This document discusses managing talents through clusters and socializing. It defines clusters as self-managed teams of 5-8 people with a clear scope of work. Clusters can be "hired" from outside or "hoisted" inside a company. The document recommends centralizing social media channels within a company, providing social media training to employees, and designating social media moderators to generate ideas while preventing information leakage. Using clusters and social media together can boost team performance, recognize key performers, improve motivation, and facilitate talent management by giving clusters more autonomy.
The document discusses contextualizing western coaching approaches for Indian managers. It notes that while executive coaching can play a significant role in leadership development, perceptions of coaching differ between western and Indian contexts. In India, coaching is often viewed as training and advice-giving rather than a process of self-reflection. Additionally, Indian culture emphasizes deference to those with knowledge, rather than self-directed learning and exploration of questions. Therefore, western coaching models need adaptation to make them more relevant to Indian managers and emphasize reflection, ownership of development, and viewing coaches as facilitators rather than oracles.
The document provides highlights from a survey of leadership practices in India. It finds that over half of Indian leaders rated their organization's leaders as very good or excellent, a higher proportion than global averages. Indian organizations were also better than average at communicating the importance of leadership development and monitoring such programs. Regarding high-potential leaders, a larger portion of Indian organizations had processes to identify them, and about 4 in 10 Indian leaders identified as being in high-potential programs themselves. Leaders in these programs generally gave more positive ratings of their development opportunities.
1) The document discusses employee empowerment practices at an Indian engineering company called Polyhydron Private Limited.
2) The study found that by empowering employees and giving them autonomy, accountability, and involvement in decision making, the company achieved high motivation, commitment, and performance from its workforce.
3) Key aspects of the company's empowering culture included sharing responsibility and power, transparent communication, independent decision making, and treating employees like owners.
4) As a result of these empowerment practices, the company boasted a highly motivated and committed workforce with low turnover that handled responsibilities professionally.
4 Weekends Hi - Performance Leadership Workshop (Feb : Sat & Sun)Resha Shukla
Hiring and retaining high quality employees is a good policy but investing in developing their knowledge and skills will tremendously increase their productivity. The quality of the workforce and employees’ educational and professional development help determine the long-term profitability of a business institution. Training is commonly considered only for new employees. This is a big mistake; the most successful institutions realize that ongoing training for existing employees results in measurable results for the company. For more details call : 022 22911908
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document provides an overview of assessment in workforce development. It discusses how assessment is used in career counseling, training, and development to gather information about individuals that can help guide career and training decisions. Some key points include:
- Assessment tools like tests and inventories measure constructs like abilities, interests, and personality traits.
- The assessment process combines information from tools to provide career guidance and aid in selecting individuals for training or development programs.
- Tests are limited and fallible, so they should only be one part of the overall assessment process.
This document is a dissertation report submitted by [Your Name] towards a post graduate diploma in management from [College Name]. The report discusses implementing a balanced scorecard approach to align human resource strategies and functions with the overall business strategy of Verizon, an American telecommunications company. The report includes an introduction highlighting the importance of the balanced scorecard, research methodology, literature review, case study findings of Verizon's balanced scorecard implementation for HR, limitations of the study, conclusions, and recommendations. The aim of the report is to demonstrate how a balanced scorecard can help develop human resources as a strategic partner within an organization.
The document discusses contextualizing western coaching approaches for Indian managers. It notes that while executive coaching can play a significant role in leadership development, perceptions of coaching differ between western and Indian contexts. In India, coaching is often viewed as training and advice-giving rather than a process of self-reflection. Additionally, Indian culture emphasizes deference to those with knowledge, rather than self-directed learning and exploration of questions. Therefore, western coaching models need adaptation to make them more relevant to Indian managers and emphasize reflection, ownership of development, and viewing coaches as facilitators rather than oracles.
The document provides highlights from a survey of leadership practices in India. It finds that over half of Indian leaders rated their organization's leaders as very good or excellent, a higher proportion than global averages. Indian organizations were also better than average at communicating the importance of leadership development and monitoring such programs. Regarding high-potential leaders, a larger portion of Indian organizations had processes to identify them, and about 4 in 10 Indian leaders identified as being in high-potential programs themselves. Leaders in these programs generally gave more positive ratings of their development opportunities.
1) The document discusses employee empowerment practices at an Indian engineering company called Polyhydron Private Limited.
2) The study found that by empowering employees and giving them autonomy, accountability, and involvement in decision making, the company achieved high motivation, commitment, and performance from its workforce.
3) Key aspects of the company's empowering culture included sharing responsibility and power, transparent communication, independent decision making, and treating employees like owners.
4) As a result of these empowerment practices, the company boasted a highly motivated and committed workforce with low turnover that handled responsibilities professionally.
4 Weekends Hi - Performance Leadership Workshop (Feb : Sat & Sun)Resha Shukla
Hiring and retaining high quality employees is a good policy but investing in developing their knowledge and skills will tremendously increase their productivity. The quality of the workforce and employees’ educational and professional development help determine the long-term profitability of a business institution. Training is commonly considered only for new employees. This is a big mistake; the most successful institutions realize that ongoing training for existing employees results in measurable results for the company. For more details call : 022 22911908
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document provides an overview of assessment in workforce development. It discusses how assessment is used in career counseling, training, and development to gather information about individuals that can help guide career and training decisions. Some key points include:
- Assessment tools like tests and inventories measure constructs like abilities, interests, and personality traits.
- The assessment process combines information from tools to provide career guidance and aid in selecting individuals for training or development programs.
- Tests are limited and fallible, so they should only be one part of the overall assessment process.
This document is a dissertation report submitted by [Your Name] towards a post graduate diploma in management from [College Name]. The report discusses implementing a balanced scorecard approach to align human resource strategies and functions with the overall business strategy of Verizon, an American telecommunications company. The report includes an introduction highlighting the importance of the balanced scorecard, research methodology, literature review, case study findings of Verizon's balanced scorecard implementation for HR, limitations of the study, conclusions, and recommendations. The aim of the report is to demonstrate how a balanced scorecard can help develop human resources as a strategic partner within an organization.
Toyota has succeeded because of its team-oriented culture. Some key reasons are:
1) Team-oriented culture allows employees to understand their strengths and weaknesses to work well together.
2) It develops a more efficient system to complete tasks on time and increase productivity.
3) Working in teams allows employees to learn from each other and motivate better performance.
4) Strong team bonds create support during challenges and help the organization grow.
The document is an introduction to the 5th edition of "The Executive Coaching Handbook". It discusses the need for standards and guidelines in executive coaching. It provides definitions of executive coaching as a developmental process for leaders conducted through interactions between the coach, executive, and organization. The handbook is intended to facilitate discussion on best practices. It outlines the organization of the handbook and covers sections on defining executive coaching, principles, guidelines, competencies and more. The introduction emphasizes the importance of research and continued improvement in the field.
The document defines executive coaching as a one-on-one process that benefits both the leader and their organization. It involves setting goals defined by both the leader and organization, and using various coaching methods and feedback to develop the leader's capacity. Executive coaching differs from other types of coaching in that it always involves a partnership among the executive, coach, and organization, and the individual goals must support organizational objectives. The document outlines the key elements of an effective coaching partnership.
Skills & Capacity Programming4Development - The Case of UgandaBiesshop Consulting
This document provides a summary of the programming and capacity building work done by Ger Odock with ActionAid Uganda's Busiki Local Rights Programme from May 2013 to November 2014. It documents the tasks accomplished in working with youth groups and partner organizations to strengthen their skills and capacities. Key achievements included establishing over 30 youth groups, supporting income generating activities, and providing training to partners on monitoring and evaluation, advocacy, and organizational development. The report analyzes the impacts and provides recommendations to strengthen future collaboration between ActionAid, its partners, and youth communities.
Efficiency, Harmony, unity of command, unity of direction, follow-through, effective Communication, efficient control, the individual contribution for the development of the organization,
The role of human resources in the modern organisation Wheelers PDFGraylit
The role of human resources has strengthened and become a strategic driver of organizational results. HR is now represented on the board and oversees organizational design based on the OPD-SHRM model. This model links organizational strategy to staff behavior and performance in a way that improves profits. The case study company implemented the OPD-SHRM system, which emerged HR as a natural partner to team leaders. HR now guides human performance through monitoring implementation of OPD processes and psychological targets to improve business goals and key performance indicators.
This document provides an overview of a theory called OPD (Organizational Performance Dynamics) for improving organizational performance through strategic human resource management.
The theory proposes that every organization and goal can be broken down into "ideal actions" that must be successfully guided and delivered to achieve goals. It also defines key concepts like design specifications, paradigms, and social technologies for understanding organizational structures and performance.
Applying the OPD theory through strategic human resource management processes allows leaders to quantify the link between employee performance, ideal actions, and organizational profits. Case studies show improved profits when strategic management of human performance is aligned with the organization's design specification.
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
This document provides an agenda and overview for a two-day workshop on modern team leadership. The workshop will review the OPD-SHRM organizational model and processes that team leaders can use to improve team performance. Day one will cover defining success, building an architecture to specify goals and ideal actions, guiding the team psychologically, and establishing performance management processes. Day two focuses on the role of HR in supporting team leaders and coordinating corporate processes. The workshop emphasizes giving team leaders the skills to clearly define goals and expectations to engage employees and achieve strategic objectives.
The document discusses potential futures for work and management in 2018. It outlines a "probable future" scenario called "The World Continued" where:
- Business will be influenced by new players from emerging markets and require understanding diversity and foreign cultures.
- Business models and structures will diversify and become more open, employee-centric, and community-based.
- Tasks will focus more on skills like innovation, creativity, and social/political skills, while hard/technical skills remain important.
- Workforces will be more diverse, virtual, and fluid, requiring skills in areas like emotional intelligence, collaboration, and value orientation.
It provides recommendations for organizations to prepare, including building market knowledge
This document summarizes a master's thesis on shared leadership. It explores shared leadership through a literature review, examines its potential benefits for organizations, and discusses how to implement a shared leadership approach. The thesis finds that shared leadership can help meet modern leadership demands by engaging entire organizations. However, tasks that are too simple or time-sensitive may not benefit, and misaligned team member perceptions could diminish trust. The thesis provides implications for further research, suggesting more empirical study of shared leadership's effects.
This document discusses developing leadership pipelines within companies. It outlines a 4 step process: [1] Identify leadership traits needed for positions; [2] Break traits into specific behaviors; [3] Assess candidates against traits and behaviors; [4] Onboard selected candidates with training and coaching. Developing internal leaders has benefits like increased retention, dedication and familiarity with company culture. HR needs to know how to identify traits, assess potential, and create development programs to cultivate the right leaders from within.
analysis of operational risks in cahspor micro creditMeghnaJaiswal6
This document is a 62-page report analyzing operational risks at Cashpor Micro Credit, a microcredit company in India. It includes an acknowledgements section, declaration, certificates, and executive summary. The report provides an overview of the company and microfinance industry in India. It discusses operational risk management, including RBI guidelines. The report aims to identify and assess operational risks at Cashpor Micro Credit to help the company better manage these risks.
Based on the national (Malaysia) perspective regarding HRD. My focus is in the Manufacturing firm where it has follow the HRD plans and policies from Government. Malaysia has one standards that been followed which International Quality Standard.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
This document provides a top management report analyzing a dispute between Ms. Cooke, the COO of DSS Consulting, and Ms. Peterson, the team leader of the Southwest Region. The report examines the dispute from seven organizational behavior and human resource management perspectives: leadership, management style, communication, teamwork, organizational culture, change management, and training. The analysis finds deficiencies in Cooke's leadership, management style, communication skills, and change management. It also finds evidence of "groupthink" developing within Peterson's team. The report concludes with recommendations on how to address the problems, including improving two-way communication between Cooke and Peterson and introducing management skills training.
Understanding HUMAN RESOURCE DEVELOPMENT (HRD)Probal DasGupta
Human resource development (HRD) involves advancing the knowledge, skills, and abilities of an organization's employees through organized learning activities in order to improve employee and organizational performance. HRD aims to develop an organization's human resources, or the people involved in operating and staffing the organization, by enhancing their competencies. The field emerged in the 1970s with the recognition that employees represent a valuable resource for organizations that can be developed over time.
1) Fun activities at work help increase employee engagement, trust, creativity, communication and productivity. This leads to higher morale and performance.
2) When implementing fun strategies, HR faces challenges in getting participation from all employees and balancing fun with work responsibilities.
3) Organizations can implement fun programs by turning work into an enjoyable activity to reduce stress and increase productivity, while still maintaining seriousness of work. Sports, team building and outdoor activities help build strong corporate culture and bonds between diverse employees.
With tens of thousands of employees, the Crédit Agricole Group places human beings and innovation at the core of its concerns.
The MIKE Club (for Management, Innovation, Knowledge Management, and E-learning), launched in 2011, connects all Group employees involved in innovative techniques in order to study new technologies that might have a real impact on our profession.
While maintaining a critical stance, we searched for the most relevant emerging applications to provide all employees with tools for grasping, understanding and adapting to the ongoing digital revolution.
This was originally an internal approach, but Crédit Agricole decided to share its view of innovation and collaborative processes in training, as well as its analysis and thoughts, with as many people as possible. That is why we decided to launch a series of white papers, called “HR Expertise”, that will shed light on a number of topics including collaborative work and serious games
This publication focuses on communities of practice and how they are used in a corporate context. True, this collaborative working method has key advantages and is an effective force for motivation, but we must never lose sight of the fundamental educational principles that make it so relevant both to the company and to the employees taking part.
We hope you will find this document useful.
This document discusses three proven tracks for motivating employees and project teams: value creation, leadership opportunity, and gain share. Value creation involves recognizing and rewarding team members for ideas that create cost savings or other benefits. Leadership opportunity provides growth opportunities by assigning higher responsibilities or volunteering roles to recognize top performers. Gain share rewards the entire project team if project profitability targets are exceeded. These tracks are grounded in motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Value creation can come from value engineering during planning or ongoing value improvement plans during execution. Leadership opportunities may involve specific project roles or volunteering. Gain share compensates for measurable performance gains. Together these tracks aim to fulfill higher-level needs
There are two main categories of organizational design: traditional and contemporary. Traditional designs include simple structures, functional structures, and divisional structures. Contemporary designs include team structures, matrix structures, project structures, boundaryless organizations, and learning organizations. The document then provides definitions and discussions of each type of organizational design.
Toyota has succeeded because of its team-oriented culture. Some key reasons are:
1) Team-oriented culture allows employees to understand their strengths and weaknesses to work well together.
2) It develops a more efficient system to complete tasks on time and increase productivity.
3) Working in teams allows employees to learn from each other and motivate better performance.
4) Strong team bonds create support during challenges and help the organization grow.
The document is an introduction to the 5th edition of "The Executive Coaching Handbook". It discusses the need for standards and guidelines in executive coaching. It provides definitions of executive coaching as a developmental process for leaders conducted through interactions between the coach, executive, and organization. The handbook is intended to facilitate discussion on best practices. It outlines the organization of the handbook and covers sections on defining executive coaching, principles, guidelines, competencies and more. The introduction emphasizes the importance of research and continued improvement in the field.
The document defines executive coaching as a one-on-one process that benefits both the leader and their organization. It involves setting goals defined by both the leader and organization, and using various coaching methods and feedback to develop the leader's capacity. Executive coaching differs from other types of coaching in that it always involves a partnership among the executive, coach, and organization, and the individual goals must support organizational objectives. The document outlines the key elements of an effective coaching partnership.
Skills & Capacity Programming4Development - The Case of UgandaBiesshop Consulting
This document provides a summary of the programming and capacity building work done by Ger Odock with ActionAid Uganda's Busiki Local Rights Programme from May 2013 to November 2014. It documents the tasks accomplished in working with youth groups and partner organizations to strengthen their skills and capacities. Key achievements included establishing over 30 youth groups, supporting income generating activities, and providing training to partners on monitoring and evaluation, advocacy, and organizational development. The report analyzes the impacts and provides recommendations to strengthen future collaboration between ActionAid, its partners, and youth communities.
Efficiency, Harmony, unity of command, unity of direction, follow-through, effective Communication, efficient control, the individual contribution for the development of the organization,
The role of human resources in the modern organisation Wheelers PDFGraylit
The role of human resources has strengthened and become a strategic driver of organizational results. HR is now represented on the board and oversees organizational design based on the OPD-SHRM model. This model links organizational strategy to staff behavior and performance in a way that improves profits. The case study company implemented the OPD-SHRM system, which emerged HR as a natural partner to team leaders. HR now guides human performance through monitoring implementation of OPD processes and psychological targets to improve business goals and key performance indicators.
This document provides an overview of a theory called OPD (Organizational Performance Dynamics) for improving organizational performance through strategic human resource management.
The theory proposes that every organization and goal can be broken down into "ideal actions" that must be successfully guided and delivered to achieve goals. It also defines key concepts like design specifications, paradigms, and social technologies for understanding organizational structures and performance.
Applying the OPD theory through strategic human resource management processes allows leaders to quantify the link between employee performance, ideal actions, and organizational profits. Case studies show improved profits when strategic management of human performance is aligned with the organization's design specification.
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
This document provides an agenda and overview for a two-day workshop on modern team leadership. The workshop will review the OPD-SHRM organizational model and processes that team leaders can use to improve team performance. Day one will cover defining success, building an architecture to specify goals and ideal actions, guiding the team psychologically, and establishing performance management processes. Day two focuses on the role of HR in supporting team leaders and coordinating corporate processes. The workshop emphasizes giving team leaders the skills to clearly define goals and expectations to engage employees and achieve strategic objectives.
The document discusses potential futures for work and management in 2018. It outlines a "probable future" scenario called "The World Continued" where:
- Business will be influenced by new players from emerging markets and require understanding diversity and foreign cultures.
- Business models and structures will diversify and become more open, employee-centric, and community-based.
- Tasks will focus more on skills like innovation, creativity, and social/political skills, while hard/technical skills remain important.
- Workforces will be more diverse, virtual, and fluid, requiring skills in areas like emotional intelligence, collaboration, and value orientation.
It provides recommendations for organizations to prepare, including building market knowledge
This document summarizes a master's thesis on shared leadership. It explores shared leadership through a literature review, examines its potential benefits for organizations, and discusses how to implement a shared leadership approach. The thesis finds that shared leadership can help meet modern leadership demands by engaging entire organizations. However, tasks that are too simple or time-sensitive may not benefit, and misaligned team member perceptions could diminish trust. The thesis provides implications for further research, suggesting more empirical study of shared leadership's effects.
This document discusses developing leadership pipelines within companies. It outlines a 4 step process: [1] Identify leadership traits needed for positions; [2] Break traits into specific behaviors; [3] Assess candidates against traits and behaviors; [4] Onboard selected candidates with training and coaching. Developing internal leaders has benefits like increased retention, dedication and familiarity with company culture. HR needs to know how to identify traits, assess potential, and create development programs to cultivate the right leaders from within.
analysis of operational risks in cahspor micro creditMeghnaJaiswal6
This document is a 62-page report analyzing operational risks at Cashpor Micro Credit, a microcredit company in India. It includes an acknowledgements section, declaration, certificates, and executive summary. The report provides an overview of the company and microfinance industry in India. It discusses operational risk management, including RBI guidelines. The report aims to identify and assess operational risks at Cashpor Micro Credit to help the company better manage these risks.
Based on the national (Malaysia) perspective regarding HRD. My focus is in the Manufacturing firm where it has follow the HRD plans and policies from Government. Malaysia has one standards that been followed which International Quality Standard.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
This document provides a top management report analyzing a dispute between Ms. Cooke, the COO of DSS Consulting, and Ms. Peterson, the team leader of the Southwest Region. The report examines the dispute from seven organizational behavior and human resource management perspectives: leadership, management style, communication, teamwork, organizational culture, change management, and training. The analysis finds deficiencies in Cooke's leadership, management style, communication skills, and change management. It also finds evidence of "groupthink" developing within Peterson's team. The report concludes with recommendations on how to address the problems, including improving two-way communication between Cooke and Peterson and introducing management skills training.
Understanding HUMAN RESOURCE DEVELOPMENT (HRD)Probal DasGupta
Human resource development (HRD) involves advancing the knowledge, skills, and abilities of an organization's employees through organized learning activities in order to improve employee and organizational performance. HRD aims to develop an organization's human resources, or the people involved in operating and staffing the organization, by enhancing their competencies. The field emerged in the 1970s with the recognition that employees represent a valuable resource for organizations that can be developed over time.
1) Fun activities at work help increase employee engagement, trust, creativity, communication and productivity. This leads to higher morale and performance.
2) When implementing fun strategies, HR faces challenges in getting participation from all employees and balancing fun with work responsibilities.
3) Organizations can implement fun programs by turning work into an enjoyable activity to reduce stress and increase productivity, while still maintaining seriousness of work. Sports, team building and outdoor activities help build strong corporate culture and bonds between diverse employees.
With tens of thousands of employees, the Crédit Agricole Group places human beings and innovation at the core of its concerns.
The MIKE Club (for Management, Innovation, Knowledge Management, and E-learning), launched in 2011, connects all Group employees involved in innovative techniques in order to study new technologies that might have a real impact on our profession.
While maintaining a critical stance, we searched for the most relevant emerging applications to provide all employees with tools for grasping, understanding and adapting to the ongoing digital revolution.
This was originally an internal approach, but Crédit Agricole decided to share its view of innovation and collaborative processes in training, as well as its analysis and thoughts, with as many people as possible. That is why we decided to launch a series of white papers, called “HR Expertise”, that will shed light on a number of topics including collaborative work and serious games
This publication focuses on communities of practice and how they are used in a corporate context. True, this collaborative working method has key advantages and is an effective force for motivation, but we must never lose sight of the fundamental educational principles that make it so relevant both to the company and to the employees taking part.
We hope you will find this document useful.
This document discusses three proven tracks for motivating employees and project teams: value creation, leadership opportunity, and gain share. Value creation involves recognizing and rewarding team members for ideas that create cost savings or other benefits. Leadership opportunity provides growth opportunities by assigning higher responsibilities or volunteering roles to recognize top performers. Gain share rewards the entire project team if project profitability targets are exceeded. These tracks are grounded in motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Value creation can come from value engineering during planning or ongoing value improvement plans during execution. Leadership opportunities may involve specific project roles or volunteering. Gain share compensates for measurable performance gains. Together these tracks aim to fulfill higher-level needs
There are two main categories of organizational design: traditional and contemporary. Traditional designs include simple structures, functional structures, and divisional structures. Contemporary designs include team structures, matrix structures, project structures, boundaryless organizations, and learning organizations. The document then provides definitions and discussions of each type of organizational design.
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
This document discusses building high-performance agile teams and outlines some of the key challenges and best practices. Some of the main points include:
- Building high-performance agile teams that consistently deliver results is challenging for many organizations. Challenges include erosion of trust within the team, lack of ownership, non-supportive organizational culture, and fear of conflict.
- Best practices for building high-performance teams focus on establishing strong team values like respect and openness, as well as operating principles like shared vision, trust, collaboration, and learning.
- The role of the agile coach is important to help remove impediments, ensure agile processes are followed, and facilitate meetings to help the team
The document provides an overview of key management concepts including:
- Definitions of organization from various authors and examples of organizations.
- Managerial roles categorized into interpersonal, informational, and decisional roles.
- The importance of management in achieving goals, utilizing resources optimally, adapting to changes, and generating profits and employment.
- Vertical organizational structure and its advantages of tight control but also limitations like inability to make quick decisions.
- Approaches to organizational structure including virtual, matrix, strategic business units, and team approaches.
- Techniques for management control including traditional methods like budgets and modern methods like return on investment.
- Multidisciplinary and dynamic nature of management
Mahmood Qasim slides on organizational culture for organizational behaviour s...Mahmood Qasim
1. The document discusses key concepts related to organizational theory including learning organizations, organizational culture and design. It defines learning organizations as those that facilitate continuous learning and transformation to remain competitive.
2. It also contrasts traditional hierarchical organizations with newer network and virtual organizational designs that are more flexible and team-oriented. Additionally, it examines the differences between dominant and sub cultures within organizations.
3. The document provides examples of how organizational cultures develop and change over time due to factors like mergers, workforce changes, and planned reforms. It emphasizes the importance of culture in shaping employee behaviors and commitment.
Dissertation report-on-putting-hr-on-balanced-scorecard-a-case-study-of-verizon1Nagpur home
This document provides a dissertation report on implementing a balanced scorecard approach for human resources at Verizon, a large telecommunications company. The report includes an introduction highlighting the importance of aligning HR with business strategy. It then covers the research methodology, which is exploratory in nature and based on secondary data sources. A literature review discusses several sources on using balanced scorecards for HR. The main body of the report explains HR architecture and how balanced scorecards can develop HR as a strategic partner. It also presents a case study of how Verizon implemented an HR balanced scorecard to measure its intangible assets and human capital. The conclusion discusses the findings, limitations, and recommendations based on Verizon's experience.
Leadership Theories, Maslow and HerzbergSaleh Roudi
This document discusses organizational behavior and management within Alliance Boots, a UK-based health and beauty company. It addresses leadership styles and their impact on motivation, theories of motivation including Maslow and Herzberg, the nature and formation of groups within organizations, and the impact of technology on teamwork. Regarding leadership, it analyzes autocratic, democratic, and transformational styles and their advantages. It also discusses transactional leadership theory and how rewards and punishments can motivate employees. Theories of motivation section compares Maslow's hierarchy of needs to Herzberg's hygiene-motivation factors. The document then examines formal and informal groups, Tuckman's five stages of group formation, and factors influencing group behavior like norms
This document discusses organizational behavior and management within Alliance Boots, a UK-based health and beauty company. It addresses leadership styles and their impact on motivation, theories of motivation including Maslow and Herzberg, the nature and formation of groups within organizations, and the impact of technology on teamwork. Regarding leadership, it analyzes autocratic, democratic, and transformational styles and their advantages. It also discusses transactional leadership theory and how rewards and punishments can motivate employees. Theories of motivation section compares Maslow's hierarchy of needs to Herzberg's hygiene-motivation factors. The document then examines formal and informal groups, Tuckman's five stages of group formation, and factors influencing group behavior like norms
The document discusses how strategy, culture, and structure are interrelated within organizations. It defines strategy as the means to achieve core objectives, culture as "how we do things around here" to support the strategy, and structure as how the organization is organized to support the culture and strategy. The presentation aims to help attendees identify an organization's strategy, culture, and structure; adapt their behavior to the culture; understand how they fit within the structure; and align their activities with the strategy. A misalignment between these factors can lead to issues like resistance to change or an inability to respond to disruptors.
The document discusses how strategy, culture, and structure are interrelated within organizations. It defines strategy as the means an organization uses to achieve its objectives, culture as "how we do things around here", and structure as how the organization is organized. The presentation aims to help attendees identify an organization's strategy, culture, and structure; adapt to the culture; understand their role; communicate appropriately; align with strategy; and reward team behavior. Different types of strategies and cultures are described along with how they relate to organizational performance, leadership, metrics, and structure.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The Mudd Partnership Presents:
Appreciative Inquiry - Why?
Appreciative Inquiry – Why? We are talking about Appreciative Inquiry and at The Mudd Partnership we find this to be an extremely effective Change technique that is surprisingly straight forward to apply & it is certainly something which every skilled OD Consultant, or what Ed Nevis might call a “Skilled Intervenor”, should have in their Tool Box!
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We hope you enjoy!
If you enjoyed this, feel free to contact us at anytime :-))
This document provides an overview of management structures, business functions, and organizational culture. It discusses management functions including planning, organizing, leading, and controlling. It also examines the interrelations between these functions and explores topics like marketing, human resource management, and talent management. Organizational culture and the differences between strong and weak cultures are also summarized.
This document summarizes some of the key challenges in building and managing self-organizing Scrum teams. It discusses challenges such as dealing with team member inertia, personality clashes, and the time-consuming nature of Scrum events. It also addresses managing issues like lack of traditional reporting systems, low accountability of Scrum Masters, and stakeholders feeling a loss of control over teams. The document recommends selecting the right Scrum Masters and ensuring collective team participation and transparency to help address these challenges.
CRITICAL ANALYSIS OF TALENT MANAGEMENT.docxStudentSite1
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The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
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This document describes an estimation framework developed by Tata Consultancy Services to standardize and improve the accuracy of software project estimations. The framework includes components for sizing, effort estimation, scheduling, resource planning, and costing. It also includes a decision matrix to select the appropriate estimation model based on project characteristics. Continuous feedback from project outcomes is used to refine the framework over time through a plan-do-check-act cycle. The framework aims to increase predictability and reduce risks associated with inaccurate project estimations. A case study demonstrates how the framework was applied to a sample project.
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Monitoring and Managing Anomaly Detection on OpenShift
Overview
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Key Topics Covered
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2. Understanding Edge (IoT)
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
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Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
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What to expect
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
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HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes and Domino License Cost Reduction in the World of DLAU
Dr krishna kumar
1. Managing Talents
through Clusters and
Socializing
Technical Paper for Project Management
National Conference, India 2013
Dr. Krishna Kumar T I
IBM India,
June 26, 2013
2. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
July 8, 2013 Page 2
TABLE OF CONTENTS
1. Abstract...............................................................................................................................................................3
2. Introdcution......................................................................................................................................................3
3. Clusters – A Self Sufficient Team...................................................................................................4
3.1. Hired clusters......................................................................................................................................................... 4
3.2. Hoist clusters ......................................................................................................................................................... 4
3.3. Ideal Cluster structure in for an ERP implementation................................................................ 5
4. Clusters – Manage Themselves........................................................................................................5
5. Socializing........................................................................................................................................................7
5.1. Centralize social media channels.................................................................................................................. 8
5.2. Offer basic social media education............................................................................................................... 8
5.3. Create social media ring masters .................................................................................................................. 8
6. Clusters And Socialising – Create More Value .....................................................................9
6.1. STRONG FOCUSED TEAM .......................................................................................................................... 9
6.2. Boost team performance through mutual accountability................................................................... 9
6.3. Manageable tasks.................................................................................................................................................. 9
6.4. Reporting the Progress ....................................................................................................................................... 9
6.5. Emotional intelligence.......................................................................................................................................... 9
6.6. Prevent decision deadlock...............................................................................................................................10
6.7. Recognize the key performers ......................................................................................................................10
6.8. Higher levels of business performance through higher motivation............................................10
6.9. HIGHER LEVELS OF BUSINESS PERFORMANCE THROUGH A CUSTOM WORK
ENVIRONMENT..................................................................................................................................................................10
6.10. TALENT MANAGEMENT IN THE RIGHT PLACE.........................................................................10
6.11. HIGHER LEVELS OF PERSONAL HAPPINESS ...........................................................................11
6.12. Wrap up your project and gauge its success ........................................................................................11
7. Having Risks, But Manageable ......................................................................................................11
8. Conclusion....................................................................................................................................................12
9. Reference: .....................................................................................................................................................12
10. Authors Profile...........................................................................................................................................13
3. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
July 8, 2013 Page 3
1. ABSTRACT
An effective team is a powerful thing for any company. An effective team is where the members
synergize each other, trust each other and find ways of working that are not only effective, but
also enjoyable. A cluster typically consists of five to eight people, is formed with in the project
team with a clear scope of work, and recognized based on outcomes. Clusters will follow already
established values, work practices, tools, and roles that are defined in the project. Clusters
actively seek the variety of skills, talents, and personalities necessary to create a high performing
team
With the project team members spending gobs of time in online communities and sharing their
knowledge and experience through these media, it will be better to have an internal social
community that can satisfy their socializing thirst. This will also help in sharing the business and
technical ideas across the community and to also create reusable asset for the organization. It is
more important to understand the unfiltered thought processes within the team.
2. INTRODCUTION
The dream of every manager is to have an effective team supporting him throughout the project
or program. The effective teams are those where the members complement each other, trust
each other and find ways of working that are not only effective, but also enjoyable. The
performance of the effective team will be typically very much higher than the expected sum of
individual performance through synergic effect.
Team management is a scarcely recognized activity and business expects managers to manage
the team very well. Many businesses do not pay importance to create and nurture a high value
team. It is expected that the team should provide high value results but it is not defined “how”.
Most of the projects get in to High performing teams, but it will not last for longer periods. The
team structure get changed so frequently due to the team members moving on, projects get
finish, and other pressing needs come to the fly. This is a part of the normal course for
organizations. Disengaging well-functioning teams is actually a value-destroying activity and this
will eradicate the "team capital" or synergy built and stored in the team. Generally businesses
4. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
July 8, 2013 Page 4
don't fundamentally recognize such teams as entities beyond the activity they are performing, this
value destruction seems inevitable
[1]
.
There is a better management style to let team self-manage to preserve the culture and value.
This will reduce the management overheads and organizations capitalize on the inherent value of
a well-functioning team. This will create additional value to the organization.
3. CLUSTERS – A SELF SUFFICIENT TEAM
Clusters are a radical alternative to our traditional notion of teams. Clusters are self managed
teams that are having common set of practices. They will camouflage to the companies
organizational structure and processes. The business treats the cluster as an atomic unit of
resource and it hires, fires and positions the cluster as a unit. Likewise, each cluster appears as
such a unit in the business's organization chart. Clusters plug together like Lego bricks to achieve
the business's goals. There are basically two types of clusters – Hired and Hoist.
3.1. HIRED CLUSTERS
Hired clusters are formed outside a company context, but are hired and paid by companies as a
unit, as a permanent part of the company. They manage, govern and develop themselves; define
their own working practices and tools; and share out remuneration. Technology trends and tools
like the cloud, and collaboration suites, are evolving to make this more and more workable.
3.2. HOIST CLUSTERS
Hoist clusters are being developed inside the company/ business context where the projects
create a cluster by identifying the strengths and weakness of resources. It will be a self sustained
model that follows the process that is already present in the company. These really help the
companies to execute challenging projects. Concepts like Tiger team are initial forms of the
clusters. Some companies develop Center of Excellence where hoist clusters were created and
nurtured.
Hired clusters are typically be hired permanently by the business with a mutual intention to
commit for the long term. As such, a cluster can be considered a real asset of the business, just
5. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
July 8, 2013 Page 5
as high-performing staff members are today. Also, the cluster model puts extreme emphasis on
teams that learn how to work well together and determine their own tools and work practices.
This is not always true of consultancies. An individual can be in different clusters over time, and
possibly in multiple clusters at once, similar to a conventional part-time work model. Similar
approaches can and should be applied to consultancy models.
3.3. IDEAL CLUSTER STRUCTURE IN FOR AN ERP IMPLEMENTATION
4. CLUSTERS – MANAGE THEMSELVES
6. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
July 8, 2013 Page 6
A cluster typically consists of five to eight people (scalar change of command), is hired or
developed by a business with a clear scope of work and remunerated based on outcomes.
Clusters have already established shared values, work practices, tools, and roles, such as who is
good at what. They need to be adaptable to the new practices or policies in the organization also.
Usually clusters have a lot of smarter people and it is important to balance the roles in the team.
Cluster need to have proper organizational structure as it is very important to avoid Apollo
Effect
[2]
. This is a phenomenon described by English psychologist Meredith Belbin, where every
team member needs his or her idea to dominate and the team is unable to come to a consensus.
Apollo teams are characterized by:
There will be lot of proposing and opposing of ideas in the team. This active debate will
complicate the seamless flow of the project.
Potential flaws or problems spotted too easily – This can cause ideas shot down too
quickly and their will not be consensus.
The team members are too used to being right and there will be too many individual
agendas.
Many ideas will be generated and it diffuses the focus of the team.
Clusters actively seek the variety of skills, talents, and personalities necessary to create a high
performing team. In order to avoid too multidirectional approaches in the team the cluster leaders
cannot be highly dominant but neither can allow others to be passive or overly analytical. The
leader must hold ground but not by dominating. The leader must be more concerned with broad
essentials (mission, values, etc.) than with practical, detailed matters
[3]
.
In modern corporate IT world there are some close equivalents of clusters. The “factory model”
put forward by the Indian IT companies has many resemblance of cluster model where the
projects will be executed by the clusters in the Global Delivery centers. The requirements will be
finalized and shared with these clusters in Global Delivery centers and these clusters will deliver
the requirements with their own policies and methods. This will be done with the committed
schedule and financial. There will be “Tiger teams” or “Center of Excellence” put forward to
quickly address highly complex requirements or challenges. These clusters deliver in their own
strengths to bring success to the project.
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The cluster manages itself by finding, hiring and firing members; governing itself and resolving
conflicts; creating and sustaining work practices and tools. They will manage and synergize its
engagement with other clusters, teams, people and organizations in order to fulfill its direct
business goals.
In short, a cluster is a miniature version of a Strategic Business Unit. Enterprise usually has a
formal legal and financial relationship with the cluster, not its members. Usually clusters are self-
managed but not typically a self-directed team. Self-directed teams define their own goals,
whereas clusters agree on outcomes with the businesses for which they work.
5. SOCIALIZING
Social media both internal and external have become the most powerful tools yet developed to
raise the productivity of high-skill knowledge workers. This will help the workers to drive
innovation and growth and can share it with likeminded community in seconds. The resources in
the clusters can directly engaging with consumers, listening in on unfiltered conversations, and
soaking up huge amounts of data on consumer behavior — all of that is producing nifty new
insights for fine-tuning requirements and communicating the thoughts.
Companies are beginning to discover that social technology platforms provide a far more efficient
way of communicating and collaborating. Unlike email, messages on social platforms are
accessible to the entire team in real time and getting everybody on the same page. On social
platforms, communications become seamless and it forms a searchable archive that can be
continually enriched with comments and additions by members of the online community. This will
act as a quick reference material and an asset to the company
[4]
.
Companies are now implementing “internal social media tools” that are accessible only to the
employees of the company. The “Apollo employees” who want to share ideas with their
community can use this media that would otherwise have been shared in the outside world
media. This really make the resources feel important and it will give an option for others to
recognize others importance also. This will reduce the risk of productivity and information leakage
and will provide a competitive advantage to the company.
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5.1. CENTRALIZE SOCIAL MEDIA CHANNELS
A crucial first step in getting social media security under control is to consolidate all of these
accounts within a single social media management system. It saves time and represents a
quantum leap in security. This will reduce the possibility of publishing the contents outside the
organizational network.
5.2. OFFER BASIC SOCIAL MEDIA EDUCATION
Giving employees access to this kind of social media power without any basic education is
tantamount to handing over keys to the car without a driver’s education course. Structured
training on security and compliance issues, as well as on more advanced themes like using
social media to sell to clients and improve internal workflows, is critical.
5.3. CREATE SOCIAL MEDIA RING MASTERS
Empower some of your employees to moderate the social media activities inside the
company. Through these employees company can have a strong upper hand over the
information sharing and leakage.
Social media can be used to generate and solidify the ideas or share the success stories or
lesson learned. This will reduce the otherwise email communication and can save the resources
of the company also.
Social technologies will only succeed if they become part of the daily workflow, not an extra item
on a to-do list that will never get checked off. This may require a change in the company’s
processes or may be a change in workflows and technologies. Social technologies require an
environment of openness, information sharing, and trust. This requires changing mindsets,
behaviors and a culture that celebrates and expects sharing and openness.
It may take several years to establish the conditions of openness and to build trust across the
organization, but the companies that accomplish this transformation will not only reap the greatest
benefits from social technologies, they will also find that they are faster on their feet, more
adaptable, and much more capable of adapting and acting on new ideas
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6. CLUSTERS AND SOCIALISING – CREATE MORE VALUE
This combination of clusters and socializing can beat all the odds. Simple management principles
can be used in use for effectively managing the clusters and motivate them through socializing.
6.1. STRONG FOCUSED TEAM
The resources in clusters will be working as a team for long time and the team dynamics will
be better compared to the newly formed team. Their focus will be to complete the task as
quick as possible. This will reduce the icebreaking time of the resources in the new project.
6.2. BOOST TEAM PERFORMANCE THROUGH MUTUAL ACCOUNTABILITY
The roles and responsibilities were properly defined and governance model of the clusters
were already established. It will be mostly a plug and play mechanism for the clusters to get
involved in a project. They will act as cells and will be accountable for the scope they are
involved in.
6.3. MANAGEABLE TASKS
The clusters are mostly not self directed. The direction will be provided by the leadership and
the clusters will be able to manage their responsibility. It is always better to provide what they
can chew. A very complex project can be divided in to manageable work packets and
distributed among various clusters and a collective result can be generated from this. This
simplifies the project effort and makes it more predictable.
6.4. REPORTING THE PROGRESS
Since the processes and the monitoring systems are already in place for clusters, it is easy to
monitor the progress towards the goals. They will publish the results on regular intervals
defined in the project. They can be plugged to the system at any point of time and can be
pulled out at any point also.
6.5. EMOTIONAL INTELLIGENCE
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The emotional intelligence of the resources can be improved through socialization through
blogs and articles. An open culture will be generated in the clusters and continuous live
feedback can be received through comments.
6.6. PREVENT DECISION DEADLOCK
Managers will be working with the resources in the cluster mostly by leading and guiding.
They are encouraged to share their ideas in open forums and open discussion to be
promoted.
6.7. RECOGNIZE THE KEY PERFORMERS
Skills of these highly talented resources will be identified and recognized accordingly through
the social media. This will improve the motivation of the resources. As per the latest studies
most of the resources will be motivated not through the monitory benefits but through timely
recognition of their skills and ideas.
6.8. HIGHER LEVELS OF BUSINESS PERFORMANCE THROUGH HIGHER
MOTIVATION
A well organized cluster model, when executed well, addresses known performance drivers
such as purpose, autonomy and mastery. The cluster leaders know the strengths and
weakness of all the resources inside the cluster and it will be easy to motivate and reduce the
chaos.
6.9. HIGHER LEVELS OF BUSINESS PERFORMANCE THROUGH A CUSTOM WORK
ENVIRONMENT
Clusters can create and sustain leading-edge electronic work environments since they are
less burdened by bureaucratic decision-making and the need to serve the diverse needs of
many types of teams and individuals. The work environment will be conducive and the
resources are motivated with various motivating factors that drive them. The environment
provides flexibility to the resources and they provide the maximum results in the best possible
time.
6.10. TALENT MANAGEMENT IN THE RIGHT PLACE
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The cluster model removes the burden of team and individual performance management
from the business — where it typically sits uncomfortably and ineffectually today — to the
cluster. The cluster knows its own members, contributions and development needs much
better.
6.11. HIGHER LEVELS OF PERSONAL HAPPINESS
Clusters are sufficiently small for members to genuinely know and care about each other, and
they are stable and autonomous enough for members to support each other's long-term
personal development. They will be happy to move from projects to projects. The resources
have a well balanced work – life balance also.
6.12. WRAP UP YOUR PROJECT AND GAUGE ITS SUCCESS
The criteria of success are defined for the clusters and it will be monitored and tracked on a
regular intervals. At the time of project closure or in milestone basis, the cluster performance
will be identified and they will be provided with appropriate recognition.
7. HAVING RISKS, BUT MANAGEABLE
For the hired clusters to work well, with businesses hiring, firing, positioning and remunerating
clusters as atomic units, it will be difficult to retain clusters and its loyalty. They can strategically
bargain with the organization, if they are not treated effectively. It will be difficult to break them in
silos and use it the way the organization wants. They need to be treated as a single unit or an
employee. The key to success is to ensure that the cluster's agreed-on scope of work includes
appropriate levels of commitment to, and multiple interfaces with, broader corporate goals and
initiatives.
For the Hoist clusters, the above challenges are not applicable, but it is a tedious task to develop
a cluster inside the organization. It will be mostly a trial and error method to identify the right
resources in the cluster and it may take a long time to create a sustainable cluster in the
organization. But it is always worth an effort to be taken by the organization as it is less costly
compared to have a low productive team.
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Eventually, wherever the cluster model is adopted, businesses need to work hard at managing
and leading them well, just as they have always done for their emerging talent assets ensuring
that the best are motivated to stay, the worst are inclined to go, and those in the middle are
motivated to improve.
While socializing, the resources may get tempted more towards “over socializing” and becoming
non productive. There is a good chance for over communication through social media whether it
is inside or outside. It will be good to have proper guidance provided to the resources at the initial
phases itself. Proper management guidelines should be provided to the resources so that they
will be aware of their responsibilities and freedom. They need to be monitored on a regular basis
also.
8. CONCLUSION
The combination of social media and clusters can dramatically increase productivity of company
and reduce the possibility of a security breach – either from outside the company or from within.
This will make the company a space for innovative ideas and creative minds. This reduces the
administrative burdens and provides an advantage to the company in cutting edge technologies.
9. REFERENCE:
[1] Dave Aron, The Future of Talent Is in Clusters, Harvard Business Review, Harvard Business
School, http://blogs.hbr.org/cs/2013/02/the_future_of_talent_is_in_clusters.html#disqus_thread,
8:00 AM February 1, 2013.
[2] Hodge Golson, When Too Many Smart People Spoil the Team: The Apollo Effect in the
Professional Firm, Management Phsychology Group,
http://www.managementpsychology.com/articles/when-too-many-smart-people-spoil-the-team-
the-apollo-effect-in-the-professional-firm/,
[3] Tomas Chamorro-Premuzic, Seven Rules for Managing Creative-But-Difficult People, Harvard
Business Review, Harvard Business School,
http://blogs.hbr.org/cs/2013/04/seven_rules_for_managing_creat.html, 3:00 PM April 2, 2013.
13. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
July 8, 2013 Page 13
[4] James Manyika, Michael Chui, and Hugo Sarrazin, Social Media's Productivity Payoff,
http://blogs.hbr.org/cs/2012/08/social_medias_productivity_pay.html, 8:00 AM August 21, 2012
10. AUTHORS PROFILE
Dr. KRISHNA KUMAR T I has over 15 years of Business Leadership,
Program Management, Project Management Sales, Operations, Consulting
and Domain expertise (Government, Education, Healthcare &
Telecommunication) experience spanning multiple industries.
Currently, Dr. Krishna Kumar leads multiple programs and projects in
Oracle Practice at IBM. He has the mandate to lead, build and grow a team of Oracle experts
who advise Governments & Healthcare client in their transformation journey; build industry
expertise and harvest assets and implementation capabilities for global engagements.
Expert Member of Board of Studies for Business Management - Amritha Vishwa Vidyapeetham
Vice President - Professional Development - Project Management Institute, Kerala, Trivandrum
Chapter
Awarded the second best project by the Project Management Institute (PMI) – India in
2012.
Honored by IBM WWPMCoE as one of the IBM Distinguished Project of year 2011. IBM
Distinguished project represent the best of the best by business unit and / or geography.
Awarded Business Excellence Award in Business Growth - Proactive initiatives to
penetrate and grow new markets.
Awarded Eminence & Excellence - Spark Award for best project Manager from IBM.
Awarded Orion award – Recognizing eminence and Excellence from IBM.
Dr. Krishna Kumar has a Doctorate in Management from IMK. He did his post gradate diploma in
strategic management from IIMC and post graduation in management from IMK.
14. Managing Talents through Clusters and Socializing Dr. Krishna Kumar T. I.
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OFFICIAL ADDRESS
Dr. Krishna Kumar T I
IBM India, EGL A Block, 3 Floor,
Bangalore, Karnataka,
Mob: +91- 7736196697.
Email: krishnakumar.ti@in.ibm.com krishnakumar.ti@gmail.com
Linkedin Profile: in.linkedin.com/in/krishnakumarti