They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
Managing across cultures-Lecture-04(Helen Deresky)Shifur Rahman
Employees of MNCs are expected to “fit in.”
Regardless of the external environment, managers and employees must understand internal culture to be successful.
Organizational Culture is the shared values and beliefs that enable members to understand their roles in and the norms of the organization.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
Presentation by Dr. Susanne Koch, Head of employee-oriented placement processes, Bundesagentur für Arbeit, Germany, on the occasion of the EESC conference on A labour market for all: efficient and innovative assistance to jobseekers, in Stockholm, Sweden
From exclusion to employment A model for “impossible to reach” groups under ...FEANTSA
Presentation given by Sian Tomos, Chief Executive, GISDA, Wales, at the 2015 FEANTSA Policy Conference, "Homelessness, A Local Phenomenon with a European Dimension: Key Steps to Connect Communities to Europe", Paris City Hall, 19 June 2015
Managing across cultures-Lecture-04(Helen Deresky)Shifur Rahman
Employees of MNCs are expected to “fit in.”
Regardless of the external environment, managers and employees must understand internal culture to be successful.
Organizational Culture is the shared values and beliefs that enable members to understand their roles in and the norms of the organization.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
Presentation by Dr. Susanne Koch, Head of employee-oriented placement processes, Bundesagentur für Arbeit, Germany, on the occasion of the EESC conference on A labour market for all: efficient and innovative assistance to jobseekers, in Stockholm, Sweden
From exclusion to employment A model for “impossible to reach” groups under ...FEANTSA
Presentation given by Sian Tomos, Chief Executive, GISDA, Wales, at the 2015 FEANTSA Policy Conference, "Homelessness, A Local Phenomenon with a European Dimension: Key Steps to Connect Communities to Europe", Paris City Hall, 19 June 2015
Presentation by Beatrix Behrens on "Diversity Management at the Bundesagentur...OECD Governance
This presentation by Dr. Beatrix Behrens, Head of Division, HR Policy, Federal German Employment Agency on "Diversity Management at the Bundesagentur für Arbeit (BA) –Single Case Study" was made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015.
For further on information on the OECD work on Public Employment and Management please see http://www.oecd.org/gov/pem/.
From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com
Future of Diversity and Inclusion: 5 Next Practices (handout) SHRM 2014Joe Gerstandt
simple handout for the SHRM 2014 session The Future of Diversity and Inclusion: 5 next Practices
06/24/2014 10:45AM-12:00PM - W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Co...Joe Gerstandt
Slides from joe gerstandt keynote message delivered to the 2014 Bahamas Human Resource Development Association Annual Conference - The Future of Diversity and Inclusion
The first webinar in See3's diversity series discusses how to create inclusion strategies within your organization. Joined by Desiree Adaway of The Adaway Group.
Future of Diversity and Inclusion (draft) SHRM 2014Joe Gerstandt
not quite yet fully baked, but a slide deck for the Future of Diversity and Inclusion: 5 Next Practices session at SHRM 2014: 06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
FORWARD! Authenticity, Diversity and Inclusion for The FutureJoe Gerstandt
On April 1, 2014 The Workforce Diversity Network sponsored a half day workshop at the Rochester Institute of Technology, featuring joe gerstandt.
joegerstandt.com
@joegerstandt
Inclusive networks (2014 Forum on Workplace Inclusion)Joe Gerstandt
slides from a presentation delivered by joe gerstandt at the 2014 Forum on Workplace Inclusion ...this session considered the importance or relationships, networks of relationships and Social Network Analysis (SNA/ONA) to diversity practitioners, diversity leaders and as a possible diversity and inclusion focus.
Slides from a presentation delivered by joe gerstandt at the 2013 Diversity Summit in Houston, Texas. This presentation introduces Social Network Analysis (SNA) / Organizational Network Analysis (ONA) as powerful tools for Diversity and Inclusion work. When there are disparities in employee experience outcomes (retention, engagement, etc.), there are often times underlying disparities in the networks of relationships.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
4. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership
what
why
how (measure)
how (move)
5. simple self assessment
• assess your organization on 9 characteristics
• red = bad
• yellow = fair
• green = good
• start thinking about a move forward plan
8. The concept of diversity encompasses
acceptance and respect. It means understanding
that each individual is unique, and recognizing
our individual differences. These can be
along the dimensions of race, ethnicity, gender,
sexual orientation, socio-economic status, age,
physical abilities, religious beliefs, political beliefs,
or other ideologies. It is the exploration of these
differences in a safe, positive, and nurturing
environment. It is about understanding each other
and moving beyond simple tolerance to
embracing and celebrating the rich dimensions of
diversity contained within each individual.
9. Similarities and differences
among employees in terms
of age, cultural background,
physical abilities and
disabilities, race,
religion, sex, and
sexual orientation.
22. 1. Circle the three aspects of your
identity that have been the most
central to your life experience.
2. In groups of two or 3, share how
these factors have influenced you.
• Your values & priorities.
• How you approach work.
• Your experience inside this
organization and/or other
organizations.
25. inclusion:
“…being at home…”
“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution
was valued…”
“…my perspective is always
considered…”
“…I have a say in what happens…”
28. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
29. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
30. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
31. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
33. •29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonly associated with a given
identity
•57% avoided sticking up for their
identity group
•18% limited contact with members of
a group they belong to
53. groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic appraisal of alternatives.
Group members try to minimize
conflict and reach a consensus
decision without critical evaluation
of alternative ideas or viewpoints.
54. Minority dissent, even
dissent that is wrong,
stimulates divergent thought.
Issues and problems are
considered from more
perspectives and group
members find more correct
answers.
-Nemeth, Staw (1989) Advances in Experimental
Social Psychology
55. Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
56. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x
57. Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental
Social Psychology
58. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x
62. cognitive diversity
The extent to which the
group reflects differences
in knowledge, including
beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal
64. Solving technical problems
Analyzing complex issues
Logical approach
Interpersonal aspects of situations
Ice breakers
Socializing in meetings
Conceptualizing
Innovating
Seeing the big picture
Routine Meetings
Details
Structure
Expressing ideas
Understanding group dynamics
Team building
Logic ahead of feelings
No interaction with people
Implementing ideas
Developing plans
Follow-up and completion
“Blue Sky” thinking
Not following the rules
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Cerebral Mode (abstract & intellectual thought)
Limbic Mode (concrete and emotional processing)
LeftMode
RightMode
ANALYZE
ORGANIZE
STRATEGIZE
PERSONALIZE
77. Draw a 9 dot matrix on a blank
paper …
Without lifting your pencil from
the paper, draw exactly four
straight, connected lines that will
go through all nine dots, but
through each dot only once.
88. These theorems that when
solving problems, diversity can
trump ability and that when
making predictions, diversity
matters just as much as ability
are not political statements.
They are mathematical
truths.
-Scott Page
99. low courage high courage
low
consideration
passive
aggressive
aggressive
high
consideration
passive assertive
100. Passive communicators:
• fail to assert themselves
• allow others to deliberately or
inadvertently infringe on their rights
• fail to express their feelings, needs, or
opinions
• tend to speak softly or apologetically
• exhibit poor eye contact and slumped
body posture
101. Aggressive communicators:
• try to dominate others
• use humiliation to control others
• criticize, blame, or attack others
• speak in a loud, demanding, and
overbearing voice
• do not listen well
• interrupt frequently
• use “you” statements
102. Passive-Aggressive
communicators:
• mutter to themselves rather than confront the
person or issue
• have difficulty acknowledging their anger
• use facial expressions that don't match how
they feel - i.e., smiling when angry
• use sarcasm
• appear cooperative while purposely doing
things to annoy and disrupt
• use subtle sabotage to get even
103. Assertive communicators:
• state needs, feelings and wants clearly,
appropriately, and respectfully
• use “I” statements
• listen well without interrupting
• have good eye contact
• speak in a calm and clear tone of voice
• have a relaxed body posture
• do not allow others to abuse or
manipulate them
116. homophily: the tendency of
individuals to associate
and bond with similar others.
More than 100 studies have
observed homophily in some
form or another establishing that
similarity breeds connection.
These include age, gender, class,
and organizational role.
117. social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past six months, who are the
people with whom you
discussed matters important to
you?
118. social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most
important for getting your work
done?
119. social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would
be influential for getting it
approved or obtaining the
resources you need. Who would
you talk to, to get the support
you need?
120. social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at home, going to social events,
out for meals and so on) Over
the last 6 months, who are the
main people with whom you
have socialized informally?
122. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have a
lot of?
What do you not
have?
What do you need to
do differently?
123. relational networks
1. Value relationships and
relationship building.
2. Big, far-reaching networks.
3. Diverse networks.
4. Importance of trust
building…truth. Ground vs. Hq
5. Social tools.
135. It requires no hatred or fear to
assign meaning to the things
that we see, we do it
automatically.
The problem is that we forget,
do not realize, or deny that
this even happens.
137. pygmalion effect
Based on research by Robert
Rosenthal and Lenore
Jacobson, showing that
biased expectations affect
reality and create self-
fulfilling prophecies as a
result.
138. confirmation bias
Our tendency to search for or
interpret new information in
a way that confirms
preconceptions and avoids
information and
interpretations which
contradict prior beliefs.
139. fundamental attribution error
An unjustified tendency to
assume that a person’s actions
depend on what kind of person
that person is rather than on the
social environmental forces
influencing the person.
140.
141.
142. If you do not
intentionally,
include, you will
unintentionally
exclude.
143. Top Regrets of The Dying
Bronnie Ware, palliative nurse
144. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
145. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
146. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
147. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
148. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
149. Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
2. I wish I hadn’t worked so hard.
3. I wish I’d had the courage to express
my feelings.
4. I wish I had stayed in touch with my
friends.
5. I wish that I had let myself be happier.
151. •29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonly associated with a given
identity
•57% avoided sticking up for their
identity group
•18% limited contact with members of
a group they belong to
152. When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harvard Business School
Working Paper 12-083 | March, 2012
154. inclusive leadership
• Are there specific behaviors, actions and
outcomes that are developed, supported
and rewarded (for all employees)?
• Are there specific behaviors, actions and
outcomes that are developed, supported
and rewarded (for managers)?
155. inclusive leadership
• assertive communication
• conflict management
• seeking out dissent & novelty
• bridge building
• relationship focus (size & diversity of
network, trust)
• actively checking blind spots