the human resource function has to reinvent itself partly by compulsion and partly by choice... the most evolved function is the one with its eye on business results OR answering the question WHAT DOES THE CEO WANT FROM US???
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
Three aspects that together steer any organization toward excellence. Leadership and culture are crosshairs that, when coordinated, can make for a competitive advantage in an organization. Know more about organizational culture and leadership.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
This document provides an orientation to the Situational Leadership II training program. The training covers 8 modules that teach leaders the core competencies of situational leadership, which are diagnosis, flexibility, and partnering for performance. Leaders will learn how to match their leadership style to the development level of the people they work with in order to help develop competence and commitment. The training emphasizes open communication, developing others, honoring differences, and aligning individual and organizational goals. Leaders will practice the skills through exercises and develop an action plan to apply what they learned.
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Contributing effectively to work requires two broad areas of expertise: technical competencies and interpersonal skills. While technical competencies are necessary, they are insufficient. In fact, 70 to 80 percent of people who fail at their jobs because they are inept at dealing with other people.
This presentation defines the three most fundamental interpersonal skills – listening, assertiveness, and conflict management – and describes how effective communication is at the core of positive interpersonal relationships. Participants learn the overall goals and key principles of communication as well as the primary reasons why people often do not communicate well.
The presentation will address the following areas in the field of interpersonal dynamics:
Interpersonal competencies
Emotional intelligence
Ego states
Life positions
Types of interpersonal behavior
Conflict management
Interpersonal dynamics styles
For more info:
www.hackerearth.com/recruit
The 21 Irrefutable Laws Of Leadership PptOmar Caceres
The 21 Irrefutable Laws of Leadership document discusses 21 laws or principles of effective leadership. It summarizes each law in 1-2 sentences and provides additional details about each law. The laws cover topics such as influence, priorities, empowerment, momentum, sacrifice, timing, growth and legacy. The overall document provides a concise overview of important leadership concepts and how to apply them.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
Three aspects that together steer any organization toward excellence. Leadership and culture are crosshairs that, when coordinated, can make for a competitive advantage in an organization. Know more about organizational culture and leadership.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
This document provides an orientation to the Situational Leadership II training program. The training covers 8 modules that teach leaders the core competencies of situational leadership, which are diagnosis, flexibility, and partnering for performance. Leaders will learn how to match their leadership style to the development level of the people they work with in order to help develop competence and commitment. The training emphasizes open communication, developing others, honoring differences, and aligning individual and organizational goals. Leaders will practice the skills through exercises and develop an action plan to apply what they learned.
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Contributing effectively to work requires two broad areas of expertise: technical competencies and interpersonal skills. While technical competencies are necessary, they are insufficient. In fact, 70 to 80 percent of people who fail at their jobs because they are inept at dealing with other people.
This presentation defines the three most fundamental interpersonal skills – listening, assertiveness, and conflict management – and describes how effective communication is at the core of positive interpersonal relationships. Participants learn the overall goals and key principles of communication as well as the primary reasons why people often do not communicate well.
The presentation will address the following areas in the field of interpersonal dynamics:
Interpersonal competencies
Emotional intelligence
Ego states
Life positions
Types of interpersonal behavior
Conflict management
Interpersonal dynamics styles
For more info:
www.hackerearth.com/recruit
The 21 Irrefutable Laws Of Leadership PptOmar Caceres
The 21 Irrefutable Laws of Leadership document discusses 21 laws or principles of effective leadership. It summarizes each law in 1-2 sentences and provides additional details about each law. The laws cover topics such as influence, priorities, empowerment, momentum, sacrifice, timing, growth and legacy. The overall document provides a concise overview of important leadership concepts and how to apply them.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
This chapter discusses theories of leadership including trait theories, behavioral theories, and contingency theories. Trait theories focus on personal qualities that differentiate leaders such as intelligence, courage, and people skills. Behavioral theories examine two leadership styles: initiating structure which focuses on tasks, and consideration which focuses on relationships. Contingency theories propose that effective leadership depends on matching a leader's style to the situation. The chapter also covers charismatic and transformational leadership, authentic leadership, the role of mentoring, and challenges to effective leadership such as complacency and over-control.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
It shows basic information about Organizational change & stress management chapter 18 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Organizational Behavior Chapter 4 Personality and ValuesDr. John V. Padua
This document summarizes a chapter about personality and values from an organizational behavior textbook. It defines personality and describes how it is measured. It discusses two frameworks for assessing personality: the Myers-Briggs Type Indicator and the Big Five model. It also covers other personality traits, values, value systems, frameworks for assessing cultural values, and implications for managers regarding personality and values.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
The document discusses job attitudes and satisfaction. It contrasts the three components of an attitude: the emotional feeling, beliefs, and intentions. Cognitive dissonance is when attitudes and behaviors are inconsistent, creating discomfort. People seek consistency. Job satisfaction is a positive feeling about one's job based on an evaluation of its characteristics. It can be measured using overall ratings or ratings of job facets. Major causes of job satisfaction include the work itself, pay, promotion opportunities, supervision, and relationships. When dissatisfied, employees may exit an organization, voice complaints, display loyalty, or neglect their work. Managers can improve satisfaction by focusing on intrinsic job aspects and ensuring consistency between attitudes and behaviors.
The document discusses various theories of motivation including Maslow's hierarchy of needs, expectancy theory, equity theory, goal setting theory, and reinforcement theory. It examines both intrinsic and extrinsic rewards and how they can be used to motivate employees. The importance of motivation in management is also addressed as motivating employees leads to better teamwork, productivity, and overall business success.
This document discusses the balanced scorecard framework. It begins by explaining that a balanced scorecard is a measurement and management system that translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. It describes how organizations use balanced scorecards to identify the key factors that create long-term value and align goals and initiatives across different departments. The document also explains that while balanced scorecards were initially used by for-profit organizations, they can also be adapted for use by non-profits and governments. It argues that balanced scorecards help organizations overcome barriers to strategic implementation and execution by creating alignment across the organization.
A 360 leader is someone who can lead from any position within an organization by leading down to direct reports, across to peers, and up to managers. The document discusses leadership myths like thinking you need a leadership title to lead. It contrasts one-directional leadership with 360 degree leadership and provides examples of how to lead down by developing others, lead across by helping peers, and lead up by supporting managers. Challenges of 360 leadership are outlined like pressure from multiple roles, unsupportive leaders, competing demands, and communicating vision without authority.
This document discusses empowering teams to achieve goals and objectives. It addresses:
1) Knowing what tasks or responsibilities to empower individuals and teams with, and understanding who is best suited to execute different types of work.
2) Setting clear, challenging goals that are time-bound and have agreed upon steps to achieve objectives.
3) Implementing monitoring to ensure goals are achieved, and building cross-department synergy by establishing common objectives, addressing concerns, and seeking win-win solutions.
4) Behaviors like knowing your people, setting clear priorities, following through, and coaching to expand capabilities are essential for effective empowerment and execution.
Transformational leadership theory aims to inspire followers to accomplish more than expected by raising morale and motivating followers to consider group goals over self-interest. The theory was first proposed in the 1970s and further developed by Bass in the 1980s, identifying four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leadership can increase performance, job satisfaction, and develop future leaders compared to transactional leadership. However, it also lacks conceptual clarity and depends on the ability of leaders to demonstrate transformational behaviors.
Personal Development Plans (PDPs), sometimes called Individual Development Plans (IDPs) are an important part of your professional planning. Continuous personal development is best achieved with a plan of action detailing your aspirations across many areas.
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
Organizational effectiveness refers to how well an organization achieves its goals. However, the concept remains unclear for three reasons: differences in how organizations are conceptualized; organizational complexity; and researchers using varying criteria. Effectiveness can be measured in ways like productivity, efficiency, employee satisfaction, and goal achievement. However, organizations often have conflicting goals and public goals may differ from operative goals. Theoretical models of effectiveness include the rational goal model, internal process approach, open systems model, and human relations model. Each perspective has limitations in defining and assessing organizational effectiveness.
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
The document discusses Mexican painter Octavio Ocampo. It provides his date of birth as February 28, 1943 and identifies him as a painter from Celaya, Mexico. The final sentence indicates the document was edited by "The Old Dog".
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
This chapter discusses theories of leadership including trait theories, behavioral theories, and contingency theories. Trait theories focus on personal qualities that differentiate leaders such as intelligence, courage, and people skills. Behavioral theories examine two leadership styles: initiating structure which focuses on tasks, and consideration which focuses on relationships. Contingency theories propose that effective leadership depends on matching a leader's style to the situation. The chapter also covers charismatic and transformational leadership, authentic leadership, the role of mentoring, and challenges to effective leadership such as complacency and over-control.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
It shows basic information about Organizational change & stress management chapter 18 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Organizational Behavior Chapter 4 Personality and ValuesDr. John V. Padua
This document summarizes a chapter about personality and values from an organizational behavior textbook. It defines personality and describes how it is measured. It discusses two frameworks for assessing personality: the Myers-Briggs Type Indicator and the Big Five model. It also covers other personality traits, values, value systems, frameworks for assessing cultural values, and implications for managers regarding personality and values.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
The document discusses job attitudes and satisfaction. It contrasts the three components of an attitude: the emotional feeling, beliefs, and intentions. Cognitive dissonance is when attitudes and behaviors are inconsistent, creating discomfort. People seek consistency. Job satisfaction is a positive feeling about one's job based on an evaluation of its characteristics. It can be measured using overall ratings or ratings of job facets. Major causes of job satisfaction include the work itself, pay, promotion opportunities, supervision, and relationships. When dissatisfied, employees may exit an organization, voice complaints, display loyalty, or neglect their work. Managers can improve satisfaction by focusing on intrinsic job aspects and ensuring consistency between attitudes and behaviors.
The document discusses various theories of motivation including Maslow's hierarchy of needs, expectancy theory, equity theory, goal setting theory, and reinforcement theory. It examines both intrinsic and extrinsic rewards and how they can be used to motivate employees. The importance of motivation in management is also addressed as motivating employees leads to better teamwork, productivity, and overall business success.
This document discusses the balanced scorecard framework. It begins by explaining that a balanced scorecard is a measurement and management system that translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. It describes how organizations use balanced scorecards to identify the key factors that create long-term value and align goals and initiatives across different departments. The document also explains that while balanced scorecards were initially used by for-profit organizations, they can also be adapted for use by non-profits and governments. It argues that balanced scorecards help organizations overcome barriers to strategic implementation and execution by creating alignment across the organization.
A 360 leader is someone who can lead from any position within an organization by leading down to direct reports, across to peers, and up to managers. The document discusses leadership myths like thinking you need a leadership title to lead. It contrasts one-directional leadership with 360 degree leadership and provides examples of how to lead down by developing others, lead across by helping peers, and lead up by supporting managers. Challenges of 360 leadership are outlined like pressure from multiple roles, unsupportive leaders, competing demands, and communicating vision without authority.
This document discusses empowering teams to achieve goals and objectives. It addresses:
1) Knowing what tasks or responsibilities to empower individuals and teams with, and understanding who is best suited to execute different types of work.
2) Setting clear, challenging goals that are time-bound and have agreed upon steps to achieve objectives.
3) Implementing monitoring to ensure goals are achieved, and building cross-department synergy by establishing common objectives, addressing concerns, and seeking win-win solutions.
4) Behaviors like knowing your people, setting clear priorities, following through, and coaching to expand capabilities are essential for effective empowerment and execution.
Transformational leadership theory aims to inspire followers to accomplish more than expected by raising morale and motivating followers to consider group goals over self-interest. The theory was first proposed in the 1970s and further developed by Bass in the 1980s, identifying four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leadership can increase performance, job satisfaction, and develop future leaders compared to transactional leadership. However, it also lacks conceptual clarity and depends on the ability of leaders to demonstrate transformational behaviors.
Personal Development Plans (PDPs), sometimes called Individual Development Plans (IDPs) are an important part of your professional planning. Continuous personal development is best achieved with a plan of action detailing your aspirations across many areas.
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
Organizational effectiveness refers to how well an organization achieves its goals. However, the concept remains unclear for three reasons: differences in how organizations are conceptualized; organizational complexity; and researchers using varying criteria. Effectiveness can be measured in ways like productivity, efficiency, employee satisfaction, and goal achievement. However, organizations often have conflicting goals and public goals may differ from operative goals. Theoretical models of effectiveness include the rational goal model, internal process approach, open systems model, and human relations model. Each perspective has limitations in defining and assessing organizational effectiveness.
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
The document discusses Mexican painter Octavio Ocampo. It provides his date of birth as February 28, 1943 and identifies him as a painter from Celaya, Mexico. The final sentence indicates the document was edited by "The Old Dog".
The document discusses negotiating philosophies and strategies. It presents four philosophies: putting one's cards on the table and letting the other party decide; extracting maximum advantage for one's company and oneself; pleasing the other party to build relationships; and achieving mutual satisfaction and compromise. It also discusses preparing for negotiations, separating people from problems, focusing on interests over positions, generating options, and insisting on objective criteria.
This document summarizes the key differences between old media and new media. Old media refers to traditional mass communication forms like books, newspapers, radio, and television that are produced and distributed by large organizations. New media emerged with digital technologies and allows for user-generated content where individuals can produce and share content worldwide for little to no cost by posting videos, statuses, or other information online through platforms. While some newspaper corporations have adapted by also providing online content, new media has fundamentally changed media production and consumption.
FASTER ADAPTABILITY IS THE NEW CORE COMPETENCY IN THE NEW ECONOMYStephen Parry
Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike?
This presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates to drive deeper customer engagement and faster organisational responses.
Almost daily, managers face multiple choices for work design, measurement, rewards, organisational structures, working practices and approaches to management and staff relationships just to keep the day-to-day business running- let alone respond to future business needs. In this presentation, we look at the most important items to align to create a highly responsive organisation.
We will start by examining the work-climate to understand how management choices interact in complex ways to create a perception of ‘how it feels to work here’. Research has demonstrated that workclimate perceptions are a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make to increase performance and adaptability?
What needs to be eradicated?
What needs to be redesigned?
Where do we need to start?
About Stephen Parry
Biog PhotoStephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
13 commandments for crafting successful business strategiesDr Wilfred Monteiro
Most upcoming enterprises are so caught up in fulfilling targets for the next quarter that they have no time to plan and analyse and think of LEVEL NEXT as the achievement platform...here are some useful tips to plan strategically
13 commandments for crafting successful business strategiesDr Wilfred Monteiro
could you in an hours time tell a board of director ( all of whom who have experience of 40++ years) what is strategy and how it differs from the daily grid
Cutting Through the Clutter: Simple Strategies for Long-Term Growthmaysbusiness
The document discusses strategies for long-term organizational growth. It emphasizes validating strategies with customer data to ensure the strategies will improve relationships and drive positive results. It also stresses the importance of aligning employees by communicating the strategy clearly and establishing accountability. The document provides frameworks and metrics for measuring customer engagement and employee commitment to determine how well relationships and internal alignment support the organization's strategy.
The document provides an overview of Lean leadership and creating adaptive, learning and engaging organizations. It discusses key dimensions such as engaging employees, promoting learning, effective leadership, and improving processes. These dimensions are measured using a diagnostic tool called Climetrics to assess an organization's work climate. The work climate is found to predict performance, profitability, and the ability to adapt. Case studies are presented showing how organizations have transformed their work climates and achieved operational excellence with greater adaptability.
The business is started with the aim of achieving success but success is not always guaranteed. Because business has to go always in uncertainty. A good entrepreneur should be able to forecast such a situation and take appropriate steps to remain away from such uncertainties or to convert uncertainties to certainties. Hence, success or failure in entrepreneurship largely depends on the strength and weakness of the entrepreneur.
Innovate HR - Moving your team from Transactional to Strategic HRAnton van der Walt
I recently did a search on the internet, to understand what are the top HR topics that are being researched or looked at by people in the industry. It makes for fascinating reading. Some of the items searched are about building teams through team effectiveness, how to build effective appreciation models for employees, or dealing with bad bosses. Issues such as helping and working with millennials, health care options, and wellness models come up regularly too.
A favorite topic, of course, is whether or not performance review processes are good, or bad or should be implemented or removed. The favorite for me was the one that says, "How to get an employer to fall in love with you!" Well, I think as an HR person, that's probably a bit of a stretch! My guess is that for an HR professional, this is not going to happen easily. Perhaps it is more of a question to get an employer to fully respect you, your position and the things that you are required to do.
But the one thing that is completely missing for me in all these searches is - how does HR add value to the bottom line? What are the impactful things HR can do to move the business forward and help future proof the organization in times of increasing change and uncertainty.
I think, first of all, HR professionals and HR leaders need to take their teams from transactional thinking into strategic thinking. A lot of the times HR people are stuck in transactional work and they rarely have an opportunity to think about strategic HR. Whilst it is undeniable that HR has a seat at the table, the bigger question is – how do you use that seat and innovate HR? Using your seat to add to the bottom line and to add real value to the business. To implement techniques, processes and structure to help the organization think differently, and to come up with innovative and creative ideas and alternatives to move the business forward.
It is when HR professionals move outside of their comfort zone, out of transactional work, into strategic and value add work, that they experience a far more fulfilling and aspirational career. It's almost like being a passenger on a plane and moving from the passenger seat, into the pilot seat. To take control of your HR function and move it forward.
This document provides an overview and excerpt from the book "Selling to the C-Suite" by Stephen J. Bistritz. The book aims to teach professional salespeople how to successfully call on senior executives. It discusses research that found executives get involved early in major purchasing decisions to set strategy. The document outlines strategies for identifying the relevant executive, gaining access to them, establishing credibility, and communicating value in a way that addresses their key business initiatives and metrics. The overall message is that selling to executives requires thorough preparation, understanding their perspective, and consistently demonstrating capability and integrity.
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
A talk by Rob Catalano
Chief Engagement Officer, WorkTango
As uncertainty spreads through organizations, executives, HR professionals, and every single employee, it gets challenging to operate in a ‘new normal.’
But in unprecedented times, your employees matter now, more than ever. This session will discuss:
· The impact uncertain times have on employees and why it’s important for companies to respond
· Specific recommendations on how to engage employees given the uncertainty in the workplace
· The mindset and approach that you need to start with
· Examples of companies that are doing it well to inspire action in your organization
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/how-to-engage-employees-in-uncertain-times/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Grace's mission is productive safety and their vision is to drive innovative solutions to enhance productivity while keeping people and assets safe. Their culture focuses on values like judgment, honest communication, selfless impact, curious innovation, customer obsession, being resource wise, and hiring and developing employees. They provide employees freedom and responsibility within clear context rather than control. Teams are highly aligned through shared goals and strategy but loosely coupled, minimizing unnecessary coordination to allow for flexibility and speed.
Employee engagement involves employees feeling personally invested in their organization's success beyond just job satisfaction. High engagement is associated with benefits like lower turnover, absenteeism, and higher productivity. While traditionally seen as separate activities, transformational engagement integrates employee insights into how a business operates. The document outlines different approaches to engagement including focusing on positive psychology principles to improve employee happiness and business outcomes. It also provides an example of how an engagement initiative helped address challenges at a struggling company through workshops empowering employees to directly impact changes.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
The document describes Lloyd Parry, a lean service transformation consultancy. It provides:
- Lean service principles and organizational diagnostics to support clients in designing and managing organizations.
- Transformation programs delivered to large global organizations across sectors like telecom, IT, finance, logistics.
- An approach called Climetrics that identifies how management activities, measurements, structures and capabilities can create a lean service climate leading to high performance.
- Companies adopting this approach have won awards for best service strategy and demonstrating cultural change centered around customer needs.
"Re-Purposing the Business:
Changeability, Adoptability and Capability."
Establishing or re-establishing a ‘common purpose’ across your enterprise and simplifying and clarifying the goals expected of each employee is crucial in steadying your original course or setting a new direction. You can then ask questions about your changeability, adoptability and capability to make the journey.
All businesses imperceptibly change over time which often results in purpose drift or worse, purpose stagnation. Different teams and areas of expertise merge, all of which have an essential role to play. In addition, well-intentioned, new and diverse methods are introduced ad-hoc, causing further fragmentation and inter-department work-disconnects. Purpose becomes obscured in the day-to-day noise and risks miscommunication, conflicting priorities and discord. Most importantly, a fragmented understanding of purpose inhibits the ability of a business to react quickly to marketplace disruptions.
The danger to change comes when the common purpose is declared at the top, and, in a waterfall fashion cascaded downwards. ‘Waterfall purpose’ is not a ‘common purpose’. Switching from one to the other requires ‘Big-Picture’ collaboration.
This document discusses entrepreneurial motivation and competencies. It explains that entrepreneurial motivation is driven by three social motives: need for achievement, need for power, and need for affiliation. Of these, need for achievement is most strongly associated with entrepreneurship. The document also outlines seven key competencies of successful entrepreneurs: initiative, opportunity recognition, persistence, information seeking, concern for quality, commitment, and efficiency.
Lean Mythbusting for Staff, Managers and Executives.Stephen Parry
This document summarizes a presentation given by Stephen Parry on applying Lean principles to service organizations. The presentation covers how traditional functional organizational structures can create problems for end-to-end service delivery. It discusses the importance of adopting a Lean service work climate focused on understanding customer needs, continuous learning and improvement, empowering frontline staff, and collaborative problem solving. Case studies are presented showing how organizations have transformed their performance and culture by shifting to this Lean approach.
This document discusses organizational change and its management. It defines organizational change as changes that impact an entire organization, such as new systems or office moves. While upper management initiates change to benefit the organization, employees often resist change through frustration, anxiety, or fear of loss of status. To successfully manage change, it is important to understand the sources of resistance, communicate extensively with all levels of employees, and involve people in planning and implementing the change. The goals of change management are to successfully design, implement, and maintain organizational change initiatives while enhancing the organization's ongoing ability to manage change.
This document discusses organizational change and its management. It defines organizational change as changes to an organization's culture, processes, environment, roles, skills, policies and procedures. It notes that change causes resistance in employees and discusses factors that contribute to resistance. It emphasizes the importance of communication, education, addressing employee concerns and gaining acceptance for change initiatives to be successful.
The document discusses strategies for successfully implementing a Balanced Scorecard system. It recommends managing the introduction as a change project to gain commitment. Focus on clear objectives and keep measures simple at first. Appoint strong leaders and involve others to drive change. Prioritize efficient data collection and ensure the right information reaches stakeholders. Communicate the process before defining content and start with an external focus to align internal metrics with external factors. Cascading goals throughout the organization also helps achieve strategy execution.
coaching of business leaders begins with assertiveness behavioral training The reason is simple if you don't manage people you can get work done. And ifyou cannot manage people unless you first manage your own behavior
Key Customer Account Management is the master-key to quantum sales improvement and retention of key customers.Yet few companies are able to convert good intentions to effective programs. Dr Wilfred Monteiro India's leading sales performance guru share a few insights and ideas.
The document discusses assessment centers and their methodology. It provides definitions of assessment centers and distinguishes them from development centers. It outlines six key concepts that give assessment centers validity: focusing on important job dimensions, using behavior to predict future behavior, having multiple assessors, ensuring dimensions are comprehensive, having assessors debate to enrich assessments, and using simulations. Benefits of assessment centers are listed as cost-effectiveness, minimizing hiring errors, maximizing productivity, and identifying potential.
The document discusses key account management (KAM) and strategic selling. It notes that KAM requires strategic selling skills and involves developing a deep understanding of key customers. The steps of strategic selling outlined are establishing understanding of the customer, developing a knowledge base, and creating a strategic plan. Key account management is described as a long-term process that requires commitment from management and salespeople trained in strategic selling.
the right business etiquette is the cutting edge of a business professionals effectiveness; because more deals are done in the country club; the golf course or the cocktail dinners than at a negotiating table read our blogspot http://therightetiquette.blogspot.in
The document discusses factors that can help or hinder a CEO's excellence in their role. It suggests that understanding customers, being agile to innovate, and constantly monitoring the big picture strategy can help a CEO succeed. However, individual agendas within a company and mediocrity can make it difficult for a CEO to determine the right decisions and risks corrupting the company culture. Self-reflection on leadership skills and diversity within the workforce are also discussed as important considerations.
The document discusses several factors that can help or hinder a CEO's excellence in their role. It provides tips for CEOs such as understanding customers' needs, constantly evaluating strategy, being aware of personal leadership impact, and encouraging diversity among employees. It also recommends that CEOs not let day-to-day operations distract from planning and advises asking the right questions rather than focusing on wrong answers. The document is written by Dr. Wilfred Monteiro, a consultant who works with companies and management institutes on excellence models, strategy, leadership development, and performance management.
Today's competitive market has put to end the traditional quick fix selling techniques to give way to CONSULTATIVE TECHNIQUES ...which often clumsily handled have given rise to a cynical view whether these too are dead or dying
It is often said the robustness of a company's human resource program is based upon the workplace climate Building the workplace climate is a strategic initiative to build a corporate resource not found in the balance sheet
Every sales manager knows that 80% of business comes from 20% of customers... than why is your company not on the right spot... is it so easy to lock-in a customer or to ward-off the competitors efforts to snatch away your key customers
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
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.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
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.
2. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• The willingness… even
enthusiasm… to change
EVERYTHING combined with
the wisdom to understand what
must NEVER be changed.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• The willingness… even
enthusiasm… to change
EVERYTHING combined with
the wisdom to understand what
must NEVER be changed.
4. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
What employee engagement means
Creating a climate where people are committed to the
company’s success. Where they value, believe in and enjoy
the work they do to help the company be successful.
An engaged person brings creativity, passion and energy to the
job; they proactively drive change, deliver business results
and infect others with their enthusiasm. They are achieving
their full potential.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Creating a climate where people are committed to the
company’s success. Where they value, believe in and enjoy
the work they do to help the company be successful.
An engaged person brings creativity, passion and energy to the
job; they proactively drive change, deliver business results
and infect others with their enthusiasm. They are achieving
their full potential.
6. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
“The Future arrived when we“The Future arrived when we
weren’t looking, so we’re stillweren’t looking, so we’re still
dealing with issues, ideas anddealing with issues, ideas and
programs that don’t fit theprograms that don’t fit the
world’s new realities.”world’s new realities.”
Peter DruckerPeter Drucker
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
“The Future arrived when we“The Future arrived when we
weren’t looking, so we’re stillweren’t looking, so we’re still
dealing with issues, ideas anddealing with issues, ideas and
programs that don’t fit theprograms that don’t fit the
world’s new realities.”world’s new realities.”
Peter DruckerPeter Drucker
7. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Changing Workforce Trends
Doers differ from thinkers
Assets are things
Labour is an expense
Lifetime employment
Top-down control
Localized work
Measure for results
Doers must be thinkers
Assets are people
People are an investment
Lifetime employability
Decentralized decisions
Decentralized Work
Measure for improvements
ToToFromFrom
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Doers differ from thinkers
Assets are things
Labour is an expense
Lifetime employment
Top-down control
Localized work
Measure for results
Doers must be thinkers
Assets are people
People are an investment
Lifetime employability
Decentralized decisions
Decentralized Work
Measure for improvements
Source : Pfeffer (1994)
8. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• CHANGING PSYCHOLOGY OF WORKER
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow
9. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• CHANGING PSYCHOLOGY OF WORKER
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow
10. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
THE CHALLENGESOF HR
• To widen focus from an Administrative Role to a
more broader Strategic Role.
• To demonstrate exactly how they Create Value for
their Organization.
• New Realities require a new managerial focus on
people and on strategy implementation.
• New focus on people and strategy requires a new
approach to measuring performance.
• Effective people management and people
measurement systems need to be co-developed.
• Firms that do a better job implementing strategy and
measuring results consistently outperform their
peers.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• To widen focus from an Administrative Role to a
more broader Strategic Role.
• To demonstrate exactly how they Create Value for
their Organization.
• New Realities require a new managerial focus on
people and on strategy implementation.
• New focus on people and strategy requires a new
approach to measuring performance.
• Effective people management and people
measurement systems need to be co-developed.
• Firms that do a better job implementing strategy and
measuring results consistently outperform their
peers.
11. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
THE NEW HRD ROLES
1. OPERATIONALY RE ACTIVE
2. OPERATIONALY PROACTIVE
3. STRATEGICALLY REACTIVE
4. STRATEGICALLY PROACTIVE
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
1. OPERATIONALY RE ACTIVE
2. OPERATIONALY PROACTIVE
3. STRATEGICALLY REACTIVE
4. STRATEGICALLY PROACTIVE
14. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
If you have any questions at
all please do not hesitate to
send a note or call.
My email address is:
wm@synergymanager.net
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
If you have any questions at
all please do not hesitate to
send a note or call.
My email address is:
wm@synergymanager.net
15. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Dr WILFRED MONTEIRO
• is a nationally acclaimed stalwart in the field of
business management with an illustrious career
spanning over 25 years
• He is a consultant and advisor to Board of Directors
of leading companies & Chambers of Commerce;
• a management trainer of high repute who has
conducted over 1250 seminars in India and abroad
in areas of business strategy, marketing &
organization development.
• a Visiting Professor to premier management
institutes and staff training colleges throughout
India.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• is a nationally acclaimed stalwart in the field of
business management with an illustrious career
spanning over 25 years
• He is a consultant and advisor to Board of Directors
of leading companies & Chambers of Commerce;
• a management trainer of high repute who has
conducted over 1250 seminars in India and abroad
in areas of business strategy, marketing &
organization development.
• a Visiting Professor to premier management
institutes and staff training colleges throughout
India.
website: www.synergymanager.net 15
If you have any questions at all please do not hesitate to send a note or call.
My email address is: wm@synergymanager.net
16. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Dr WILFRED MONTEIRO
please view the blogspots I have developed for my participant ongoing learning
• http://wilfredmonteiro.blogspot.in/
• http://negotiating-wizard.blogspot.in
• http://salescoach-india.blogspot.in
• http://the-sales-champ.blogspot.in
• http://salesforce-excellence.blogspot.in
• http://strategic-selling.blogspot.in
• http://hrm-excellence.blogspot.in
• http://personal-growth-guru.blogspot.in
• http://thegreatmanager.blogspot.in
• http://leadership-by-values.blogspot.in
• http://therightetiquette.blogspot.in
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
website: www.synergymanager.net 16
• http://wilfredmonteiro.blogspot.in/
• http://negotiating-wizard.blogspot.in
• http://salescoach-india.blogspot.in
• http://the-sales-champ.blogspot.in
• http://salesforce-excellence.blogspot.in
• http://strategic-selling.blogspot.in
• http://hrm-excellence.blogspot.in
• http://personal-growth-guru.blogspot.in
• http://thegreatmanager.blogspot.in
• http://leadership-by-values.blogspot.in
• http://therightetiquette.blogspot.in
17. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
CONTACT US
Dr Wilfred Monteiro
TELE : 91 22 9819843927
EMAIL: wm@synergymanager.net
website:
www.synergymanager.net
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
SYNERGY MANAGEMENT ASSOCIATES
since 1993
HR Systems Design
Policy Deployment
Talent Management innovations
Best Practices enablement
Competency based HRM
H R Systems Metrics & Audit