The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "From Directing to Delegating".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
Why There is a Need for Ongoing Education - George Miller, American InterCont...HR Network marcus evans
Dr George Miller of American InterContinental University, a solution provider at the marcus evans Corporate Learning & Talent Development Summit 2013, on making sure organizations stay current with their educational needs.
Interview with: Dr George Miller, President & Chancellor, American InterContinental University (AIU)
Employee Engagement - The Daily Telegraph supplementAbhishek Mittal
1) Effective companies believe their employees are their best asset and involve people at all levels by actively encouraging feedback, ideas, and questions to improve performance.
2) Listening to employees takes courage but is important to understand how to improve, and engaged employees are more motivated and committed.
3) Measuring employee engagement shows high-engagement companies outperform low-engagement companies financially over 3 years. Elements of engagement include thinking, feeling, and acting for organizational goals.
France has introduced quotas requiring publicly traded companies to have at least 40% of board seats held by women by 2017. Other initiatives include a public database of qualified female candidates for board positions. Currently, women hold about 20% of board seats in publicly traded French companies.
Setting a Clear Mission Statement to Ensure a LTC Facility’s Success - Andrew...marcus evans Network
Andrew Carle, a speaker at the marcus evans Long-Term Care CXO Summit Spring 2012, on boosting organizational performance.
Interview with: Andrew Carle, Executive-in-Residence, Program in Senior Housing Administration, George Mason University
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The country’s prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
Why There is a Need for Ongoing Education - George Miller, American InterCont...HR Network marcus evans
Dr George Miller of American InterContinental University, a solution provider at the marcus evans Corporate Learning & Talent Development Summit 2013, on making sure organizations stay current with their educational needs.
Interview with: Dr George Miller, President & Chancellor, American InterContinental University (AIU)
Employee Engagement - The Daily Telegraph supplementAbhishek Mittal
1) Effective companies believe their employees are their best asset and involve people at all levels by actively encouraging feedback, ideas, and questions to improve performance.
2) Listening to employees takes courage but is important to understand how to improve, and engaged employees are more motivated and committed.
3) Measuring employee engagement shows high-engagement companies outperform low-engagement companies financially over 3 years. Elements of engagement include thinking, feeling, and acting for organizational goals.
France has introduced quotas requiring publicly traded companies to have at least 40% of board seats held by women by 2017. Other initiatives include a public database of qualified female candidates for board positions. Currently, women hold about 20% of board seats in publicly traded French companies.
Setting a Clear Mission Statement to Ensure a LTC Facility’s Success - Andrew...marcus evans Network
Andrew Carle, a speaker at the marcus evans Long-Term Care CXO Summit Spring 2012, on boosting organizational performance.
Interview with: Andrew Carle, Executive-in-Residence, Program in Senior Housing Administration, George Mason University
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The country’s prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
This document discusses challenges facing organizations in today's rapidly changing environment and the opportunity for HR professionals to help organizations adapt and thrive. Specifically, it notes that:
1) Hierarchical and rigid organizational structures are unsuitable for turbulent times and increased agility is needed.
2) HR can help organizations question past behaviors, develop unique human competencies, and enhance innovation, adaptability, resilience and an empowering culture.
3) By doing so, HR has the opportunity to make people management the ultimate source of an organization's competitiveness and truly contribute in a strategic manner.
Leadership, Intangibles & Talent Q2 2009 Four GroupsFour Groups
This document provides a summary of articles in the fields of talent management, innovation, and leadership from Q2 2009. Key themes discussed include:
1) Intangibles like engagement and collaboration are important but difficult to manage.
2) New technologies may revolutionize understanding of organizational behavior but appetite for this information is unclear.
3) Line managers can play a key role in developing engaged employees through trust and recognition, which has implications for talent management.
This document discusses innovation at various levels and provides strategies for overcoming barriers to innovation. It defines innovation as the search, development, adoption, and commercialization of new processes, products, and organizational structures. Innovation can occur at the national, enterprise, and individual levels. Key strategies for fostering innovation include having a shared vision and leadership commitment, promoting a culture that encourages creativity and learning, utilizing effective teamwork, and creating a climate that supports experimentation and allows for mistakes. The document emphasizes the need for flexible systems along with respect for individual initiative and growth.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
News training & coaching (m) sdn bhd profileTan Hok Eng
This document provides information about Training & Coaching (M) Sdn. Bhd., a coaching and training company. It outlines the company's mission to empower individuals and organizations. It also provides details about the company's framework and programs, which are based on the N.E.W.S. model and compass points. The document lists some of the company's international and Malaysian clients and information about facilitators, coaches and trainers.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
My thoughts on the background to and the essential elements of 21st century management. Why corporate entrepreneurs are different and how we can develop them.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
The survey found significant gaps between the management behaviors employees seek and what they experience in reality. While most managers behave in an exemplary or operational way, a third behave in a penalizing or disqualifying manner. The top two behaviors sought are analyzing tasks together and accepting responsibility for mistakes, yet managers fall short in these areas. Employee commitment and trust in managers is lower than expected given the difficult economic climate, with job satisfaction being a key driver of commitment.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Organisational Culture".
This document discusses linking theories discussed in a seminar series to real world examples from speakers. It summarizes theories around networking, leadership, performance management, and brand positioning. For each theory, it provides examples from seminar speakers to illustrate how the theory applies in practice. Overall, the document analyzes the relationship between key theories covered in the seminar and examples from the speakers to demonstrate how integrating theory and practice is important for professional development.
The document discusses effective leadership in organizations and what Gen Y workers look for in leaders. It notes that while individual leaders are important, an organization's leadership capacity over time is even more crucial. Leaders guide others' behavior to achieve goals, while leadership refers to developing future leaders. Additionally, organizations must invest in both developing current leaders and growing leadership depth overall. The document also outlines that Gen Y workers particularly admire leaders who can influence and inspire them, and they seek leaders who are caring, inspiring and competent.
ensures our events are always experience in leadership success. He is also a former members. She is the glue that
The document provides information about Wavelength Connect 2012, a leadership development program that inspires, develops, and connects leaders from different industries and sectors. It offers unique access to world-class companies, leadership master classes, and networking opportunities. The program aims to provide practical leadership insights, new ideas, connections, and business intelligence to help members lead innovative, customer-centric organizations. It involves various events throughout the year, including visits to best-in-class companies, workshops, and networking events. Membership is by invitation only and open to corporate partners, social enterprises, charities, and individual
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
This document discusses talent management and succession planning. It covers attracting, selecting, engaging, developing and retaining top talent. Talent management is linked to leadership development through consistent training programs. Succession planning aims to identify candidates for promotion to critical roles. The document also provides an overview of a talent grooming program, which focuses on developing healthcare professionals' leadership and management skills through competency-based training tailored to their level.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Assertively".
1) Between 1880-1920, bureaucracy became the ideal organization model for industry as it promoted principles like merit-based selection and rational planning. However, as manufacturing declined, bureaucracy began to inhibit organizations with excessive rules and procedures.
2) Today's knowledge/service economy requires empowering employees with autonomy, clear responsibilities, and freedom from unnecessary oversight so they can be innovative. Empowerment involves leaders providing employees with a vision, resources, and trust to complete tasks without micromanagement.
3) For an organization to be truly effective, it needs both organizational learning - continuously improving by learning from clients and stakeholders - as well as employee empowerment to implement changes. The ideal state is one with high levels of both
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Need for Training".
Effective leadership requires establishing a clear vision that is communicated to subordinates, motivating and inspiring them to work toward shared goals while enabling change. Leaders must define their vision, know how to motivate others, and demonstrate empathy, integrity and assertiveness. Outstanding leaders combine strategic thinking with effective interpersonal skills to implement strategies that produce results and sustainable competitive advantage.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
The document provides an overview of a knowledge management syllabus. It outlines 5 units that will be covered: introduction to KM and tools/technologies; social aspects of knowledge and application; KM strategy and metrics; KM tools; and roles/responsibilities in KM. It also includes a lesson on the introduction to KM, discussing its history and evolution driven by advances in technology. Knowledge is defined as information combined with experience, and KM aims to leverage collective knowledge as a strategic asset.
The document provides an overview of a syllabus for a course on knowledge management. The syllabus covers 5 units: (1) introduction to KM and its importance; (2) tools, technologies, and knowledge conversion; (3) social aspects of knowledge; (4) KM strategy and metrics; (5) roles in KM and future trends. It also includes an introductory lesson that defines knowledge and its types, knowledge management, and KM principles. The goal is to help students understand how to capture and apply knowledge as a competitive advantage for businesses.
This document discusses challenges facing organizations in today's rapidly changing environment and the opportunity for HR professionals to help organizations adapt and thrive. Specifically, it notes that:
1) Hierarchical and rigid organizational structures are unsuitable for turbulent times and increased agility is needed.
2) HR can help organizations question past behaviors, develop unique human competencies, and enhance innovation, adaptability, resilience and an empowering culture.
3) By doing so, HR has the opportunity to make people management the ultimate source of an organization's competitiveness and truly contribute in a strategic manner.
Leadership, Intangibles & Talent Q2 2009 Four GroupsFour Groups
This document provides a summary of articles in the fields of talent management, innovation, and leadership from Q2 2009. Key themes discussed include:
1) Intangibles like engagement and collaboration are important but difficult to manage.
2) New technologies may revolutionize understanding of organizational behavior but appetite for this information is unclear.
3) Line managers can play a key role in developing engaged employees through trust and recognition, which has implications for talent management.
This document discusses innovation at various levels and provides strategies for overcoming barriers to innovation. It defines innovation as the search, development, adoption, and commercialization of new processes, products, and organizational structures. Innovation can occur at the national, enterprise, and individual levels. Key strategies for fostering innovation include having a shared vision and leadership commitment, promoting a culture that encourages creativity and learning, utilizing effective teamwork, and creating a climate that supports experimentation and allows for mistakes. The document emphasizes the need for flexible systems along with respect for individual initiative and growth.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
News training & coaching (m) sdn bhd profileTan Hok Eng
This document provides information about Training & Coaching (M) Sdn. Bhd., a coaching and training company. It outlines the company's mission to empower individuals and organizations. It also provides details about the company's framework and programs, which are based on the N.E.W.S. model and compass points. The document lists some of the company's international and Malaysian clients and information about facilitators, coaches and trainers.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
My thoughts on the background to and the essential elements of 21st century management. Why corporate entrepreneurs are different and how we can develop them.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
The survey found significant gaps between the management behaviors employees seek and what they experience in reality. While most managers behave in an exemplary or operational way, a third behave in a penalizing or disqualifying manner. The top two behaviors sought are analyzing tasks together and accepting responsibility for mistakes, yet managers fall short in these areas. Employee commitment and trust in managers is lower than expected given the difficult economic climate, with job satisfaction being a key driver of commitment.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Organisational Culture".
This document discusses linking theories discussed in a seminar series to real world examples from speakers. It summarizes theories around networking, leadership, performance management, and brand positioning. For each theory, it provides examples from seminar speakers to illustrate how the theory applies in practice. Overall, the document analyzes the relationship between key theories covered in the seminar and examples from the speakers to demonstrate how integrating theory and practice is important for professional development.
The document discusses effective leadership in organizations and what Gen Y workers look for in leaders. It notes that while individual leaders are important, an organization's leadership capacity over time is even more crucial. Leaders guide others' behavior to achieve goals, while leadership refers to developing future leaders. Additionally, organizations must invest in both developing current leaders and growing leadership depth overall. The document also outlines that Gen Y workers particularly admire leaders who can influence and inspire them, and they seek leaders who are caring, inspiring and competent.
ensures our events are always experience in leadership success. He is also a former members. She is the glue that
The document provides information about Wavelength Connect 2012, a leadership development program that inspires, develops, and connects leaders from different industries and sectors. It offers unique access to world-class companies, leadership master classes, and networking opportunities. The program aims to provide practical leadership insights, new ideas, connections, and business intelligence to help members lead innovative, customer-centric organizations. It involves various events throughout the year, including visits to best-in-class companies, workshops, and networking events. Membership is by invitation only and open to corporate partners, social enterprises, charities, and individual
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
This document discusses talent management and succession planning. It covers attracting, selecting, engaging, developing and retaining top talent. Talent management is linked to leadership development through consistent training programs. Succession planning aims to identify candidates for promotion to critical roles. The document also provides an overview of a talent grooming program, which focuses on developing healthcare professionals' leadership and management skills through competency-based training tailored to their level.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Assertively".
1) Between 1880-1920, bureaucracy became the ideal organization model for industry as it promoted principles like merit-based selection and rational planning. However, as manufacturing declined, bureaucracy began to inhibit organizations with excessive rules and procedures.
2) Today's knowledge/service economy requires empowering employees with autonomy, clear responsibilities, and freedom from unnecessary oversight so they can be innovative. Empowerment involves leaders providing employees with a vision, resources, and trust to complete tasks without micromanagement.
3) For an organization to be truly effective, it needs both organizational learning - continuously improving by learning from clients and stakeholders - as well as employee empowerment to implement changes. The ideal state is one with high levels of both
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Need for Training".
Effective leadership requires establishing a clear vision that is communicated to subordinates, motivating and inspiring them to work toward shared goals while enabling change. Leaders must define their vision, know how to motivate others, and demonstrate empathy, integrity and assertiveness. Outstanding leaders combine strategic thinking with effective interpersonal skills to implement strategies that produce results and sustainable competitive advantage.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
The document provides an overview of a knowledge management syllabus. It outlines 5 units that will be covered: introduction to KM and tools/technologies; social aspects of knowledge and application; KM strategy and metrics; KM tools; and roles/responsibilities in KM. It also includes a lesson on the introduction to KM, discussing its history and evolution driven by advances in technology. Knowledge is defined as information combined with experience, and KM aims to leverage collective knowledge as a strategic asset.
The document provides an overview of a syllabus for a course on knowledge management. The syllabus covers 5 units: (1) introduction to KM and its importance; (2) tools, technologies, and knowledge conversion; (3) social aspects of knowledge; (4) KM strategy and metrics; (5) roles in KM and future trends. It also includes an introductory lesson that defines knowledge and its types, knowledge management, and KM principles. The goal is to help students understand how to capture and apply knowledge as a competitive advantage for businesses.
The document discusses the need for organizations to develop a Staff Development Philosophy (SDP) to engage and develop the new generation of employees, Generation Y. It defines an SDP as a guiding document that is aligned with an organization's strategic goals and focuses on developing employees' talents through continuous learning. An SDP should be a living document that changes along with employees. It also emphasizes that managers are key change agents who can lead through identifying employees' strengths and developing their talents. Committing to an SDP will benefit organizations by retaining motivated employees who are invested in the organization's success.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Management focuses on directing employees and maintaining existing systems, while leadership inspires people and focuses on organizational vision and development. Effective organizations need both managers to implement plans and leaders to motivate employees. Both roles are important for a healthy culture, but leaders empower employees and encourage innovation, while managers focus on processes and problem-solving within existing structures.
Mm Bagali, PhD, HR, HRD,. HRM, Empower, PhD, Research paper, B-School, MBAdr m m bagali, phd in hr
1. The document discusses empowered leadership and employee empowerment practices at PPL, a manufacturing organization.
2. The CEO of PPL, Suresh B Hundre, believes in developing an empowering culture through transparency, trust, delegating responsibility, and developing employees.
3. Key empowering practices at PPL include flat organizational structure without supervision, freedom for employees to be innovative and take initiatives, and treating failures as learning opportunities rather than punishments.
Manager Interview Essay summarizes an interview with Regina Geis, acting supervisor of a county mental health adult day program. Geis discusses how her management style has changed over her first 15 months in a managerial position, becoming more direct. She also emphasizes the importance of demonstrating confidence as a leader and being an effective communicator to advance in management.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Empowered Organisations" and will show you the change that comes over individuals, teams and relationships when you empower your staff.
Predicting potential - Assessing Cognitive Ability in RecruitmentGavin Lamb
Employees with strong cognitive ability are a competitive advantage to an organisation - particularly when they are in
roles that require quick learning, first-time problem solving, thinking ‘on your feet’ and dealing with ambiguity. People who
score well on cognitive ability tests are more likely to develop a greater knowledge of the job more quickly, make effective
decisions and successfully reason and strategise to solve problems. In fact, a landmark study reviewed 85 years of research and found that higher cognitive ability is linked with higher productivity and performance.
Mi smo Atria Group SEE, kompanija koja je nastala sa ciljem da integriše aktivnosti Persone Global, Eriksonovog koledža, Kalher Communication i NLP Centra na području Srbije, Makedonije, Bosne i Hercegovine, Crne Gore i Hrvatske. Naše osnovne delatnosti su profesionalni trening i koučing programi u oblasti profesionalnog i ličnog razvoja. Ono što spada u našu specijalnost su korporativni treninzi iz oblasti komunikacijskih, prodajnih i menadžerskih veština, koučing usmeren ka rešenju, kao i procene koje našem radu daju merljivost.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Models of Management".
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. Each program aims to provide practical strategies and techniques for participants to improve their leadership abilities and develop personal leadership plans.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
The document summarizes the views of senior leaders from various sectors who were interviewed by Route2 about leadership challenges during the current economic crisis and period of austerity. The leaders discussed two main perspectives: how organizations can adapt to sustain growth and performance, and how individual leaders can inspire and lead people through transformation. Some of the key insights included the importance of having a clear vision, involving people in the transformation process, ensuring the leadership team is aligned, managing cuts and reshaping respectfully, and using evidence-based reasoning.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
This document is a collection of 25 illustrations of skyscrapers from major cities around the world. It includes images of skylines from cities like Chicago, New York, Hong Kong, Dubai, and Shanghai. The images can be used freely for presentations, documents, and commercial work as long as attribution is provided. The collection provides a variety of skyscraper and cityscape photos that can be used to illustrate topics related to architecture, urban planning, and cities.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
This document provides 25 stock images that can be used for presentations, training materials, and commercial work. The images cover a variety of themes and are sourced from Creative Commons licensed photos on Flickr. Each image is accompanied by its source URL and license information to ensure proper attribution. Users are free to incorporate the images into their work and modify them if permitted by the license. The collection aims to offer diverse visuals to illustrate various topics.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
This document provides 25 images that can be used for training, presentations, and commercial work. The images cover various topics related to sharing, such as sharing a meal, sharing knowledge, and sharing a drink. The images come from sources with Creative Commons licenses that allow for commercial use. Attribution is provided for each image. Users are free to use the images in their documents and presentations and can modify them if permitted by the license.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
From Directing to Delegating
DELEGATION AND
EMPOWERMENT
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner
to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a
trainer, they are perfect for adding to your classroom courses and online learning plans.
COURSE TOPICS FROM MTL
The written content in this Slide Topic belongs exclusively to Manage Train Learn and may only be reprinted
either by attribution to Manage Train Learn or with the express written permission of Manage Train Learn.
They are designed as a series of numbered
slides. As with all programmes on Slide
Topics, these slides are fully editable and
can be used in your own programmes,
royalty-free. Your only limitation is that
you may not re-publish or sell these slides
as your own.
Copyright Manage Train Learn 2020
onwards.
Attribution: All images are from sources
which do not require attribution and may
be used for commercial uses. Sources
include pixabay, unsplash, and freepik.
These images may also be those which are
in the public domain, out of copyright, for
fair use, or allowed under a Creative
Commons license.
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
ARE YOU READY?
OK, LET’S START!
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
INTRODUCTION
The last decade has seen important shifts in the way many
organisations see themselves. In the face of competition
and in the light of changed expectations of customers and
employees, many organisations no longer see themselves as
they once did: structures in which power was a preserve of
the few. Today, through delegation and empowerment,
power is used to help others do their job better and at the
same time develop themselves and their skills. Instead of
being hoarded by the few, power becomes one of the keys
to organisational survival.
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
DEFINING DELEGATION
The following are definitions of delegation:
Delegation is NOT dumping, NOT dodging, NOT ducking.
"Delegation is a process of giving jobs to others which they
don't normally do in order to free the manager and develop
the knowledge and skills of the team member." (Robert
Maddux)
"People have changed. They know more, they want to know
more, they expect more, they want to be more, they want
to fill up their lives with work that has meaning. There's no
time to worry about keeping everybody in line. Control is an
illusion only achieved when people are controlling
themselves." (David Firth)
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
DEFINING EMPOWERMENT
To empower =
to authorise, to allow, to imbue with power.
Empowerment is a process in which employees are given
power in their jobs so that they can...
provide better customer service
manage new and changing situations without having to
refer back to others
take a more responsible view of their jobs
achieve greater job satisfaction.
Empowerment can range from how an individual manager
leads his or her own team to how the organisation itself
sees its style and culture.
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
THE PLUSES OF DELEGATION
When carried out successfully, delegation benefits
employee, manager and organisation.
For the employee
Delegation improves and broadens knowledge and skills and
thereby makes the job more interesting and more
challenging.
For the manager
Delegation increases the abilities in the team and frees up
the manager to do more valuable things.
For the organisation
Delegation adds to the skills bank in the organisation which
in turn allows the organisation to develop itself.
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
WHY EMPOWERMENT?
When carried out successfully, empowerment has significant
benefits for the employee, the manager and the
organisation.
1. employees have greater control over what they do. This
can reduce levels of workplace stress, increase the
contributions people make and so improve job
satisfaction
2. managers can get the most out of the potential of their
staff by releasing the power people have to make a big
difference in the way they do their jobs
3. organisations can replace outdated and ineffective ways
of working with empowered structures and systems
that are more relevant to the needs of customers and
staff.
The benefit of empowerment is that an organisation stands
a better chance of surviving into the future.
9. 9
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
PARADIGM SHIFTS
Delegation and empowerment are both attempts to find
new ways of managing people at work in a time of extensive
social, organisational and personal change. They require
changes not just in the way people are managed but in the
way that managers see work and people at work. They are
the result of new ways of seeing, or paradigm shifts, in our
attitudes towards others.
When it works, delegation and empowerment can make
work exciting, challenging and enjoyable at all levels. When
it doesn't work, through being embraced only half-heartedly
or as a gimmick to trick people into giving more for the
same or less, it is dangerous.
A change programme of delegation and empowerment
requires understanding and commitment from the top.
10. 10
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
THE AGE OF PEOPLE
There are a number of reasons why delegation and
empowerment are appropriate models for today's
organisations.
These include...
1. the inappropriateness of command-and-tell models of
management
2. competition from organisations where the commitment
and contribution of staff is greater
3. flatter organisation structures
4. team power
5. changes in employee expectations
6. the liberalising effect of information
7. the need to develop people.
"The twentieth century was the age of the machine; the
twenty-first century will be the age of people." (Rosabeth
Moss Kanter)
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
WE ARE ALL MANAGERS
Many of our organisations were formed in times when a
totally different social order existed from that of today.
Work patterns, social patterns and management patterns
reflected a completely different attitude towards life. But
this has all changed. Today people are freer, more socially
mobile, more educated and more resourceful.
"The average adult now has to manage what is in effect a
dynamic business in their domestic lives. They have
mortgages to manage; money to manage; relationships to
manage; children's educations to manage; households to
manage; and social lives to manage.
And yet when they come into our shops, offices and
factories, we not only give them simple and meaningless
tasks but, as an added insult, we appoint someone to watch
over them with the implicit message that they're not up to
it." (Paul Neate)
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
COMMAND-AND-TELL IS OUT
Organisations are social structures which can only operate
with the consent of the people in them.
Authoritarian models - which were the only imaginable
kinds of organisation fifty years ago - are no longer
acceptable to most people. People are better educated,
more informed, more aware of their rights, more tuned in
to the expectation to be treated equally and decently and
more knowledgeable about what is fair and unfair in the
workplace.
This is a trend reflected in widespread attitudes towards
other traditionally authoritarian organisations, such as the
State, the monarchy, schools, and institutionalised religion.
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From Directing To Delegating
Delegation and Empowerment
MTL Course Topics
COMPETITIVE ADVANTAGE
Organisational survival is more than ever dependent on
meeting customer needs. Old structures of command-and-
tell management are notoriously inefficient at being flexible
and responding to customers.
This is because of the thinking that says...
1. the person who deals directly with the customer cannot
be trusted to make the right decisions
2. unless we, the top management, control everything,
there will be chaos
3. if managers don't control what's going on, the customer
will take advantage of us.
"Competitive advantage will be gained only when
employees trust their company, when their aspirations
match the company's strategy and when their hopes stand a
chance of being met." (Dr Lynda Gratton, London Business
School)
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FLATTER STRUCTURES
In the days when hierarchical structures were the
unquestioned model for organisations, numerous layers of
supervision and management were built up. This satisfied
employees' desire for steps on the ladder and the
organisation's need to reinforce its "command-and-tell"
structure.
As this old structure becomes inappropriate, layers of
management have been removed, forcing responsibility
back down to employees, from where it originally came.
This process has become known by a host of euphemisms,
ranging from delayering to downsizing. The effect is that
people are once again responsible for their own standards
of work, effectiveness and results.
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THE POWER OF THE TEAM
It is now widely recognised that the most productive unit in
the organisation is the Team.
1. The team together can work with each other in a much
more powerful way than the individual and the boss
can. This is because there are no barriers of status, no
distinctions of rank, and no blurring of purposes. The
team can, quite simply, focus exclusively on their goal.
2. If managed well, teams can produce ideas,
opportunities to achieve and a synergy that surpasses
the contributions of individuals on their own.
3. Old "command-and-tell" approaches to people were
based on managing people one-to-one; new
approaches focus on the team.
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GLOBAL CHALLENGE
In his book "Global Challenge", Humphrey Walters recounts
his participation in the BT Global Challenge round-the-world
yacht race. Each yacht consisted of 13 volunteers and a
professional skipper but Walters' crew on Ocean Rover
decided early on that they would not put all the
responsibility for leadership on their skipper's shoulders.
They therefore proposed their own code of ethics and
behaviour.
Three of the key rules were...
1. strict punctuality. Nobody could miss their stint on watch.
2. a willingness to apologise early if anyone made a mistake
3. no gossip behind the backs of fellow crew members.
The crew all agreed to respect the rules. Ocean Rover was
one of the few yachts that came home with the same crew
that it started out with and also one of the happiest.
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WHAT EMPLOYEES EXPECT
The huge social changes of the past few years, changing
expectations of the role of the organisation in our lives,
mean that employees now have different needs in a job.
Gone are the "job for life" mentalities, in which loyalty to
the organisation was rewarded with a job from 16 to 65. In
its place, people expect their jobs, however long or short-
term they are, to give them a level of interest, development
and autonomy.
When surveyed in a 1991 Gallup poll, 64% of workers rated
"the chance to work independently" as the most important
feature of a job.
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WHY PEOPLE LEAVE JOBS
When studies are carried out into why people leave their
jobs, the top reasons are rarely about money. They are,
however, about the lack of growth and challenging work,
issues that delegation and empowerment directly address.
The Harvard Business Review study's top 5 reasons why
people leave their jobs:
1. job content
2. level of responsibility
3. company culture
4. calibre of colleagues
5. salary.
The California Strategic HR Partnership study's 5:
1. low growth potential
2. lack of challenge
3. lack of autonomy
4. not enough money
5. work environment issues.
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GENERATION X
"Generation Xers" has become the term used to describe
people born between 1965 and 1981 who are now in
positions of power in most organisations.
As these Generation Xers were growing up, they saw the
jobs of their parent's generation axed by rationalisation or
delayering. In many cases, this resulted in swathes of people
being unable, untrained and disempowered from finding
work in new industries and in new working patterns.
As a result Generation Xers neither want nor expect to
spend their whole working lives in the same organisation.
They will work hard and put in long hours but only for as
long as it suits them, moving on once they have learnt what
they can from each organisation. Such people are far more
willing to manage their own jobs and careers than their
predecessors of the past.
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THE INFORMATION AGE
The changes going on in our organisations and workplaces
have been brought about by an unprecedented access to
information.
We now know what goes on in our organisations to an
extent never known before. It is instant - at the flick of an e:
mail screen - it is constant, and it is huge. Moreover, and
more significantly, it is not restricted to those in traditional
positions of power. It is anywhere and everywhere in the
organisation.
According to one estimate, more information has been
generated in the last 30 years than in the whole of the
previous 5000. And, according to Richard Saul Wurman,
author of "Information Anxiety", it is set to continue,
doubling for each of us every five years.
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TRAINING THE TEAM
One of the best analogies of how everyone gains when
people are developed is the professional sports team, such
as a football or rugby club. Most successful clubs spend
huge amounts of money on developing their players.
This is in order to...
develop up-and-coming talent
keep today's stars at peak performance
work on practising individual and team moves
develop the whole team as an interdependent unit
improve team spirit as well as team skill.
"In football clubs, players are truly human assets....training
and development become vital, because, if you can increase
the productive potential of the asset, in a short time you not
only have greater productivity but an appreciated asset in
terms of capital value." (Charles Handy)
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TRADITIONAL VIEWS
Many of the traditional views of work and organisations
were unquestioned for years. These are now "old" views.
"Managers manage, workers work."
"I work for the organisation."
"I expect rewards from the organisation."
"I'm not there to like what I do."
"It's a job."
"You have to do what you're told."
"The aim of work is a job, a position, a wage, a living, a
pension, a career.“
These views of work are the views of a mechanistic,
industrialised and technological approach to work. They see
people in a robotic, non-thinking and limiting way. While
such attitudes may have been necessary in the prevailing
conditions of the past, they are unlikely to be relevant to the
prevailing conditions of the future.
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OUTDATED MODELS
The traditional view of command-and-control organisations
has four features that are detrimental to the development
of people:
1. the belief that the views of employees are of little or no
importance in senior management decision-taking. All that
counts is what top management can see at first hand: the
behaviour and performance of other senior managers.
2. the assumption that people are like empty vessels and
that to change them, all they need is a top-up of skills or
information.
3. the idea that managers are only accountable for achieving
volume, quality and financial targets, not the development
of the resources.
4. the belief that the manager-employee relationship is like
a customer and supplier, so that, if the manager doesn't like
what he gets, he can quickly change it for something better.
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EMPOWERED VIEWS
If we want our "old" organisations to adapt to the future,
we need to change our views of work and the role of
employees in the workplace.
"We are partners in the organisation."
"I work for me."
"The rewards I get are down to me."
"I own my job."
"My contribution is unlimited."
"The job gives me chance to grow and develop."
"The aim of work is to serve others, to find fulfilment, to
come alive.“
It is widely thought that many people, if not most, are
capable of views such as these and that it is down to the
organisation to put in place forms of managing that can
release and realise them.
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ADDING VALUE
Delegation, in the sense of management style and attitude,
and empowerment, in the sense of how an organisation can
change itself, offer ways to bring people into partnership
with their organisations and so add value.
A study by the New Learning for Work consortium has
identified seven principles by which partnership and added
value can be achieved. These are...
1. listen to what people at all levels have to say
2. ensure everyone is clear on what the organisation expects
of them
3. create an environment where everyone focuses on results
4. move accountability, responsibility and authority to
where it can do most good
5. offer competent support
6. recognise that everyone has their own unique talents
7. back up support with encouragement and review.
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THAT’S
IT!
WELL DONE!
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THANK YOU
This has been a Slide Topic from Manage Train Learn