The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
Implementation plan for a De Novo Mortgage bank. Looks at all aspects of the setup from Human Capital, Facilities Implementation, Technology, Support Functions & Vendor Development and Sales and Marketing, Licensing and Registration, Business Documentation, Funding and Exit Strategies
Measuring Roi Of Training & Development Ravinder TulsianiRavinder Tulsiani
How to calcluate the return on learning investment (ROI). Companies allocate certain amount of funds and resources to the training budget, what they want to see is how the training impacts their core business objectives (eg. growth, reduce risk etc...) Learn how…
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Indonesia Professional Development Center (IPDC) - a subsidiary of PT. IPDC Consulting & Advisory
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
Center of Excellence Part 2 - First Steps in Building Scalable RPAHelpSystems
This is part two of a three-part webinar series, Building Your Automation Center of Excellence.
Your robotic process automation (RPA) implementation is only as good as its technological foundation. Making the right choices about systems and infrastructure will set the stage for rapid growth and prevent issues down the road. To enable a successful implementation, you must allocate certain technical resources, tools, and processes. In this 30-minute on-demand webinar, Pat Cameron, Director of Automation Technology at HelpSystems, discusses:
-Building a foundation for performance
-Strategies for connectivity and integration
-Configuring bot and workflow templates for governance and scale
-Technical best practices, including multiple environments, security and governance, capacity planning, and analytics
Sasaran Pembelajaran
Sesudah mempelajari bab ini Anda akan dapat:
Menggambarkan karakteristik-karakteristik umum dari budaya organisasi.
Membandingkan efek fungsional dan disfungsional dari budaya organisasi terhadap orang dan organisasi.
Mengidentifikasi faktor-faktor yang menciptakan dan memelihara budaya organisasi.
Memperlihatkan bagaimana budaya ditransmisikan kepada para pekerja.
I've updated my slides on the Business Partner concept and included it in my class on the HRBP Model. Class is next week, February 27-28 at the Pace Midtown Campus.
HR Shared Services Benchmarking Study Highlights: May 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the forth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
Maximize your 360 with competency based micro-learning. ThinkWise hosted webinar highlights difference between 360 and performance management. 360s drive useful insights into personal development where performance management is always looking in the rearview mirror.
Leadership Development Growing Talent Strategically .docxDIPESH30
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Implementation plan for a De Novo Mortgage bank. Looks at all aspects of the setup from Human Capital, Facilities Implementation, Technology, Support Functions & Vendor Development and Sales and Marketing, Licensing and Registration, Business Documentation, Funding and Exit Strategies
Measuring Roi Of Training & Development Ravinder TulsianiRavinder Tulsiani
How to calcluate the return on learning investment (ROI). Companies allocate certain amount of funds and resources to the training budget, what they want to see is how the training impacts their core business objectives (eg. growth, reduce risk etc...) Learn how…
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Indonesia Professional Development Center (IPDC) - a subsidiary of PT. IPDC Consulting & Advisory
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
Center of Excellence Part 2 - First Steps in Building Scalable RPAHelpSystems
This is part two of a three-part webinar series, Building Your Automation Center of Excellence.
Your robotic process automation (RPA) implementation is only as good as its technological foundation. Making the right choices about systems and infrastructure will set the stage for rapid growth and prevent issues down the road. To enable a successful implementation, you must allocate certain technical resources, tools, and processes. In this 30-minute on-demand webinar, Pat Cameron, Director of Automation Technology at HelpSystems, discusses:
-Building a foundation for performance
-Strategies for connectivity and integration
-Configuring bot and workflow templates for governance and scale
-Technical best practices, including multiple environments, security and governance, capacity planning, and analytics
Sasaran Pembelajaran
Sesudah mempelajari bab ini Anda akan dapat:
Menggambarkan karakteristik-karakteristik umum dari budaya organisasi.
Membandingkan efek fungsional dan disfungsional dari budaya organisasi terhadap orang dan organisasi.
Mengidentifikasi faktor-faktor yang menciptakan dan memelihara budaya organisasi.
Memperlihatkan bagaimana budaya ditransmisikan kepada para pekerja.
I've updated my slides on the Business Partner concept and included it in my class on the HRBP Model. Class is next week, February 27-28 at the Pace Midtown Campus.
HR Shared Services Benchmarking Study Highlights: May 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the forth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
Maximize your 360 with competency based micro-learning. ThinkWise hosted webinar highlights difference between 360 and performance management. 360s drive useful insights into personal development where performance management is always looking in the rearview mirror.
Leadership Development Growing Talent Strategically .docxDIPESH30
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Leadership Development Growing Talent Strategically .docxsmile790243
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
The Intersection of Strategy Activation and Plan Execution: 4 Keys to Change ...Paige Pulaski
Strategy activation is about eliminating the gap between development and execution. A business plan can be great on paper, but without tapping into the human element of an organization to motivate and iterate, execution cannot and will not occur. Strategy activation and focused execution create a continuous cycle of improvement, united by the thousands of feedback points gathered from machine learning data and the eyes, ears and hearts of your organization.
Technology today is enabling forward-thinking leaders to approach change management with a through line from plan-building to results – and the igniting steps in between. The process consists of defining a future state, mobilizing the team and closing skill gaps, using a system to manage hundreds of initiatives and checking in regularly to report on acceleration through massive actions.
In this webinar, Alan Todd of CorpU will discuss what it takes to truly drive transformation and how to master the four keys to change management that give leaders the ability to make proactive, effective decisions.
You will learn how to:
> Support iteration by adapting to frequent changes to keep your strategy dynamic
> Mobilize teams across multiple plans, locations and hundreds of initiatives
> Collect, organize and communicate information for cross-functional transparency
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. 01
Hello!Welcome to the “Building
Organization Development
Capabilities” session
Presented by Wing Antariksa
JKT - 2015
BUILDING
ORGANIZATION
DEVELOPMENT
CAPABILITIES
2. Questions:
01
What are the roles of OD Professional in the Organization?02
What are the required capabilities of an OD Professional?03
How to build OD Capabilities
Organization Development is a dynamic values-based approach to systems change in
organizations and communities; it strives to build the capacity to achieve and sustain a new
desired state that benefits the organization or community and the world around them.
To build OD capabilities, require extensive practice
of OD methods, approaches, and tools.
02
04
What is OD Professional (and Practitioner)?
3. OD PROFESSIONAL:
…a NOMADIC status in the
organizations
There is no agreed/single standard of professional qualification or
accreditation to demonstrate competence
01
02 Practitioners are from a variety of career paths
03
In many organizations around the world, the HR function is monopolizing/
acquiring the OD function
04
‘OD Professional is a ‘journeyman’ with a broad range of skills,
qualifications and experience
03
4. 04
…however, the term organization development
practitioner refers to at least three sets of people
The most obvious group of OD
practitioners are those people
specializing in OD as a profession. They
may be internal or external consultants
who offer professional services to
organization clients, including top
managers, functional department heads,
and staff groups.
1
People specializing in fields related
to OD, such as organization design,
total quality, information technology,
and business strategy.
2
Applies to the increasing number of
managers and administrators who
have gained competence in OD and
who apply it to their own work
areas.
3
6. D I D Y O U
K N O W ?
Many of the techniques and interventions
invented and practiced by OD professionals
have become “mainstream.”
(Christopher G. Worley, Ph.D.)
ORGANIZATION SURVEY
FLIP CHART
TEAM BUILDING
06
8. BUILDING OD
CAPABILITIES
1
2
3
4
Identify organizational and individual capability requirements and align strategy, people and processes to optimize effectiveness and
achieve organization goals. Design interventions to drive the appropriate culture, behaviors, skills, and performance and provide
insight and leadership on change management strategy, planning and implementation (Taken from CIPD & ODNetwork)
BUILDING OD
INTERVENTIONS
MANAGING
CHANGES
DEVELOPING TRUST
RELATIONSHIP
FACILITATING &
PARTICIPATING
Provide information and input to
the design of OD interventions.
Recognize the key levers of change and
recommend appropriate plans
Develop options & proposals for the
most appropriate focus of the
intervention
Develop org. wide interventions that align
& integrate structure, capacity, systems,
process and culture
Co-ordinate and roll out internal
communication messages.
Anticipate and support the organization
through barriers and resistance to change.
Highlight enablers and develop risk
mitigation plans to deal with
barriers/ resistance.
Engage and challenge leaders to
understand the rationale for change,
aligned and fully in support of the strategy.
08
9. THE ‘SELF AS AN INSTRUMENT’
Among the many competencies required
of us (OD practitioners) the use of self as
an instrument is at the heart of our
uniqueness and effectiveness. Cheung-Judge
(2001)
A key dilemma, however, for the development of OD professionals is what
might be described as a nomadic status in organizations., most OD specific
academic training and networks are still US based
(Valerie Garrow, 2009)
09
10. “the development of OD practitioners
must include practical experience and
application of the material.”
10
11. RECIPE FOR SUCCESS =
ASKING
Asking key
stakeholders,
especially people
closest
to the work and our
customers what they
need to be successful
Includes the fine art
of separating the
non-value added
feedback from the
substantive
feedback and
ensuring you really
understand what
people are saying
Quickly involves being
proactive about what
you can change but
also what you cannot
and why.
People are smart and
if you do not tell the
truth they will see
through it.
LISTENING ACTING
Learning and thanking
helps us build the
institutional knowledge
needed to grow and not
repeat our mistakes.
Thanking people is a critical
step for helping them see
the connection between
their feedback and the
actions taken.
LEARNING
&
THANKING
11
14. 0601 Developing
relationship with
sponsor
02 Negotiate &
finalize contract 03
Collect &
analyze
information
04
Expose &
understand the
data
05 Settle plan &
involve client
Action Research is at the core of an individual's OD practice. It is the standard process used in an
organization change contract. Through Action Research the practitioner begins to understand the
system in which s/he is involved, and the client group begins to take responsibility for the system in
which they live. The consultant and the client group work together to realize the goals of the change
contract.
Data
Gathering &
Diagnosis
FeedbackContracting
Entry
Planning
Change
Intervention
Evaluation
07Apply method
or process
Determine the
results/
achievement
The Traditional Action Research Model
From G. McLean & R. Sullivan (1989). Essential Competencies of Internal and External OD Consultants (p. 14). Unpublished manuscript. 14
15. T H E 8 - S T E P P R O C E S S F O R
L E A D I N G C H A N G E
Nearly 40 years of research by leadership and change guru dr. John Kotter have shown that more than
70% of all major transformation efforts fail. Why? Because organizations do not take a consistent,
holistic approach to changing themselves, nor do they engage their workforces effectively.
02 BUILD A GUIDING COALITION
06 GENERATE SHORT-TERM WINS
03FORM A STRATEGIC VISION AND INITIATIVES
07SUSTAIN ACCELERATION
01CREATE SENSE OF URGENCY
04ENLIST A VOLUNTEER ARMY
05ENABLE ACTION BY REMOVING BARRIERS
08 INSTITUTE CHANGE
15
16. Translate the business strategy into HR Road Map
Define mission critical that reflects and supports business needs
Redesign its structure to meet business needs and promote
collaboration
Develop relevant and reliable systems and policies
Accelerate the capability development of HR people
HR people are partnering with the business (line managers) to
provide solution
HR is focusing on end to end processes and its improvement
Integration of entire HR supply chain from HR policy to delivery
are happening
The use of self-service and atomization are increasing
Reliable and accessible HR data and data at ‘finger tips’
Current State Future State
ORGANIZATION
PEOPLE
PROCESS
TECHNOLOGY
Absence of HR Road Map and alignment with business
strategy.
HR function is perceived as ‘emergency responder’ and busy
entertaining ‘ad hoc’ request instead of executing program.
The function is fragmented and silos
Spend most of time on operation, routines, and ad-hoc
Credibility, Capacity, and Competencies are lacking in some
areas
Management do not see HR as contributing to strategic
initiatives
HR processes are typically non-integrated, manual, paper-
based and primarily administrative
HR overall process unable to provide end to end support
Limited HR decision support on the integrated and real time
data
Most of HR initiatives are puzzling around
SAMPLE OF ORGANIZATION DIAGNOSIS (CASE FOR CHANGE)
16
17. 17
ORGANIZATION
EFFECTIVENESS
TALENT MANAGEMENT
Workforce
Planning
Position/Role
Design
PERFORMANCE & REWARD
PLANNING & POLICY HC Strategy/
Blueprint
Competency
Model
Career Model
Target Setting
Performance
Base Pay
Attraction
Span of Control
Synergy
Planning
Knowledge
Succession
Planning
Performance
Monitoring
Grade & Pay
Structure
Onboarding
Cross-
Functional
Learning
Solution
Talent
Identification
Coaching &
Feedback
Benefit &
Recognition
Assessment &
Placement
Leadership
Development
Competitive Pay
Pressure
EMPLOYEE ENGAGEMENT
Grievance &
Discipline
Working
Environment
Termination &
Outplacement
Lagging LeadingAboveBelow Average
Performance
scale
Key: Gaps are measured based on expressed vision and desired state - Leading: refers
to no specific gap; Above: refers to limited gap; Average: refers to improvement
needed; Below: refers to important weaknesses; Lagging: refers to significant
weaknesses
KEYPERFORMANCEDRIVERS
Productivities,Quality,Innovation,Customers
BUSINESSRESULTS
RevenueGrowth,TotalReturntoShareholders,FutureValue
SAMPLE OF ORGANIZATION DIAGNOSIS (AS – IS ANALYSIS)
18. The primary reasons why organizations are
failing and losing money are insufficient
communications and lack of leadership
(PMI’s pulse 2014)
59%
Insufficient
Communications
Lack of Leadership
Communication is critical
to effective organizational
change management56%
0918
19. PARTICIPATION & EMPOWERMENT
09
Increased participation and empowerment have always been central goals and
fundamental values of OD
Participation enhances empowerment and empowerment in turn enhances
performance.
Empowerment is the key to getting people to want to participate in change
01
02
03
19
20. SAMPLE OF COMMUNICATION TOOLS FOR
ORGANIZATION CHANGE INITIATIVE
Purpose
• To establish awareness/promote a
change, and to motivate the target
audience
• To measure communication effectiveness
• To drive action
Content
• The basics – what it is, why it is important,
risks of omission
• How to develop a communications strategy
• How to develop a communications plan
• Tools, templates and sample documents
“People work harder for an organization they feel a part of.”
20
21. • The art and technique of using words effectively to impart
information or ideas.
• The main mechanism that establishes awareness, sets expectations
and creates buy-in for a change amongst those that will be impacted
by the change
DELIVERING THE
RIGHT MESSAGE...
…TO THE RIGHT
PEOPLE...
…AT THE TIGHT
TIME
21
COMMUNICATION TOOLS
22. BENEFIT REALIZATIONRISK OF OMISSION
22
Engage the business towards a common
goal by clearly defining strategy.01
02
Equip people to participate in critical
change activities in a timely and effective
manner
03
Minimize resistance by eliminating ‘fear of
the unknown’ and establishing ownership
Dispel fear or misdirection caused by
rumors04
Confusion resulting from change in the
work process and job roles
Ineffective use of new environment
(processes, technology, etc)
Increased resistance to change
01
02
03
04 Fear of the unknown & Unrecognized
project benefits
23. Newsletter Large & External Reinforcing Disseminate general, non-sensitive messages
Poster Large & External Reinforcing Advertise to build awareness
Correspondence Small & External Specific Use formal mechanism
Press Release Large & External General Advertise, build awareness and promote questioning
Web-Based
Presentation
Large and external or internal Educational requiring a demonstration Coordinate people from several locations and/or time zones
Conference Call Large & External Educational Demonstrate initiatives and promote questioning
Hot Line Large & External Informative Provide specific information and an opportunity for questions
Brown Bag Lunch Small & Internal/External Educational requiring a demonstration Allow for Q&A and face-to-face communications
Your Audience
Size Is…
The Message You
Want to Deliver Is… And You Need to …
METHODS TO DELIVER MESSAGES
23