“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
A business lens on the Sustainable Development Goalsfveglio
The Sustainable Development Goals (SDGs) represent an ambitious and transformative agenda. They provide companies with a powerful framework to translate global needs and ambitions into business solutions.
Businesses that take an active role in leading this transformation and position the SDGs as a strategic lens at the core of their operations will ultimately be better placed to unlock market opportunities, manage emerging risks, and consolidate an enduring license to operate on the road to 2030.
This presentation by Filippo Veglio of the World Business Council for Sustainable Development (WBCSD), delivered in Stockholm on 27 November 2018, lays out the Council's perspectives on the key business implications of the SDGs – taking a lens of risk, opportunities, governance & transparency, and collaboration.
THE USE OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCES DEVELOPMENTEEIJ journal
Artificial intelligence has been an eye-popping word that is impacting every industry in the world. With the
rise of such advanced technology, there will be always a question regarding its impact on our social life,
environment and economy thus impacting all efforts exerted towards continuous development. From the
definition, the welfare of human beings is the core of continuous development. Continuous development is
useful only when ordinary people’s lives are improved whether in health, education, employment,
environment, equality or justice. Securing decent jobs is a key enabler to promote the components of
continuous development, economic growth, social welfare and environmental sustainability. The human
resources are the precious resource for all nations. The high unemployment and underemployment rates
especially in youth is a great threat affecting the continuous economic development of many countries and
is influenced by investment in education, and quality of living.
Tasktop CEO, Mik Kersten, and Nationwide Technology Director, Carmen DeArdo, present the case for Value Stream Architecture at DevOps Enterprise Summit 2017.
“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
A business lens on the Sustainable Development Goalsfveglio
The Sustainable Development Goals (SDGs) represent an ambitious and transformative agenda. They provide companies with a powerful framework to translate global needs and ambitions into business solutions.
Businesses that take an active role in leading this transformation and position the SDGs as a strategic lens at the core of their operations will ultimately be better placed to unlock market opportunities, manage emerging risks, and consolidate an enduring license to operate on the road to 2030.
This presentation by Filippo Veglio of the World Business Council for Sustainable Development (WBCSD), delivered in Stockholm on 27 November 2018, lays out the Council's perspectives on the key business implications of the SDGs – taking a lens of risk, opportunities, governance & transparency, and collaboration.
THE USE OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCES DEVELOPMENTEEIJ journal
Artificial intelligence has been an eye-popping word that is impacting every industry in the world. With the
rise of such advanced technology, there will be always a question regarding its impact on our social life,
environment and economy thus impacting all efforts exerted towards continuous development. From the
definition, the welfare of human beings is the core of continuous development. Continuous development is
useful only when ordinary people’s lives are improved whether in health, education, employment,
environment, equality or justice. Securing decent jobs is a key enabler to promote the components of
continuous development, economic growth, social welfare and environmental sustainability. The human
resources are the precious resource for all nations. The high unemployment and underemployment rates
especially in youth is a great threat affecting the continuous economic development of many countries and
is influenced by investment in education, and quality of living.
Tasktop CEO, Mik Kersten, and Nationwide Technology Director, Carmen DeArdo, present the case for Value Stream Architecture at DevOps Enterprise Summit 2017.
Giving Presentations to Senior Managersdeanpbriggs
Project Managers who are new to presenting to senior and executive management are often unprepared for the experience. The purpose of this presentation is to help project managers work with their own managers to: appreciate the perspective of senior management; prepare well; and engage effectively with this audience.
Presentation to 180 Degrees Consulting Annual Conference (APAC).
Covers:
- Defining exactly what innovation is.
- Design thinking as a process for innovation.
- 7 key factors for innovation.
- Potential approach for innovation within charitable and philanthropic organisations.
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
The presentation covers Competency Models which is a framework for defining the skill and knowledge requirements of a job. It is a collection of competencies that jointly define successful job performance.
Legacy Leadership - 10 Proven Steps to Leave a Legacyjdjarrell
Your leader legacy is not bound by age or time severed and represents your body of work at each stage of your career and personal growth.
Your legacy grows with each new life experience. Leaving a leadership legacy requires you to share your experiences.
This is the second webinar of the series 7 Steps to Building Top-Performing Organizations Using Competency Models. In this session we present best practices, guidelines and examples of how Fortune 500 companies develop their top talent strategically, using competency models. You will learn effective methods to assess and develop competencies to help your people and your organization succeed.
Discover the Career Conversation Toolkit: 10 tools for managers, mentors and in-house coaches to use to have effective career conversations with employees. And through those conversations help retain employees and develop their careers within the organisation
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
We all know how important is trust for any team to deliver results. The question is, how to build trust in practice? We all heard that agile teams should be self-managed. The question is, how to develop a team that is able to self-manage and achieve results? We all understood that cross-functionality is crucial for development teams to be able to deliver "done" functionalities and absorb variations in the demand. The question is, how to make it happen in real life when companies are still hiring specialists? Some of our Agile teams have Scrum masters. The questions are, do we really need a Scrum Master? What should we expect from a good one? Using real-life examples from companies that made Agile their competitive advantage and from companies that failed to get results from Agile. Angel is going to share practical tools that you can use as a manager, leader, scrum master or team member to make trust, self-management, cross-functionality, and high performance a reality in your team.
What is Mindful Agile Leadership? It’s the perfect balance of 3 essential elements: Agile Mindset; Mindfulness and Servant Leadership.
These 3 pillars of mindful agile leadership are equally important. Just like the legs of a stool, they provide a stable base encompassing the qualities of all 3 elements. This enables leaders to build a truly agile culture and positive team environment and be a more effective and authentic agile leader.
PowerPoint presentation to accompany Eco-Leadership talk given by Simon Western at the Tavistock Institute of Human Relations on the 25th May 2011.
Eco-Leadership is a professional development programme offered by the Tavistock Institute of Human Relations, further details can be found here: http://www.tavinstitute.org/work/development/eco_leadership.php
Giving Presentations to Senior Managersdeanpbriggs
Project Managers who are new to presenting to senior and executive management are often unprepared for the experience. The purpose of this presentation is to help project managers work with their own managers to: appreciate the perspective of senior management; prepare well; and engage effectively with this audience.
Presentation to 180 Degrees Consulting Annual Conference (APAC).
Covers:
- Defining exactly what innovation is.
- Design thinking as a process for innovation.
- 7 key factors for innovation.
- Potential approach for innovation within charitable and philanthropic organisations.
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
The presentation covers Competency Models which is a framework for defining the skill and knowledge requirements of a job. It is a collection of competencies that jointly define successful job performance.
Legacy Leadership - 10 Proven Steps to Leave a Legacyjdjarrell
Your leader legacy is not bound by age or time severed and represents your body of work at each stage of your career and personal growth.
Your legacy grows with each new life experience. Leaving a leadership legacy requires you to share your experiences.
This is the second webinar of the series 7 Steps to Building Top-Performing Organizations Using Competency Models. In this session we present best practices, guidelines and examples of how Fortune 500 companies develop their top talent strategically, using competency models. You will learn effective methods to assess and develop competencies to help your people and your organization succeed.
Discover the Career Conversation Toolkit: 10 tools for managers, mentors and in-house coaches to use to have effective career conversations with employees. And through those conversations help retain employees and develop their careers within the organisation
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
We all know how important is trust for any team to deliver results. The question is, how to build trust in practice? We all heard that agile teams should be self-managed. The question is, how to develop a team that is able to self-manage and achieve results? We all understood that cross-functionality is crucial for development teams to be able to deliver "done" functionalities and absorb variations in the demand. The question is, how to make it happen in real life when companies are still hiring specialists? Some of our Agile teams have Scrum masters. The questions are, do we really need a Scrum Master? What should we expect from a good one? Using real-life examples from companies that made Agile their competitive advantage and from companies that failed to get results from Agile. Angel is going to share practical tools that you can use as a manager, leader, scrum master or team member to make trust, self-management, cross-functionality, and high performance a reality in your team.
What is Mindful Agile Leadership? It’s the perfect balance of 3 essential elements: Agile Mindset; Mindfulness and Servant Leadership.
These 3 pillars of mindful agile leadership are equally important. Just like the legs of a stool, they provide a stable base encompassing the qualities of all 3 elements. This enables leaders to build a truly agile culture and positive team environment and be a more effective and authentic agile leader.
PowerPoint presentation to accompany Eco-Leadership talk given by Simon Western at the Tavistock Institute of Human Relations on the 25th May 2011.
Eco-Leadership is a professional development programme offered by the Tavistock Institute of Human Relations, further details can be found here: http://www.tavinstitute.org/work/development/eco_leadership.php
The Power of Collaborative IntelligenceLili Gulbert
The ongoing global transition in our world transforms the economical, political and social systems unpredictably. This complex progress challenges our deep assumptions and views about our future and about the journey what leads us there. A transition like this knocks down structures and blurs the linear boundaries and creates complex phenomena which include the possibilities of the future. Uncertainty drives us to step out from our outdated belief systems and explore, understand and modell these possibilities through experiencing, and the joint evolution of these possibilities is going to form future's new structures. A part of this in-between state to explore through deep understanding who are the real architect of the meanings of new phenomena, who reshape our world.
This talk looks at challenges we face exploring, understanding, building and leading systemic transitions in the continuously changing economic environment.
The presentation is based on the case study of the “Collaborative Business Model” development of BNP Paribas Securities Services Hungary which was focused on collaborative intelligence building. Thanks to their successful transition, the bureau won the best relationship management & client service award at the ABEM Global Excellence Awards 2017.
Co-speaker was György Cselényi, CEO, BNP Paribas Securities Services Hungary.
Presented at Kürt Akademy
www.kurtakademia.hu.
The future of 21st century global educationjoyce pittman
The presenter discusses the relationships between systems thinking, leadership and sustainability in complex learning organizations: Implications for new educational leadership research and development.
A set of slides initially designed to help students revise and consolidate their understanding of complexity theory and its application to work and our management of work.
SAB Henley Presentation - Organisational change and developmentDr Rica Viljoen
The book of Viljoen (2015) on Organisational change and development: an African Perspective was used as prescribed book for the Post Graduate Diploma for SAB. The students had the opportunity to ask questions to the author and a conversation on organisational transformation and culture followed.
Our intention in writing a Leadership Declaration is to clearly state the case for leadership and its importance to all of us at this time. At an organisational level, there is little doubt that real leadership is the “engine room” of performance. In the absence of systemic, results-focused leadership, breakthrough performance and high commitment will not be achieved.
Scanned by CamScannerPart IV Bringing Out the Best i.docxanhlodge
Scanned by CamScanner
Part IV Bringing Out the Best in
Organizations and Yourself
CHAPTER 8 Organizational Skills
8.1 Leadership and Organizational Culture
8.2 Leading an Effective Organizational Communication System
8.3 Ethics and Social Responsibility
8.4 Leadership and Organizational Politics
Chapter Summary
CHAPTER 9 Leading Change
9.1 The Nature of Organizational Change
9.2 Models of Change Processes
9.3 Leadership and the Management of Change
9.4 Additional Challenges
Chapter Summary
CHAPTER 10 Balancing Life as a Leader
10.1 Stress Management
10.2 Time Management
10.3 Work-Life Balance
10.4 Committing to Being a High-Impact Leader and Making a Difference
Chapter Summary
war82476_08_c08_243-284.indd 243 3/3/16 1:16 PM
war82476_08_c08_243-284.indd 244 3/3/16 1:16 PM
8 Organizational Skills
Monkeybusinessimages/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
• Integrate leadership activities with organizational effectiveness criteria.
• Recognize the role of organizational culture in achieving success.
• Analyze organizational communication systems and learn how to lead them.
• Understand ethical and socially responsible activities.
• Adjust to and manage organizational politics as needed.
war82476_08_c08_243-284.indd 245 3/3/16 1:16 PM
Section 8.1 Leadership and Organizational Culture
Introduction
Seth Goldman could be described as a “thirsty” man. As a college student, he became frus-
trated with the products available on the market to quench a person’s thirst. Some had too
much sugar, some had too much water, and others had weak flavors. He shared his disillusion
with his professor at the Yale School of Management, Barry Natebuff, in a class discussion
about major soft drink products in 1988.
In 1997, Goldman was playing with different beverage combinations when he became deter-
mined to create a new product ideal for rehydrating and quenching thirst. He reconnected
with Natebuff, who had recently traveled to India and discovered that many bottled tea prod-
ucts were brewed from the dust and fannings left over from whole tea leaves that had been
designated for other uses. The two joined forces and started brewing Honest Tea from whole
leaves.
After a successful start-up sale to Fresh Fields (Whole Foods Market), the company was
launched. A strong, ethically driven culture has always been at the forefront of the firm’s oper-
ation. The mission statement states: “Honest Tea seeks to create and promote great-tasting,
healthier, organic beverages. We strive to grow our business with the same honesty and integ-
rity we use to craft our products, with sustainability and great taste for all.”
The mission represents more than words. The firm has been well known for seeking out sup-
pliers of flavors and other items from impoverished areas, thereby helping low-income farm-
ers, even in remote locations, build thriving businesses. Since .
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
Table for Multiple PerspectivesModernismCritical TheorySymbolic In.docxmattinsonjanel
Table for Multiple PerspectivesModernismCritical TheorySymbolic InterpretivismPostmodernismOntologyObjectivism - Reality is out there whether we know it or not.Objectivism - Reality is out there whether we know it or not.Subjectivism - We construct reality and agree upon it.Reality is an illusion created by discourses.EpistemologyPositivism - Knowledge is discovered through scientific measurements and tests.Subjectivist - Knowledge is tainted by dominant ideology (dominant ideology refers mostly to modernist theories)Interpretivism - Knowledge is discovered by the interpretation of meanings (relative to time, place, individuals)Discourses (especially modernist theories and concepts) create the illusion of knowledge.TheoryObjective truths that govern organizationsUnmasking the "real" truths that are hidden by modernist theories.Truths are relative and context specific (Depends on the meanings produced at different time, place and by different people)Rejection and Challenge to modernist theories. Provides alternative interpretations to modernist understanding of organizations.MethodologyQuantitative methods and Deductive ApproachQualitative methods and Inductive Approach (Focus on historical analysis and discourse analysis)Qualitative methods and Inductive Approach (Focus on Ethnography)Discourse Analysis and DeconstructionModernism: Discovers truths that govvern organizations. These truths that are scientifically derived are superior to commonsense andspeculations and act as universal laws that are applicable to all organizations.Symbolic Interpretivism: Questions the universal claim of modernist theories (truths). Instead, "truths" concerning organizations are sociallyconstructed and context-specific, dependent on time/place/individuals.Critical Theory: Exposes the ideological nature of modernist theories (truths). Modernist theories privileges the management/elites by espousingvalues that aligns with that of the management/elites. Aims to unmasks hidden truths of modernist organization theories.Postmodernism: Challenges the dominant position of modernist theories (truths) as objective knowledge. Aims to deconstruct the universalassumptions of these modernist theories (truths) and provide alternative discourses that give voice to the marginalized.
RMIT University
Slide *
Organisational Culture
RMIT University
RMIT University
Slide *
Organisational Culture
Objectives:Assignment One
Review of course: Why are we doing this?
How can different perspectives help me in the future?
Introduce the concepts of culture, norms and values.
Discuss how these concepts relate to organisations.
Distinguish between contemporary theoretical approaches to organisational cultureModern Symbolic interpretiveCritical theoryPostmodern
RMIT University
Assignment One
The Question To Be Answered:
'What managers most often want to know about their organization's culture is how to change it......But what is recommended to managers on the basis of cu ...
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Exploring Patterns of Connection with Social Dreaming
Eco-Leadership: Towards a new paradigm
1. Eco-Leadership: towards a new paradigm Dr Simon Western Director Privileged Conversations Ltd Honorary Fellow Lancaster University Management School Honorary Fellow Birkbeck University Psycho-Social Department Partner of Tavistock Institute Contact [email_address] +44 781 791 40 57 www.simonwestern.com
2. These statements show that leadership is not just the property of an individual figure. Leadership is much more. What is Leadership? “ She was a courageous leader” “ An innovative leadership culture flourished in the company” “ The company board showed great leadership” “ Scandinavia takes a lead on social welfare” www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text Sage London
3.
4. www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text, Sage London
5. Controller Leadership Discourse Scientific rationalism and efficiency The Controller Discourse underlying assumption is that the leadership will focus on maximizing efficiency and control to increase output. Employees are treated in a functional way as replaceable human resources’, cogs in the wheel of the efficient machine. This leadership assumption gained credence from the cultural belief in modernism and scientific rationalism highlighted by Taylorism and the ‘efficiency craze’ in the management field. The Controller Discourse remains with us especially in manufacturing and finance departments where control is useful. However whist in demise, a recent reversion to target and audit culture shows that the discourse of the Controller is still a powerful influence. www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text, Sage London
6. Therapist Leadership Discourse Happy workers are more productive workers The Therapist leadership assumption is to work on human relations and motivation. It emerged in the post-war culture, to create a society fit for hero’s and to democratise and humanise the workplace. By the 1960s personal growth and the rise of individualism dominated a changing culture. ‘Therapist’ leaders encouraged employees to self-actualize through their work, so that people ‘ come to work to work on themselves’ (N. Rose). Key influences were Ed Mayo, Maslow, K Lewin, Carl Rogers, and the Tavistock institute (the Human Relations Movement). Phillip Rieff (1965) calls this social period ‘the triumph of the Therapeutic’. Personnel departments were established to achieve these ‘therapeutic goals’. This discourse remains very popular in education and the public and voluntary sector, HR OD departments and ‘people focused’ organizations. www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text, Sage London
7. The Messiah discourse arose in the 1980s following an economic slump in the USA. The Asian tiger economies excelled and challenged US dominance, drawing upon their collectivist cultures to engage employees in improving productivity. In response, Transformational Leadership (Bass/Burns) became the business school fad, trying to mimic the strong cultures of Japan (Ouchi 1981) : . Charismatic leaders offered vision and values, engineering ‘strong cultures’ (Kunda 1992) to encourage loyalty to the company. Personal success and identity become linked to the company. Internalizing the company culture leads to self and peer surveillance (in open plan offices) which replaces hierarchical or coercive control. Messiah Leadership offers hope in the face of despair, order from chaos, and arises at times of crisis when a saviour is welcomed. However, in the long-term Messiah leadership creates conformist cultures and dependency. Strong aligned cultures produce solidarity, but expel difference, undermining creativity and independent thinking. Innovation and ethics become secondary to loyalty and uniformity. Unquestioning employees lead to Enron and worse. www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text, Sage London Messiah Leadership Discourse Charismatic Leaders and Strong Cultures
8. Messiah Leadership: Conformist Cultures Isolated elements swimming in the same direction for the purpose of understanding. Damien Hirst (1991) Individually cased, Hirst’s fish swim blindly in the same direction without interaction. It’s a cold and clinical metaphor for society without conflict. A utopian ideal of a harmony that comes at an unthinkable cost of sameness and emotional confinement. From the Damien Hirst Collection Saatchi Gallery London 2003 Messiah led, aligned organizational cultures can end up looking like this! www.simonwestern.com To cite content: Western S. (2008) Leadership a Critical Text, Sage London
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10.
11. Eco-leadership is the emergent response to leading complex, global, interdependent, digitalized organizations. The internet presents us with our mirror; we work in vast networked, real and virtual spaces. New organizational forms emerge that require new forms leadership. The Network society undoes leadership and management theory of the past century. Linear hierarchies, fixed structures and roles are not ‘fit for purpose’ in this new environment. The organizational metaphor changes from the machine e.g getting leadership tools, fixing a problem, maximizing efficiency, to that of an eco-system where leaders work in inter-dependent systems of connecting networks. Organizational Eco-systems merge technology and people, virtual and real space, machines and texts, systems and processes, architecture and nature. The Eco-leaders task is to think spatially and work across these networks to influence them, rather than trying to control from top down. Eco-leaders create connections and spaces that encourage others to lead from the edge, accessing talent, creativity and collective wisdom to deal with organizational complexity. www.simonwestern.com To cite content: Western S. (2008) Leadership a Critical Text, Sage London The Eco-leadership Discourse From Machine to Eco-system
12. The Eco-leadership Discourse Organizational Success Re-defined Eco-Leadership challenges the notion that organizational success (measured by profit) is at odds with people and planet. They often are, and profit and growth need to be re-thought and success re-defined; is never-ending growth realistic or even desired? Can new business models be found that change the working enviroment and the natural environment? The contemporary organizational challenge is to realise our connectivity and inter- dependence. Organizations must liberate creativity and distribute leadership to be successful, whilst at the same time addressing issues of social responsibility and sustainability. Western S. (2008) Leadership a Critical Text, Sage London Unilever are a leader in the field of sustainability: There is no conflict between sustainable consumption and business growth � . Quite the opposite, in fact. There is a compelling case for sustainable growth - retailers and consumers demand it and it saves us money Paul Polman, Chief Executive, Unilever www.simonwestern.com To cite content: Western S. (2008) Leadership a Critical Text, Sage London
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14. SOCIAL POLITICAL ENVIRONMENTAL ECO-LEADERSHIP Connectivity and interdependence www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text , Sage London Controller Resources Outputs Therapist People Teamwork Messiah Vision, Values Culture
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16. Leadership Formation Leadership Formation challenges contemporary leadership development because it focuses on leadership and leaders. Eco-leadership means to take Leadership Development beyond the skills and competencies of an individual. Formation of individuals (leaders) Formation of a collective (leadership) When spending time in a Benedictine monastery I observed the monks and gained a simple but profound insight; a monk is not trained in monk skills but undergoes a ‘spiritual formation’. Both an individual monk and the monastic community are continually shaped and formed by their context, by what they call simply ‘the life’. This is the liturgy, the prayer cycle, the silence, and the manual work. New monks have a spiritual director to lead this formation process and with the support of monastery, their particular charism (gift) is revealed. Organizations unlike monasteries, pay scant regard to how the context and culture forms and shapes their leaders; at best it’s an ad-hoc process. Yet when asked leaders say the same; they are formed not by MBAs or leadership classes, but by ‘their life’ and work experience, by a particular mentor, by their mistakes and successes, by their social and cultural context. The task is to create a leadership formation process that utilises context and experience, and is holistic rather than elitist. www. simonwestern .com To cite content: Western S. (2008) Leadership a Critical Text, Sage London
17. Leadership Formatio Building eco-leadership capacity “Leaders cannot be trained but are formed through multiple experiences. The radical task for contemporary organizations is to create a formation process and spaces in the organizational architecture to enable leaders and leadership to flourish.” Western S. 2008 Leadership a critical text Sage Leadership Formation has 7 principles 1) No personal development without organizational development 2) Leaders learn more from each other than from trainers 3) Leaders learn more from work experience than from classrooms 4) Leaders are formed by their context and the organizational culture 5) Leadership is an emergent process, requiring a generative and generous culture. 6) Leadership formation requires both a formal and informal process 7) Leadership formation and emergent cultures require ‘containing structures’ that encourage reflective, creative and developmental activity to thrive. www. simonwestern .com To cite work: Western S. (2008) Leadership a Critical Text, Sage London
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19. Research based, tried and tested: Lead2lead delivered a leadership exchange programme to align a new 3 way global merger: ‘ M ultiply my learning by 100 leaders and the micro changes that take place with individuals represent a significant change programme with in the company’. Snr Manager Basell : B asell is the world's largest producer of plastics www.simonwestern.com To cite: Western S. (2008) Leadership a Critical Text, Sage London
20. Tavistock Institute Certificate in Eco-Leadership The programme is led by Dr Simon Western in partnership with faculty of the TIHR, To download brochure http://www.simonwestern.com/leadership.asp www.simonwestern.com
21. Leadership and Strategic Coaching Simon offers C-Suite and senior team coaching. His next book ‘Coaching and Mentoring a critical text’ Sage (2012) sets out a new coaching methodology, incorporating Coaching for Eco-Leadership, and which sets out four coaching discourses, that underpin coaching practice: The Soul Guide - coaching the inner self The Psy Expert- coaching the outward-self The Managerial- Coaching the Role-self The Eco-Coach- Coaching the Networked-self Key Note Speaking Eco-Leadership Leadership Coaching Soul Guide Coaching : Faith in Leadership Leadership Training Bespoke training , experiential learning “The Leadership Game” - profound experiential learning for 20-60 people www.simonwestern.com Contact [email_address] +44 781 791 40 57
22. `It is refreshing when you come across a clear, well-written book about leadership that is not peddling the latest gimmick, buzzword or quick fix. What makes this work really refreshing is the emphasis on the critical dimension in the title and the breadth of the author's own experience of work' Times Higher Education ‘ In a highly original way, taking “Critical Theory” as a point of departure, Dr. Western helps us to obtain greater insight into the enigma of leadership.’ Manfred Kets de Vries Director INSEAD Global Leadership Center ‘ Leadership A Critical Text’ is an outstanding addition to the Leadership literature. This is an excellent text which takes the field to new heights in the first decade of the 21st Century’ Professor Cary L. Cooper, CBE, Professor of Organizational Psychology and Health at Lancaster University ‘ The book provides a unique and much needed 'voice' to the field of leadership studies, and will have a significant impact worldwide.’ Professor Jonathan Gosling, Director of the Leadership Centre Exeter University Eco-leadership Publications Eco-Leadership developing a new paradigm Western 2010 Chapter in Leadership for Sustainability B. Redekop ed Routledge Leadership a critical text Western 2008 www.simonwestern.com Contact [email_address]
Editor's Notes
Fritjov Capra quote
Fritjov Capra quote
many talk about systemic approaches but how to do it case eg merger: break silos
used in many masters programmes- impm, Mcgill healthcare masters, insead, Exeter university
used in many masters programmes- impm, Mcgill healthcare masters, insead, Exeter university
used in many masters programmes- impm, Mcgill healthcare masters, insead, Exeter university