
Flatter
Structure
Specific scope,
skills, duration
based jobs;
multiple
organisations at
same time
Short-term,
contractual.
External
resources
Judgement,
Instinct and
Gut
Oriented;
Subjectivity
in decision
Similar
problem but
different
approaches
based on
context
Impact –
Environment
Compliance
Ethics
Role
Rationalisation;
Fuzzy; Outcome
oriented.
Smaller,
empowered
teams;
Operations
oriented