The document provides guidance on developing leadership skills for business owners and managers. It discusses putting leadership skills learned from courses into practice by leading new projects and evaluating successes and failures. Different leadership styles are described, such as directive, process, creative, and facilitative styles that suit different personalities and situations. The document recommends getting leadership training, building self-awareness through personality tests, applying skills by analyzing situations and communication, and avoiding common mistakes like mirroring other leaders too closely without understanding one's own style.
This document summarizes the upcoming Organization Development and Change Division program at the Academy of Management's annual conference in Denver. It provides details on the theme of building effective networks, the diversity of papers and sessions represented, and highlights including a distinguished speaker and a special session on knowledge networks. It also acknowledges the many reviewers who contributed their time to evaluating submitted papers. Additionally, it previews an award-winning paper on organizational identification during major change and how management strategies can influence shifts in member identification necessary for successful organizational transformation.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It also discusses the pioneers in the field who studied engagement drivers like the Hawthorne Effect and Maslow's hierarchy of needs. Four models of employee engagement are described that focus on dimensions like management support, teamwork and growth opportunities. The document concludes that while organizations, managers and employees all play a role, security will be the primary driver of engagement.
The document consists of repeated phrases of "Confidential file www.resumes2companies.com" with no other discernible text or meaningful information provided.
This document provides an interpretive report of results from the FIRO-B assessment for an individual named Joe Sample. The report explains the FIRO-B measures interpersonal needs in three areas: inclusion, control, and affection. It provides Joe's results, including his expressed and wanted behaviors for each need as well as his overall interpersonal needs. The report then analyzes Joe's results, discussing his patterns of need fulfillment and how his interpersonal needs may influence his career development opportunities and satisfaction.
Articles Jack Value Mapping Second Generation Performance Management 132swati18
Value Mapping is a second generation performance measurement and strategic performance management solution that uses the concept of value. It begins with identifying stakeholder needs through a Value Needs Assessment. It then develops Value Maps to visually communicate desired value outcomes and the value drivers that impact those outcomes. Value Mapping also uses assessments to select the most important value drivers and measures, and to evaluate the impact and value created by organizational initiatives. The goal is to focus measurement and management on activities and measures that most effectively meet stakeholder needs and create value over time.
This document summarizes key ideas from two philosophers, Augustine and Bergson, about conceptualizing time in a non-linear way. It argues that traditional theories of organizational change view time as linear and segmented, but jazz improvisation provides an example of a dynamic, fluid view of time called "distencio anami" and "duree". It suggests that to better understand change processes, theories should adopt a holistic view of time that respects emergent processes and intuitive glimpses integrating past, present and future, rather than viewing them as distinct states. This reflects the mindset of jazz improvisers who spontaneously coordinate and adapt in the moment.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It discusses the pioneers in the field who studied drivers of engagement such as the Hawthorne Effect, Maslow's hierarchy of needs, and McGregor's Theory X and Theory Y. It presents four models of employee engagement and the drivers they identified. It concludes that while organizations, managers and employees all play a role, security is likely the primary driver of engagement.
This document contains a call for papers for the Academy of Management conference in Seattle in August 2003. It provides details on submission requirements and deadlines. It also summarizes two award-winning papers from the 2002 ODC Best Paper Award, including a paper on "Emotional Filtering in Strategic Change" that explores how employees' emotions affect their response to organizational change efforts. Additionally, it announces the upcoming New Doctoral Student Consortium to be held at the conference to provide career development opportunities for early-career researchers.
The document outlines guidelines for employee stock option plans (ESOPs) and employee stock purchase plans (ESPPs) for publicly listed companies in India. Key points include:
1) ESOPs and ESPPs must be approved by shareholders through a special resolution detailing key terms.
2) Options must vest within 8 years, be exercised within 5 years of vesting, and shares issued upon exercise are not locked-in.
3) A compensation committee will administer the plans and determine grants, ensuring compliance with insider trading laws.
4) Companies must disclose details of plans and options in annual reports, and account for the value of options as employee compensation.
This document provides a summary of various HR policies for different employee classifications at Harvard University, including:
1) Bereavement leave policies that allow up to 3 days of paid time off for the death of an immediate family member.
2) Compensatory time bank policies that allow non-exempt employees to bank extra hours worked under 40 hours per week for future paid time off.
3) Child labor law restrictions on the types of jobs and maximum hours allowed for minor employees under age 18.
This summary is not a replacement for official HR policy manuals and documents, which should be referenced for full policy details. Contact information is provided for questions.
This document discusses a model of response to loss proposed by Kübler-Ross. The model suggests individuals pass through 5 stages in response to loss: denial, anger, bargaining, depression, and acceptance. While criticized in academia, the model has proven useful for clinicians. The document proposes the model also applies to organizations responding to major changes that disrupt their identity. It suggests maintaining congruence between structural and cognitive identity drives response to loss across different social levels.
The document outlines the steps in an effective training process including conducting a needs analysis, developing objectives, selecting training methods, implementing a program, and evaluating results. It also discusses determining training needs, common training methods, evaluating training effectiveness, and provides an example of evaluating a training program on supervisory skills that showed improved learning, behavior, and job performance outcomes for those who received the training.
This study examined the relationships between human resource management (HRM), work climate, and organizational performance in the branch networks of a retail bank. The researchers analyzed data from 137 branch director groups (BDGs) within the bank. They found significant correlations between work climate survey measures, HRM practices like staffing levels and overtime, and objective performance metrics. Additionally, work climate partially mediated the effects of HRM practices on business performance. The results provide support for a model where progressive HRM improves both climate and performance, with climate playing a mediating role between HRM and performance.
The document provides guidance on developing leadership skills for business owners and managers. It discusses putting leadership skills learned from courses into practice by leading new projects and evaluating successes and failures. Different leadership styles are described, such as directive, process, creative, and facilitative styles that suit different personalities and situations. The document recommends getting leadership training, building self-awareness through personality tests, applying skills by analyzing situations and communication, and avoiding common mistakes like mirroring other leaders too closely without understanding one's own style.
This document summarizes the upcoming Organization Development and Change Division program at the Academy of Management's annual conference in Denver. It provides details on the theme of building effective networks, the diversity of papers and sessions represented, and highlights including a distinguished speaker and a special session on knowledge networks. It also acknowledges the many reviewers who contributed their time to evaluating submitted papers. Additionally, it previews an award-winning paper on organizational identification during major change and how management strategies can influence shifts in member identification necessary for successful organizational transformation.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It also discusses the pioneers in the field who studied engagement drivers like the Hawthorne Effect and Maslow's hierarchy of needs. Four models of employee engagement are described that focus on dimensions like management support, teamwork and growth opportunities. The document concludes that while organizations, managers and employees all play a role, security will be the primary driver of engagement.
The document consists of repeated phrases of "Confidential file www.resumes2companies.com" with no other discernible text or meaningful information provided.
This document provides an interpretive report of results from the FIRO-B assessment for an individual named Joe Sample. The report explains the FIRO-B measures interpersonal needs in three areas: inclusion, control, and affection. It provides Joe's results, including his expressed and wanted behaviors for each need as well as his overall interpersonal needs. The report then analyzes Joe's results, discussing his patterns of need fulfillment and how his interpersonal needs may influence his career development opportunities and satisfaction.
Articles Jack Value Mapping Second Generation Performance Management 132swati18
Value Mapping is a second generation performance measurement and strategic performance management solution that uses the concept of value. It begins with identifying stakeholder needs through a Value Needs Assessment. It then develops Value Maps to visually communicate desired value outcomes and the value drivers that impact those outcomes. Value Mapping also uses assessments to select the most important value drivers and measures, and to evaluate the impact and value created by organizational initiatives. The goal is to focus measurement and management on activities and measures that most effectively meet stakeholder needs and create value over time.
This document summarizes key ideas from two philosophers, Augustine and Bergson, about conceptualizing time in a non-linear way. It argues that traditional theories of organizational change view time as linear and segmented, but jazz improvisation provides an example of a dynamic, fluid view of time called "distencio anami" and "duree". It suggests that to better understand change processes, theories should adopt a holistic view of time that respects emergent processes and intuitive glimpses integrating past, present and future, rather than viewing them as distinct states. This reflects the mindset of jazz improvisers who spontaneously coordinate and adapt in the moment.
This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It discusses the pioneers in the field who studied drivers of engagement such as the Hawthorne Effect, Maslow's hierarchy of needs, and McGregor's Theory X and Theory Y. It presents four models of employee engagement and the drivers they identified. It concludes that while organizations, managers and employees all play a role, security is likely the primary driver of engagement.
This document contains a call for papers for the Academy of Management conference in Seattle in August 2003. It provides details on submission requirements and deadlines. It also summarizes two award-winning papers from the 2002 ODC Best Paper Award, including a paper on "Emotional Filtering in Strategic Change" that explores how employees' emotions affect their response to organizational change efforts. Additionally, it announces the upcoming New Doctoral Student Consortium to be held at the conference to provide career development opportunities for early-career researchers.
The document outlines guidelines for employee stock option plans (ESOPs) and employee stock purchase plans (ESPPs) for publicly listed companies in India. Key points include:
1) ESOPs and ESPPs must be approved by shareholders through a special resolution detailing key terms.
2) Options must vest within 8 years, be exercised within 5 years of vesting, and shares issued upon exercise are not locked-in.
3) A compensation committee will administer the plans and determine grants, ensuring compliance with insider trading laws.
4) Companies must disclose details of plans and options in annual reports, and account for the value of options as employee compensation.
This document provides a summary of various HR policies for different employee classifications at Harvard University, including:
1) Bereavement leave policies that allow up to 3 days of paid time off for the death of an immediate family member.
2) Compensatory time bank policies that allow non-exempt employees to bank extra hours worked under 40 hours per week for future paid time off.
3) Child labor law restrictions on the types of jobs and maximum hours allowed for minor employees under age 18.
This summary is not a replacement for official HR policy manuals and documents, which should be referenced for full policy details. Contact information is provided for questions.
This document discusses a model of response to loss proposed by Kübler-Ross. The model suggests individuals pass through 5 stages in response to loss: denial, anger, bargaining, depression, and acceptance. While criticized in academia, the model has proven useful for clinicians. The document proposes the model also applies to organizations responding to major changes that disrupt their identity. It suggests maintaining congruence between structural and cognitive identity drives response to loss across different social levels.
The document outlines the steps in an effective training process including conducting a needs analysis, developing objectives, selecting training methods, implementing a program, and evaluating results. It also discusses determining training needs, common training methods, evaluating training effectiveness, and provides an example of evaluating a training program on supervisory skills that showed improved learning, behavior, and job performance outcomes for those who received the training.
This study examined the relationships between human resource management (HRM), work climate, and organizational performance in the branch networks of a retail bank. The researchers analyzed data from 137 branch director groups (BDGs) within the bank. They found significant correlations between work climate survey measures, HRM practices like staffing levels and overtime, and objective performance metrics. Additionally, work climate partially mediated the effects of HRM practices on business performance. The results provide support for a model where progressive HRM improves both climate and performance, with climate playing a mediating role between HRM and performance.
This document provides guidance on developing and conducting surveys. It discusses when to use surveys and outlines key steps in the survey process, including determining the purpose and intended users, developing survey items and response formats, reviewing items, pilot testing, administration, analysis and communication of results. The goal is to help users obtain useful information through systematic and well-designed surveys. Professional assistance is recommended, as surveys require expertise in areas like sampling and statistical analysis.
This document discusses planning considerations for implementing a 360-degree feedback process. It begins by outlining the purpose and goals of 360-degree feedback, including identifying developmental opportunities and benchmarking personal growth. Key factors to address in planning include the goals and scope of the process, how feedback will be collected, analyzed, and used. The document then outlines the stages of preparation, introduction, administration, analysis, feedback, and follow-up, providing guidance on important implementation details at each stage. Additional factors that can impact success like familiarity with participants, organizational culture, and follow-up strategies are also discussed.
This document provides guidance on process improvement through a 14-step model. It begins with selecting a process and establishing an objective. Then a team is organized to flowchart the current process, simplify it, collect baseline data, and assess if the process is stable and capable of meeting the objective. If not, the team identifies root causes and plans a change. The change is tested and data collected to determine if the process improved. Finally, the team decides if further improvement is feasible.
The document discusses various methods for calculating customer attrition rates in the electronic security industry. It recommends adopting the "Typical Lending Covenant RMR Method" as the industry standard, which calculates attrition by dividing cancelled recurring monthly revenue (RMR) for the reporting period by the sum of ending RMR for each month in the period. This method accounts for both internal growth and acquisitions, providing the most accurate representation of attrition under different company circumstances. Standardizing around this single method would allow for easier comparison of attrition rates across companies.
This document discusses the importance and benefits of developing a policy manual for an organization. It notes that a policy manual communicates management's rules and guidelines to employees, helping to standardize procedures and ensure consistency and fairness. Developing policies also benefits the organization by saving management time, reducing legal risks, and communicating the company's values and priorities. The process of creating policies can help management evaluate practices and develop guidelines that make the organization more effective. Finally, a policy manual should be given to new employees and be easily accessible to all staff.