Develop an organizational climate for engagement to increase employee motivation and build a better, more productive place to work using survey guided development.
The document discusses conducting organizational climate surveys to assess employee satisfaction and motivation. It describes how climate impacts absenteeism, turnover and productivity. Surveys measure climate through categories like leadership, strategic planning and workforce focus. Sample survey items ask about knowledge of mission, recognition for work and opinions sought by leadership. The process involves identifying employee groups, administering surveys, analyzing responses and reporting results. Lessons indicate employees value providing opinions and concerns lead to improvements, though confidentiality is a concern.
Organizational climate refers to employees' shared perceptions and interpretations of the policies, practices, and procedures in their workplace environment. It is influenced by factors like involvement, support, autonomy, and pressure. A positive climate is characterized by clarity of expectations, attainable goals, employee authority, flexibility, and rewards for good performance. Conducting an organizational climate survey can assess company values, identify competency levels, set goals, track processes, address issues, and provide industry comparisons to help managers proactively improve the work environment and boost employee motivation.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
Organizational development (OD) aims to improve organizational effectiveness and employee well-being through adaptive changes to strategies, structures, processes, and culture. The objectives of OD include increasing trust, satisfaction, and commitment among employees while improving problem-solving, managing conflict, and fostering cooperation. The OD process involves identifying problems, collecting data, diagnosing issues, planning and implementing interventions, and providing evaluation and feedback.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
This document discusses organizational health and improving organizational performance and employee well-being. It defines organizational health as an organization's ability to achieve its goals through improving performance and supporting employee well-being. It discusses that organizational performance and employee well-being are interdependent and affect each other. It also discusses that organizational health can be improved by applying a systems thinking approach at the organizational, process, and role levels, and by addressing employee satisfaction and health through initiatives like organizational health audits. Finally, it provides details on how improving alignment across these levels and between organizational performance and employee well-being can continuously improve an organization's health.
The document discusses conducting organizational climate surveys to assess employee satisfaction and motivation. It describes how climate impacts absenteeism, turnover and productivity. Surveys measure climate through categories like leadership, strategic planning and workforce focus. Sample survey items ask about knowledge of mission, recognition for work and opinions sought by leadership. The process involves identifying employee groups, administering surveys, analyzing responses and reporting results. Lessons indicate employees value providing opinions and concerns lead to improvements, though confidentiality is a concern.
Organizational climate refers to employees' shared perceptions and interpretations of the policies, practices, and procedures in their workplace environment. It is influenced by factors like involvement, support, autonomy, and pressure. A positive climate is characterized by clarity of expectations, attainable goals, employee authority, flexibility, and rewards for good performance. Conducting an organizational climate survey can assess company values, identify competency levels, set goals, track processes, address issues, and provide industry comparisons to help managers proactively improve the work environment and boost employee motivation.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
Organizational development (OD) aims to improve organizational effectiveness and employee well-being through adaptive changes to strategies, structures, processes, and culture. The objectives of OD include increasing trust, satisfaction, and commitment among employees while improving problem-solving, managing conflict, and fostering cooperation. The OD process involves identifying problems, collecting data, diagnosing issues, planning and implementing interventions, and providing evaluation and feedback.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
This document discusses organizational health and improving organizational performance and employee well-being. It defines organizational health as an organization's ability to achieve its goals through improving performance and supporting employee well-being. It discusses that organizational performance and employee well-being are interdependent and affect each other. It also discusses that organizational health can be improved by applying a systems thinking approach at the organizational, process, and role levels, and by addressing employee satisfaction and health through initiatives like organizational health audits. Finally, it provides details on how improving alignment across these levels and between organizational performance and employee well-being can continuously improve an organization's health.
This document provides an overview of organizational development (OD) and organizational interventions (OI) presented by Narinder Sharma. It defines OD as a deliberately planned effort to increase an organization's relevance and viability. It discusses the meaning, objectives, assumptions, values, process and effectiveness of OD. It also defines OI as structured activities used by members of an organization to improve performance. Examples of interventions and assumptions of OI are presented.
ORGANIZATIONAL DEVLOPMENT & ITS INTERVENTIONST HARI KUMAR
This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
Analyzing an organization using nadler &tushman’s congruence modelwritingessayz
The change management is a fundamental part of an organization.
Behaviors and attitudes of people, who are connected with the organization, are affected when decisions and actions are taken for any change in the organization.
The changes can be threatening for the people linked with the organization, while the change can be positive for the organization.
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
This document discusses organizational development (OD) by defining it, outlining its evolution and characteristics, and describing common OD interventions. It defines OD as planned efforts to increase organizational effectiveness through behavioral science interventions. Key figures who advanced OD include Blake and Mouton, Shepard, McGregor, and Beckhard. Common interventions discussed include action research, sensitivity training, surveys, and socio-technical methods. Generations of OD moved from individual to larger scale interventions focused on leadership, transformation, and learning organizations.
Trends affecting od practice - OD process - Organizational Change and Devel...manumelwin
Environmental Trends
Wealth is becoming more concentrated
Economy is more globalized.
Ideologies are shifting from consumption to coexistence and ecological sustainability.
OD Employee Engagement and Orgn CulturePhanesh A.S.
This document discusses organizational development, with a focus on employee engagement and organizational culture. It provides definitions and background on key concepts like organizational development, employee engagement, and theories of planned organizational change. Some of the main points covered include:
- Organizational development aims to increase organizational effectiveness and is a planned, systematic process using behavioral science knowledge.
- Employee engagement refers to an employee's commitment and involvement in an organization, and is important for retaining talent and driving performance.
- Several models of organizational change and development are discussed, including Kurt Lewin's action research model, the Burke-Litwin model of transformational vs transactional factors, and the Porras and Robertson model focusing on work setting factors.
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Organizational development interventionsT HARI KUMAR
This document provides an overview of organizational development (OD) and organizational interventions. It defines OD as a planned change program aimed at increasing an organization's effectiveness and viability. The document outlines the objectives, characteristics, assumptions, values, process and effectiveness of OD. It also defines organizational interventions as structured activities used to improve social or task performance. Various interventions are described at the group, individual and structural levels, including survey feedback, skill training, leadership training, job redesign and more.
Problems with Organizational Development Organizational Change and Developme...manumelwin
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of “reductionist thinking legacy”.
Fundamentals of Organizational Development Training - Tonex TrainingBryan Len
This document describes a 3-day training course on organizational development fundamentals offered by Tonex. The course covers topics such as theories of organizational development, change management skills, the role of OD practitioners, and types of planned change. Course training methods include lectures, group exercises, and case studies. The target audience includes HR professionals, managers, consultants, and others leading organizational change. Upon completing the course, participants will understand how to assess and implement planned change through an OD process.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Most managers play an important role in organizational development by:
1) Initiating appropriate changes to policies, procedures and programs to improve organizational effectiveness.
2) Supporting the establishment and improvement of human capital and managing OD specialists.
3) Serving as advisors on utilizing OD methodologies and tools while working closely with leadership on design and implementation goals.
4) Managing day to day strategy, functions, projects, employees and exposing people to different organizational activities.
Organization development is the study of successful organizational changes and performance. It aims to improve an organization through a collaborative approach involving step-by-step identification of problems, data collection, diagnosis of the root causes, planning and implementing solutions, and evaluating the results. The key aspects of organization development include bringing about planned strategic change, enhancing performance through humanistic values, and taking a systems-level approach to organizational improvement.
This document discusses organizational development (OD). It defines OD as a systematic, integrated approach to improve organizational effectiveness by solving problems at all levels. The key objectives of OD include improving performance, adaptability, problem-solving skills, and internal behaviors. OD uses models like Lewin's change model and is based on theories of individual and organizational behavior. Interventions can be individual-focused, like training, or organization-focused, like surveys or team building. Factors like applicability and acceptability influence the choice of interventions. Effective communication is also important for OD.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
Purposeful Community and Change Leadership for the 21st Century -Handout #10 ...ohedconnectforsuccess
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
Leadership and Organizational Change in the Context of IT Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
This document provides an overview of organizational development (OD) and organizational interventions (OI) presented by Narinder Sharma. It defines OD as a deliberately planned effort to increase an organization's relevance and viability. It discusses the meaning, objectives, assumptions, values, process and effectiveness of OD. It also defines OI as structured activities used by members of an organization to improve performance. Examples of interventions and assumptions of OI are presented.
ORGANIZATIONAL DEVLOPMENT & ITS INTERVENTIONST HARI KUMAR
This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
Analyzing an organization using nadler &tushman’s congruence modelwritingessayz
The change management is a fundamental part of an organization.
Behaviors and attitudes of people, who are connected with the organization, are affected when decisions and actions are taken for any change in the organization.
The changes can be threatening for the people linked with the organization, while the change can be positive for the organization.
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
This document discusses organizational development (OD) by defining it, outlining its evolution and characteristics, and describing common OD interventions. It defines OD as planned efforts to increase organizational effectiveness through behavioral science interventions. Key figures who advanced OD include Blake and Mouton, Shepard, McGregor, and Beckhard. Common interventions discussed include action research, sensitivity training, surveys, and socio-technical methods. Generations of OD moved from individual to larger scale interventions focused on leadership, transformation, and learning organizations.
Trends affecting od practice - OD process - Organizational Change and Devel...manumelwin
Environmental Trends
Wealth is becoming more concentrated
Economy is more globalized.
Ideologies are shifting from consumption to coexistence and ecological sustainability.
OD Employee Engagement and Orgn CulturePhanesh A.S.
This document discusses organizational development, with a focus on employee engagement and organizational culture. It provides definitions and background on key concepts like organizational development, employee engagement, and theories of planned organizational change. Some of the main points covered include:
- Organizational development aims to increase organizational effectiveness and is a planned, systematic process using behavioral science knowledge.
- Employee engagement refers to an employee's commitment and involvement in an organization, and is important for retaining talent and driving performance.
- Several models of organizational change and development are discussed, including Kurt Lewin's action research model, the Burke-Litwin model of transformational vs transactional factors, and the Porras and Robertson model focusing on work setting factors.
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Organizational development interventionsT HARI KUMAR
This document provides an overview of organizational development (OD) and organizational interventions. It defines OD as a planned change program aimed at increasing an organization's effectiveness and viability. The document outlines the objectives, characteristics, assumptions, values, process and effectiveness of OD. It also defines organizational interventions as structured activities used to improve social or task performance. Various interventions are described at the group, individual and structural levels, including survey feedback, skill training, leadership training, job redesign and more.
Problems with Organizational Development Organizational Change and Developme...manumelwin
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of “reductionist thinking legacy”.
Fundamentals of Organizational Development Training - Tonex TrainingBryan Len
This document describes a 3-day training course on organizational development fundamentals offered by Tonex. The course covers topics such as theories of organizational development, change management skills, the role of OD practitioners, and types of planned change. Course training methods include lectures, group exercises, and case studies. The target audience includes HR professionals, managers, consultants, and others leading organizational change. Upon completing the course, participants will understand how to assess and implement planned change through an OD process.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Most managers play an important role in organizational development by:
1) Initiating appropriate changes to policies, procedures and programs to improve organizational effectiveness.
2) Supporting the establishment and improvement of human capital and managing OD specialists.
3) Serving as advisors on utilizing OD methodologies and tools while working closely with leadership on design and implementation goals.
4) Managing day to day strategy, functions, projects, employees and exposing people to different organizational activities.
Organization development is the study of successful organizational changes and performance. It aims to improve an organization through a collaborative approach involving step-by-step identification of problems, data collection, diagnosis of the root causes, planning and implementing solutions, and evaluating the results. The key aspects of organization development include bringing about planned strategic change, enhancing performance through humanistic values, and taking a systems-level approach to organizational improvement.
This document discusses organizational development (OD). It defines OD as a systematic, integrated approach to improve organizational effectiveness by solving problems at all levels. The key objectives of OD include improving performance, adaptability, problem-solving skills, and internal behaviors. OD uses models like Lewin's change model and is based on theories of individual and organizational behavior. Interventions can be individual-focused, like training, or organization-focused, like surveys or team building. Factors like applicability and acceptability influence the choice of interventions. Effective communication is also important for OD.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
Purposeful Community and Change Leadership for the 21st Century -Handout #10 ...ohedconnectforsuccess
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
Leadership and Organizational Change in the Context of IT Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
This document discusses corporate social responsibility and innovation. It contains notes and ideas from Jessica Margolin in 2012 on removing information asymmetry to increase market valuation, using innovation and sustainability for recruitment and retention, and developing strategic advantages. It discusses shaping responses to climate change, mitigating risks and building trust through feedback systems. It proposes leading through example, innovating solutions, building metrics and programs, and integrating CSR throughout the organization.
Taking the Training Wheels Off Social SoftwareAlan Lepofsky
The Shift From Sharing To Getting Work Done
Over the last few years employees have slowly grown accustomed to using social software at work. Actions such as posting status updates, sharing links to web sites and publishing personal blogs have provided great starting points for getting people engaged, but now it's time for employees to start using social software to help Get Work Done. In this session we'll discuss the growing trends of using social tools for task/project management and integration of social elements into core-businesses process. You'll hear how departments such as Human Resources, Marketing and Support can use social technologies to improve the way people work. Topics will include social/workforce analytics, social media monitoring, mobile devices and gamification. It's time to take social software from a tool for sharing to a key contributor of company success.
Presented at E2Conf Boston by
Alan Lepofsky and Yvette Cameron of Constellation Research
Social Media Measurement and ROI: One Company’s PerspectiveBoris Loukanov
The document discusses Adobe's approach to social media measurement and ROI. It describes Adobe's social media center of excellence that advises the company and establishes best practices. Adobe's measurement framework maps key performance indicators to business objectives like awareness, engagement, lead generation, and customer support. The framework uses both qualitative and quantitative metrics tracked through analytics. A case study describes Adobe's successful social media launch of Creative Suite 5 that generated over a million followers and positive financial results.
Resistance to Change, a Leaders' perspective. Webinar amp oct 2013 21stAssentire Ltd
Using research to improve the delivery and effectiveness of change programmes. This was the title of a Webinar sponsored by the Association for Project Management (apm) on the 21st October 2013
The document provides an overview of governance and its importance from a presentation given by Peter Salmon. It discusses how poor governance leads to high costs from IT failures, late and over budget projects. Governance enables cost reduction, focusing investment to create value, and rigorous project assessment. Effective governance requires leadership, implementing frameworks like ISO 38500 and COBIT, and defining roles and responsibilities. Governance provides substantial value when senior commitment embeds it in the organizational culture.
NTLT 2012 Peter Coolbear Keynote Presentation to ConferenceNTLT Conference
The document discusses the need for evidence-based strategies to improve organizational performance in teaching and learning. It notes there is significant variation in learner outcomes across organizations. Developing practices supported by robust evidence is important for achieving synergies between individual practice improvement and organizational change that benefits learners. The document advocates establishing projects focused on collecting evidence of learner benefit to drive sustainable changes in practice.
Lyon IAE B2B EIS Workshop Session Main Presentation Part 1 José PIETRI
The document outlines slides from a presentation on leading change. It discusses the challenges of leading change, including common reactions to change and the importance of transition. It notes that 75% of transformation efforts and 50-75% of reengineering projects fail. Slides include activities for attendees to participate in simulations and reflect on experiences leading change in teams in order to develop effective change management competencies.
1. The document summarizes the speaker's 25+ year career journey in HR, including roles at various companies from 1995 to the present.
2. It describes the good phases of the HR journey and key learnings. The speaker gained experience in areas like recruitment, training, talent management, and employee engagement.
3. The document proposes an HR strategy for companies with elements like attracting talent, building a talent pipeline, performance management, and developing a learning culture. It suggests how HR practices can help shift company culture.
This document provides a summary of a presentation on driving employee engagement through enterprise social computing projects. It discusses common reasons why such projects miss their goals, including failing to define why the project is important and what value it provides employees. The document presents a framework for success that begins with understanding why the project is being done, then communicating what employees will gain from it, and finally how to design an intuitive user experience and effective deployment approach. It also shares experiences from social computing projects at New Balance.
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
The document provides an overview of organization development (OD) including its definitions, historical development, key approaches, and distinction from other forms of organizational change. It discusses how OD aims to improve organizational effectiveness and health through behavioral science interventions. The summary describes the major OD approaches that evolved over time including laboratory training, action research, normative approaches, quality of work life initiatives, and more recently, a focus on strategic change.
Travis Green kicked off the PNODN year with a talk on Green OD. After a 30 minute mingle Travis had us engadge in a dialogue about the meaning of "Green" "Sustainable" and "OD" in the phase "We are committed to being a ______ organization". Members reported a perception shift when thinking about what they heard in those three statements. Then, we were off.
The group explored the jargon and came to an understanding that this concept of sustainable change is being defined. Some suggested it is part of the design work we do to define this with our cleints. One strategy that was illuminating was to start with what they already doing that is sustainable.
We talked about the challenges of Sponsorship and education about systems. We had questions about what tools to use and process consulting was a recommendation from Travis.
Members talked about notion of the "triple bottom line", and how the language of accounting and profit predominats the mental models that run organizations. The group talked about our role to bridge that language to sustainable concepts for our clients in ways that are meaningful to them.
What conversations are you having with your clients about sustainability.
At the end of the evening members were lively and continued the converstaion. In the evaluation of the event particpants reported the topic to be highly relevant to their work. The content contained new inforamtion for the majority. Everyone who completed the survey said they had met someone they would like to collaborate with. What would that look like?
This document outlines Gerard van der Star's vision for organizational change through action learning. It provides background on Gerard's career and motivation for action learning, describing it as a logical approach for business education that involves solving real problems together through reflection. The document then summarizes Gerard's past action learning projects in his work, analyzes problems at his current organization, and presents his vision for transforming it using action learning to align with his values of honesty, equality, persistence and lifelong learning. It concludes by requesting participation in action learning to achieve this vision.
Prosci Webinar: Top Contributors to Change Sucess April 2016Catherine Smithson
Prosci's free 60 minute Webinar on the Top 7 Contributors to Change Success presented by Being Human, Prosci's Primary Affiliate for Australia and New Zealand.
The Cooplexity Institute is an Oxford-based organization that promotes collaboration through research and training. It focuses on developing entrepreneurship, teamwork, and distributed leadership to help organizations adapt to uncertain environments. The Institute offers customized and open certification programs that use experiential learning simulations and coaching over 10 weeks to foster attitudinal and behavioral change among individuals, teams, and leaders. The goal is to transform participants into potential agents of change within their companies.
Similar to Organizational Climate for Engagement (20)
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Organizational Climate for Engagement
1. The LEAD Institute
Partners for Change & Transformation
World Class
Climate
Using Surveys and Survey Guided Development to Develop
Better, More Productive Organizations
Friday, March 12, 2010 1
2. The LEAD Institute
Partners for Change & Transformation
World Class Climate for
Engagement
• Overview of Climate
• Human Motivation & Climate
• Measuring Climate
• Survey Guided Development
Friday, March 12, 2010 2
3. The LEAD Institute
Partners for Change & Transformation
Next Steps
• Take the survey, no fee for the first report.
• Register for the Survey Guided Development
PLANNING WebCast- readiness assessment,
best practices & check lists.
• Register for the FEEDBACK, ACTION
GENERATION & DEPLOYMENT WebCast-
Instruction, tips, templates and forms for
facilitating a system of feedback & action.
• Contact me on how to get greater value from
your existing survey efforts.
Friday, March 12, 2010 3
4. The LEAD Institute
Partners for Change & Transformation
Climate Overview
Building Better & More
Productive Places toWork
Friday, March 12, 2010 4
5. The LEAD Institute
Partners for Change & Transformation
Climate & Performance
Linked to...
• Share Holder Value
• Customer Satisfaction & Loyalty
• Return on Investment
• Return on Assets
• Quality
• Safety
Friday, March 12, 2010 5
6. The LEAD Institute
Partners for Change & Transformation
Change:
Climate vs Culture
Climate Culture
Effort Lower Higher
Time Shorter Longer
Variables Fewer Many
Complexity Lower Higher
Success Rate Higher Lower
Friday, March 12, 2010 6
7. The LEAD Institute
Partners for Change & Transformation
Climate Clutter: What is it?
Emp Emp
Sati loye Com loye
sfac e mitm
e
t io n ent?
?
E mployee Behavior?
Employee M otivation?
e
ment?
a!
e
ng
y s?
e E
l o e
ye
plo
p d
m tu
E ti
t E m
A
Friday, March 12, 2010 7
8. The LEAD Institute
Partners for Change & Transformation
Climate Clutter
Is it:
Indirectly Observable Directly Observable
Characteristics Events
Satisfaction Commitment / Loyalty
Motives / Attitudes Behaviors
Being Doing
Engagement
Friday, March 12, 2010 8
9. The LEAD Institute
Partners for Change & Transformation
Human Motivation
Stimulating Motives at
Work
Friday, March 12, 2010 9
10. Healthy Climates Stimulate
The LEAD Institute
Partners for Change & Transformation
Motives at Work
ds
ee
/N
als
Go
al
on
rs
Pe
Organizational Goals / Needs
Friday, March 12, 2010 10
11. The LEAD Institute
Partners for Change & Transformation
Motives
Affiliation
Power / Influence
Achievement
Security
Friday, March 12, 2010 11
12. The LEAD Institute
Partners for Change & Transformation
Affiliation
Stimulated when there are opportunities to...
• Belong, be accepted, feel a part of...
• Establish & maintain healthy interpersonal relationships
• Find and relate in areas of common in interest
• Feel liked, valued and appreciated
• Give and receive Support
Friday, March 12, 2010 12
13. The LEAD Institute
Partners for Change & Transformation
Power / Influence
Stimulated when there are opportunities to...
• Be heard, listened to and feel relevant
• To make an impact
• Increase visibility, status, differentiate oneself from
others
• Exercise discretion & freedom
Friday, March 12, 2010 13
14. The LEAD Institute
Partners for Change & Transformation
Achievement
Stimulated when there are opportunities to...
• Accomplish, succeed, do well & improve
• Associate accomplishment with positive feelings
• Demonstrate and incrementally develop mastery / skills
• Make measurable progress
Friday, March 12, 2010 14
15. The LEAD Institute
Partners for Change & Transformation
Security
The need for & to...
• Foresee risk and minimize loss
• Predictability and routine
• Continuity
• Stability
Friday, March 12, 2010 15
16. The LEAD Institute
Partners for Change & Transformation
Measuring Climate
LEAD Climate Survey
Friday, March 12, 2010 16
17. The LEAD Institute
Partners for Change & Transformation
Survey Items and Motives
Power /
Affiliation Achievement Security
Influence
Commitment & Satisfaction
Recognition
Support
Organization
Performance Focus
Empowerment
Friday, March 12, 2010 17
18. The LEAD Institute
Partners for Change & Transformation
LEAD Climate Survey
Human
Resource
Utilization
Manager
Recognition
Quality
Engagement
Satisfaction &
Support Commitment Empowerment
Performance
Organization Focus
Friday, March 12, 2010 18
19. The LEAD Institute
Partners for Change & Transformation
LEAD Engagement Climate
Survey
Personal
Development
Alertness Human
Fairness
Resource
Receptivity Praise
Utilization
Skills
Manager
Recognition
Quality
Engagement Encouragement
Working Satisfaction & Freedom &
Relationships
Work
Support Commitment Empowerment Risk Taking
Facilitation
Teamwork
Performance
Organization Focus Performance
Factors
Structure
Responsibility Performance
Emphasis
Friday, March 12, 2010 19
20. The LEAD Institute
Partners for Change & Transformation
Survey Guided
Development
A Powerful Means for
Change
Friday, March 12, 2010 20
21. The LEAD Institute
Partners for Change & Transformation
Survey Guided
Transformation Process
Analysis & Feedback,& Follow-Up &
Admin & Feedback
Planning Collection Action
Design Monitoring
Generation
Friday, March 12, 2010 21
22. The LEAD Institute
Partners for Change & Transformation
Process Overview
1. Planning: Are you Ready; mangers & employees?
Who to survey? How to code data for feedback
purposes? How to introduce the process to the
organization? What form of follow-up, monitoring or
coaching is desired?
2. Administration & Collection.
3. Data Analysis & Feedback Session Design
4. Feedback, Action Generation &
Deployment
5. Follow-up & Monitoring
Friday, March 12, 2010 22
23. The LEAD Institute
Partners for Change & Transformation
Feedback, Action Generation
& Deployment
Climate Survey Feedback & Action
Deployment Model
Systemic Changes & Actions
Senior
Leadership
Team
Challenges
Work Work Work Work
Unit A Unit B Unit C Unit D
Local Changes Local Changes Local Changes Local Changes
& Actions & Actions & Actions & Actions
Friday, March 12, 2010 23
24. The LEAD Institute
Partners for Change & Transformation
Next Steps
• Take the survey, no fee for the first report.
• Participate in the Survey Guided
Development PLANNING WebCast-
readiness assessment, best practices & check
lists.
• Participate in the FEEDBACK, ACTION
GENERATION & DEPLOYMENT WebCast-
Instruction, tips, templates and forms.
• Contact me on how to get greater value from
your existing survey efforts.
Friday, March 12, 2010 24