Transformation - Employment Equity presentation by Bonang Mohale, Chairman and Vice President of Shell South Africa Energy Limited at the 2013 Mining Lekgotla. 28 August 2013
Transformation - Employment Equity presentation by Bonang Mohale, Chairman and Vice President of Shell South Africa Energy Limited at the 2013 Mining Lekgotla. 28 August 2013
This presentation was the second plenary at NCVO's Trustee Conference on Monday 11 June 2013.
The presentation was by Helena Morrissey, Chief Executive, Newton Investment Management and Founder of 30% Club and explains their commitment to bringing more women onto boards and its overall effectiveness of the boardroom.
Find our more about NCVO's Trustee conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
Find out more about NCVO's work on governance: http://www.ncvo.org.uk/practical-support/governance
Theories of transformational leadership, emotional intelligence, cross cultural intelligence and finding in cultural awareness, cultural adaptation and effectiveness management localization
Access of Rural People Living in Poverty to Local and National Policy ProcessesBASIS AMA Innovation Lab
A presentation by Khalid El Harizi from the 2009 BASIS Conference on "Escaping Poverty Traps: Connecting the Chronically Poor to the Economic Growth Agenda."
Equity, Diversity, and Inclusion in Bioinformatics: Bad news and good newsMadelaine Gogol
Why do we need to improve our equity, diversity, and inclusion in bioinformatics? What is our current status, and how will more equitable and diverse representation help us as a field?
This was our college presentation focusing on Women on board which was part Corporate Governance Subject, made under the guidance of Prof.Joshi sir .
Disclaimer :We as students have just attempted to understand it,which may be vary from actual facts & figures.
Envision South Asia-Civil Society Organisationsguest2ebb88
South Asia has a vibrant Civil Society Organisations (CSOs). But collective action among the CSOs is still very limited to area/sector.
In order to evolve shared vision CSOs need to follow strategic direction. This presentation allows reflection in frameworks to enbable collective and shared vision- Avanish Kumar
Cultural Differences Sweden v South Korea Jennifer Kesik
This presentation looks at the cultural differences between Sweden and South Korea. The national culture differences as well as organisational culture differences are discussed.
The emphasis is put on the challenges a Swedish individual will experience when being transferred for a job assignment in South Korea. Recommendations in terms of adjustment in management practices are provided.
In his keynote at the European Summit for Developing the Career Workforce of the Future at Canterbury Christ Church University (UK) on September 3, 2014, Dr Gideon Arulmani challenged us to think about the globalization of the world of work and how education and guidance should react to these changes. Approximately 200 key stakeholders from 32 European countries participated at the event, and engaged in critical discussions after the keynote of Dr Arulmani - amongst them many policy makers, guidance counsellors, representatives of professional associations, public employement services, HR managers, researchers and lecturers. For more information, please visit www.nice-network.eu
This presentation was the second plenary at NCVO's Trustee Conference on Monday 11 June 2013.
The presentation was by Helena Morrissey, Chief Executive, Newton Investment Management and Founder of 30% Club and explains their commitment to bringing more women onto boards and its overall effectiveness of the boardroom.
Find our more about NCVO's Trustee conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
Find out more about NCVO's work on governance: http://www.ncvo.org.uk/practical-support/governance
Theories of transformational leadership, emotional intelligence, cross cultural intelligence and finding in cultural awareness, cultural adaptation and effectiveness management localization
Access of Rural People Living in Poverty to Local and National Policy ProcessesBASIS AMA Innovation Lab
A presentation by Khalid El Harizi from the 2009 BASIS Conference on "Escaping Poverty Traps: Connecting the Chronically Poor to the Economic Growth Agenda."
Equity, Diversity, and Inclusion in Bioinformatics: Bad news and good newsMadelaine Gogol
Why do we need to improve our equity, diversity, and inclusion in bioinformatics? What is our current status, and how will more equitable and diverse representation help us as a field?
This was our college presentation focusing on Women on board which was part Corporate Governance Subject, made under the guidance of Prof.Joshi sir .
Disclaimer :We as students have just attempted to understand it,which may be vary from actual facts & figures.
Envision South Asia-Civil Society Organisationsguest2ebb88
South Asia has a vibrant Civil Society Organisations (CSOs). But collective action among the CSOs is still very limited to area/sector.
In order to evolve shared vision CSOs need to follow strategic direction. This presentation allows reflection in frameworks to enbable collective and shared vision- Avanish Kumar
Cultural Differences Sweden v South Korea Jennifer Kesik
This presentation looks at the cultural differences between Sweden and South Korea. The national culture differences as well as organisational culture differences are discussed.
The emphasis is put on the challenges a Swedish individual will experience when being transferred for a job assignment in South Korea. Recommendations in terms of adjustment in management practices are provided.
In his keynote at the European Summit for Developing the Career Workforce of the Future at Canterbury Christ Church University (UK) on September 3, 2014, Dr Gideon Arulmani challenged us to think about the globalization of the world of work and how education and guidance should react to these changes. Approximately 200 key stakeholders from 32 European countries participated at the event, and engaged in critical discussions after the keynote of Dr Arulmani - amongst them many policy makers, guidance counsellors, representatives of professional associations, public employement services, HR managers, researchers and lecturers. For more information, please visit www.nice-network.eu
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Lean PD Day Conference presentation in Ottawa Canada covering the Washington State and DES Lean Transformation Journey, the Lean Government Framework, and the Key to Creating the conditions for the collaborative science of flow by Renee Smith and Darrell Damron
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Organizational Capacity-Building Series - Session 9: LeadershipINGENAES
This session describes principles of leadership within organizations and common leadership issues. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
Highlights
Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
2. Linking Effective Leadership to
Productivity in the Public Sector –
Need, Challenges and Constraints
Dr. Tim A. Mau
Associate Professor of Political Science
University of Guelph
Guelph, Ontario Canada N1G 2W1
tmau@uoguelph.ca
Workshop on Developing the APO Public Sector Leadership Framework
Manila, Philippines
Monday, November 14, 2016 (11:15 – 12:30)
3. Context
• Asian Productivity Organization (APO) – regional nonprofit,
non-political intergovernmental organization formed in 1961
• 20 member countries
• Bangladesh, Cambodia, Republic of China (Taiwan), Fiji, Hong Kong, India,
Indonesia, Iran, Japan, Korea, Laos, Malaysia, Mongolia, Nepal, Pakistan,
Philippines, Singapore, Sri Lanka, Thailand and Vietnam
• Variety of political systems
• Federal parliamentary democratic republic (India); presidential democratic republic
(Indonesia); constitutional monarchy/military rule (Thailand); semi-presidential
democratic republic/former communist (Mongolia); parliamentary representative
democratic constitutional monarchy (Japan); theocracy (Iran)
• Different levels of economic development
• Fairly high levels of corruption
4. Context
• APO Mission – “contribute to the sustainable socio-
economic development of Asia and the Pacific through
enhancing productivity”
• Importance of the public sector
• Direct and indirect contributions to GDP
• Business development
• Employment generation
• Challenge is to ensure efficiency and effectiveness in the
public sector
• How will that be accomplished?
• Managerial/leadership capacity
6. Defining Leadership
• No consensus regarding a definition
• From 1900-1990 one author (Rost,
1993) found 221 definitions in almost
600 studies
• “Leadership is the most studied and least
understood topic of any in the social
sciences” (Bennis & Nanus, 1985: 10)
• Some common elements
• Power and influence
• Interaction between individuals (notion of
followership)
• Promotes change
• Inspiring vision of the future
7. Defining Leadership
• Leadership occurs when an individual is able to use his or her power
to influence intended changes in the thoughts and actions of
followers by engendering either a commitment to the leader’s goals
or an internalization of his or her values.
8. Public Sector Leadership: An Oxymoron?
• Can—or should—public servants even provide leadership?
• Historic neglect by political scientists and public administration scholars
• Democratic theory – politics-administration dichotomy
• Public servants should be “on tap” not “on top”
9. The Leadership Imperative
• “Leadership is not just a right of public managers. It is an
obligation” (Behn, 1998: 209).
• By exercising leadership, public sector managers can
overcome some of the imperfections of the political
system
• 7 basic failures
• Organizational
• Analytical
• Executive
• Legislative
• Political
• Civic
• Judicial
10. The Leadership Imperative
• Rationale for leadership in the public and private
sectors is essentially the same
• Cope with rapid and continuous change
• Deal with turbulence and uncertainty
• Provide direction and vision
• Focus employees on organizational mission
• Achieve greater efficiency and effectiveness
• Foster greater employee satisfaction
11. Public Sector Leadership
• Similar justification, but is leading in the public sector
the same as leading in private sector organizations?
12. Public Sector vs. Private Sector Management
(Leadership?)
• “I conclude that public and private management are
at least as different as they are similar, and that the
differences are more important than the similarities.”
Graham Allison, 1979
14. Public vs. Private Management
• Differences
1) Public goods/interest vs.
Profit/bottom line
2) Public administration – less
efficient
• Economic Considerations
• No profit motivation
• Provision of unprofitable services
15. Public vs. Private Management
• Differences
2) Public administration – less
efficient
• Political considerations
• Elections
• Duration
• Cabinet solidarity
• Ministerial interference
• Need for consistency in program
delivery
• Need to protect minister
• Re-election
• Neutrality
16. Public vs. Private Management
• Differences
3) Accountability is more complex in the
public sector
4) HR constraints
5) Media scrutiny
6) Persuasion and direction
17. Public vs. Private Leadership
• Would those same considerations hold true when
distinguishing public sector from private sector
leadership?
18. Public vs. Private Leadership
• Same important distinctions hold true for leadership
• Leading in the public sector – more complex and ambiguous
• 2006 Public Policy Forum (Côté, 2006) survey of public and private sector
leaders
• Leadership, therefore, is situational or contingent
• Leadership skills that were previously successful may not work in new
situations or changed environments (Van Wart, 2013)
• Public sector leadership has evolved in response to developments in
the private sector
19. Evolution of Public Sector Leadership
Democratic/
Consultative
Participatory
(New Public
Governance)
Entrepreneurial
(New Public
Management)
Directive/
Autocratic
(Bureaucratic
Model)
20. Public Sector Leadership Competency Models
• Another area where the public sector has looked to
the private sector for inspiration/best practice
• Common public sector practice around the world
• Convergence with private sector models
• Most effectively used across the full spectrum of HR
functions (recruitment, selection, promotion, training,
evaluation)
21. Limitations of Leadership Competency
Models
• Focus on past or present rather than future
• Too generic
• Too complex/too many competencies
• Construct validity
• Lack of results
22. Canada – Key Leadership Competencies (2004)
• “From a foundation of values and ethics, public
service leaders deliver results through strategic
thinking, engagement and management
excellence.”
• 4 competencies
• Strategic thinking
• Engagement
• Management Excellence
• Values and ethics
• Elegant in its simplicity
• Key emphasis on public sector values & ethics
23. Canada – Key Leadership Competencies (2015)
• Updated framework
• 6 competencies
• Create vision and strategy
• Mobilize people
• Uphold integrity and respect
• Collaborate with partners and stakeholders
• Promote innovation and guide change
• Achieve results
24. Ontario Public Service Leader-
Manager Competencies
DELIVERS
Delivers excellent results
for the OPS and is
accountable.
TRANSFORMS
Transforms the OPS to
maximize our investments &
meet the changing demands of
internal & external clients &
stakeholders, & the public.
INSPIRES
Communicates the vision
and values of the OPS,
gaining consensus and
motivating people to action.
CONNECTS
Builds successful
relationships with
individuals, teams,
stakeholders & partners.
OPS leaders are expected to demonstrate four leader-
manager competencies to function effectively in their role:
25. U.S. Executive Core Qualifications (ECQs)
(2006)
Leading
Change
Building
Coalitions
Results Driven Leading
People
Business
Acumen
Creativity &
innovation
Partnering Accountability Conflict
management
Financial
management
External
Awareness
Political savvy Customer service Leveraging
diversity
Human capital
management
Flexibility Influencing /
negotiating
Decisiveness Developing
others
Technology
management
Resilience Entrepreneurship Team building
Strategic
thinking
Problem solving
Vision Technical credibility
6 fundamental competencies across all ECQs: interpersonal skills, oral communication,
integrity/honesty, written communication, continual learning and public service motivation
26. NZ – Chief Executive Competency Profile
(2009)
• Strategic skills (developing long range strategies and plans)
• Operational skills (create focus and get things done)
• Courage (do not shirk responsibility and take the lead on contentious
issues)
• Energy and drive (for better results)
• Personal & interpersonal skills
• Organizational positioning skills (understand the political and
organizational context)
• Acting with honour & integrity
27. South Africa – Senior Management
Service Competency Framework
(2011)
Strategic
capability &
leadership
People
management &
empowerment
Program &
project
management
Financial
management
Change
management
Knowledge management, service delivery innovation, problem solving & analysis, client
orientation & customer focus, and communication
(5 distinct process competencies, all of which are applied against each of the five core
competencies)
28. UK – Civil Service Competency Framework
(2012)
Setting Direction (Strategic
cluster)
Engaging People (People
cluster)
Delivering Results
(Performance cluster)
Seeing the big picture Leading & communicating Achieving commercial
outcomes
Changing and improving Collaborating & partnering Delivering value for money
Making effective decisions Building capability for all Managing a quality service
Delivering at pace
Civil service values – honesty, integrity, impartiality and objectivity – are at the heart
of everything that public servants do
29. Public Sector Leadership Competency Models
• Common competencies across models
• Strategic thinking/leadership
• Leading/coping with change
• Results focused
• Engaging people internally and externally (collaboration &
partnerships)
• Need to create a distinctive public sector leadership
brand (Mau, 2009)
• Public sector values and ethics are critical
30. Conclusion
• Leadership in the public sector is both possible and
necessary
• As with management, leading in the public sector is
different from leading in the private sector
• Need to focus on the public interest or public
purpose of your role and communicate this message
effectively
• Public sector leadership competency frameworks are
ubiquitous, but need to recognize their limitations
• Importance of branding and focusing on what is
distinctive/unique about the public sector
31. Thank You! Dr. Tim A. Mau
Associate Professor of Political Science
University of Guelph
Guelph, Ontario Canada N1G 2W1
tmau@uoguelph.ca
Workshop on Developing the APO Public
Sector Leadership FrameworkManila,
Philippines
Monday, November 14, 2016 (11:15 – 12:30)