This document is an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The agenda includes: an introduction to the topic; discussing business and HR trends today such as collaborative cultures and measuring employee value; the strategic role of HR in becoming business leaders and driving change; a case study of an innovative organization with empowering HR practices; and publications and outcomes of HR research. The presentation aims to discuss how HR can take a strategic approach to support new venture creation.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
This document discusses the impact of mood and emotions on team performance. It defines mood as a relatively lasting emotional state compared to emotions, which are short-lived reactions to stimuli. Mood and emotions influence soft skills like leadership, team climate, motivation, and communication as well as hard skills like decision making. Managers can influence mood and emotions through their own displays, feedback, celebrations, monitoring team climate, and using humor. Environmental factors like lighting, air quality, temperature, and ergonomics also impact mood. The document concludes that mood and emotions significantly impact work and managers have tools to shape them.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
Alignment of Practitioner and Practice Robert Smale
This document discusses aligning coaching philosophy, knowledge, and practice. It presents different coaching philosophies such as humanist, behaviorist, and positive psychology approaches. It emphasizes that a coaching philosophy should include beliefs about people, change, and the world. It also discusses building a body of knowledge from various perspectives like neuroscience, existentialism, positive psychology, and more. Further, it addresses finding direction in practice through considering whether a coach takes a directive or non-directive approach and whether they focus on personal development or goals. The document stresses aligning these three elements - philosophy, knowledge, and practice - to guide a coach's work.
Alan shalloway lean-kanban is about peopleAGILEMinds
The document discusses how lean principles are focused on supporting people. It explores the human side of lean, examining human nature, values, motivation, psychology, education, thinking and work styles. It discusses how the origins of lean in Toyota focused on supporting workers to eliminate waste and create value. Lean science aims to have workers work at the right levels to eliminate waste by using pull and limiting work-in-process. Lean management creates an environment where workers can thrive and delight customers. The document emphasizes that lean is about systems thinking applied to educating and supporting workers, not just achieving results.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
This document discusses the impact of mood and emotions on team performance. It defines mood as a relatively lasting emotional state compared to emotions, which are short-lived reactions to stimuli. Mood and emotions influence soft skills like leadership, team climate, motivation, and communication as well as hard skills like decision making. Managers can influence mood and emotions through their own displays, feedback, celebrations, monitoring team climate, and using humor. Environmental factors like lighting, air quality, temperature, and ergonomics also impact mood. The document concludes that mood and emotions significantly impact work and managers have tools to shape them.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
Alignment of Practitioner and Practice Robert Smale
This document discusses aligning coaching philosophy, knowledge, and practice. It presents different coaching philosophies such as humanist, behaviorist, and positive psychology approaches. It emphasizes that a coaching philosophy should include beliefs about people, change, and the world. It also discusses building a body of knowledge from various perspectives like neuroscience, existentialism, positive psychology, and more. Further, it addresses finding direction in practice through considering whether a coach takes a directive or non-directive approach and whether they focus on personal development or goals. The document stresses aligning these three elements - philosophy, knowledge, and practice - to guide a coach's work.
Alan shalloway lean-kanban is about peopleAGILEMinds
The document discusses how lean principles are focused on supporting people. It explores the human side of lean, examining human nature, values, motivation, psychology, education, thinking and work styles. It discusses how the origins of lean in Toyota focused on supporting workers to eliminate waste and create value. Lean science aims to have workers work at the right levels to eliminate waste by using pull and limiting work-in-process. Lean management creates an environment where workers can thrive and delight customers. The document emphasizes that lean is about systems thinking applied to educating and supporting workers, not just achieving results.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
With access to the most up-to-date
research and tools, ConsultIWP is
a world leader in understanding
the way people drive organisational
effectiveness – and how this impacts
the bottom line.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
The document outlines various leadership and management theories discussed in an Eckerd Fall 2011 class, including classical theories from Taylor, Fayol, and Weber; human relations approaches; contemporary developments like systems theory, contingency theory, and total quality management. The agenda also includes an exercise on the Myers-Briggs Type Indicator and a discussion of memo writing.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
The best processes are those that encourage teams to naturally do the right things at the right times. Amazing processes like this don’t happen by accident; they are specifically designed to encourage desirable behavior while discouraging harmful behaviour. By carefully choosing the process’s affordances -- practices or artifacts that direct our thinking toward a specific goal -- a team can tailor a process that makes success intuitive. The session will begin by presenting the core concepts behind affordence-driven process improvement before diving into a collaborative workshop. During the workshop teams will use information from the introduction to brainstorm practices that will help them promote those values, as you would in a team retrospective.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.
Mindful wellbeing involves cultivating wellbeing at different levels - the body-mind-emotions level, the consciousness level, the spirit level, and the social level. The document discusses accessing wellbeing at each of these levels and why focusing on each level is important. It also discusses how as our understanding of human intelligence and consciousness has evolved, the idea of self has become more integral, encompassing the body, mind, spirit, and social/environmental reality.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
Targeting change efforts at organizational subsystemsSharon Johnson
This document discusses different approaches to organizational change interventions at the subsystem level. It identifies several "transformation arenas" that change efforts can target, each with their own perspectives, problems, promoters, perils, promises, and points. These arenas include decision-focused, psychologically-focused, learning-focused, economics-focused, politically-focused, entrepreneurially-focused, bureaucratically-focused, value-focused, and environmentally-focused change interventions. It observes that change is constantly occurring in organizations in different degrees and stages, but is also resisted for real and perceived reasons, and that not all resistance is negative.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
This document provides an overview of management theories and concepts for a course. It discusses why management is important in modern society. It defines management and organizations, and outlines classical management theories from Taylor, Fayol, and Weber. It also covers behavioral theories from Hawthorne studies and Likert. McGregor's Theory X and Y are introduced. The foundations of management science and quantitative approaches are briefly outlined. Finally, the contingency view of situational management is mentioned.
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented in 5 sessions. The first session defines key terms like principles, values, mindset and discusses how personality and character are developed. The second session discusses the first leadership principle of taking responsibility for one's actions and exhibiting proactive vs reactive behaviors. The third session discusses the principle of using imagination before creation and setting goals and visions. The fourth session discusses treating time as an asset and prioritizing important over urgent tasks. The fifth session discusses the principle of mutual respect and benefit through sharing and cooperation.
Unit 4 international business 6th semester bbm notes pdfIndependent
This document provides an overview of key concepts related to international business, including multinational corporations, foreign collaborations, joint ventures, and franchising. It defines multinational corporations as companies that have operations in multiple countries. Foreign collaborations are strategic alliances between resident and non-resident entities, often requiring government approval. Joint ventures involve two or more companies partnering on a specific project by sharing resources and profits. Franchising grants a franchisee the legal right to use a brand's trademarks and business model in exchange for fees and adherence to the franchiser's operating methods.
CONTEMPORARY ISSUES IN IHRM - The Article Reviews - Leadership / Evolving of ...Tolga Koymen
This document is a student assignment reviewing two articles on leadership and international human resource management.
The first article discusses how employee engagement affects organizational performance, especially during economic downturns. It uses the example of an Indian printing company that conducted an employee survey during a recession. The second article examines how medium-sized companies can adapt HR practices to different cultures during international expansion.
The assignment provides an in-depth summary of each article's key points and hypotheses. It evaluates the relevance and strengths of the studies, such as their real-world examples. The conclusion is that employee engagement and adapting HR are important for organizational success globally. Recommendations include providing more details on the survey results and action plans from the first article
IHRM-Issues and Trends(Learning Resource)Self-employed
This document discusses international human resource management issues. It begins by outlining the objectives of understanding different organizational forms used internationally, factors companies must consider in different countries, how domestic and international HRM differ, staffing processes, training needs, compensation plans, performance reviews, and labor relations globally. It then defines types of corporations, how international companies affect the world economy, and how the global environment influences management. The document provides details on issues in international HRM, recruiting and selecting global managers, training and developing expatriates, compensation practices in different countries, and performance reviews and labor relations internationally.
This chapter discusses international human resource management (IHRM) and comparative HRM. It outlines how globalization has impacted corporate strategies and HR practices in multinational companies. The chapter presents different frameworks for understanding pressures on companies to reduce costs globally while responding locally. It also examines how the international aspects of HR functions like recruitment, training, and performance evaluation are impacted by cultural diversity. The chapter then analyzes HRM trends in selected European countries and Asia, discussing debates around convergence and divergence of practices under globalization.
With access to the most up-to-date
research and tools, ConsultIWP is
a world leader in understanding
the way people drive organisational
effectiveness – and how this impacts
the bottom line.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
The document outlines various leadership and management theories discussed in an Eckerd Fall 2011 class, including classical theories from Taylor, Fayol, and Weber; human relations approaches; contemporary developments like systems theory, contingency theory, and total quality management. The agenda also includes an exercise on the Myers-Briggs Type Indicator and a discussion of memo writing.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
The best processes are those that encourage teams to naturally do the right things at the right times. Amazing processes like this don’t happen by accident; they are specifically designed to encourage desirable behavior while discouraging harmful behaviour. By carefully choosing the process’s affordances -- practices or artifacts that direct our thinking toward a specific goal -- a team can tailor a process that makes success intuitive. The session will begin by presenting the core concepts behind affordence-driven process improvement before diving into a collaborative workshop. During the workshop teams will use information from the introduction to brainstorm practices that will help them promote those values, as you would in a team retrospective.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.
Mindful wellbeing involves cultivating wellbeing at different levels - the body-mind-emotions level, the consciousness level, the spirit level, and the social level. The document discusses accessing wellbeing at each of these levels and why focusing on each level is important. It also discusses how as our understanding of human intelligence and consciousness has evolved, the idea of self has become more integral, encompassing the body, mind, spirit, and social/environmental reality.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
Targeting change efforts at organizational subsystemsSharon Johnson
This document discusses different approaches to organizational change interventions at the subsystem level. It identifies several "transformation arenas" that change efforts can target, each with their own perspectives, problems, promoters, perils, promises, and points. These arenas include decision-focused, psychologically-focused, learning-focused, economics-focused, politically-focused, entrepreneurially-focused, bureaucratically-focused, value-focused, and environmentally-focused change interventions. It observes that change is constantly occurring in organizations in different degrees and stages, but is also resisted for real and perceived reasons, and that not all resistance is negative.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
This document provides an overview of management theories and concepts for a course. It discusses why management is important in modern society. It defines management and organizations, and outlines classical management theories from Taylor, Fayol, and Weber. It also covers behavioral theories from Hawthorne studies and Likert. McGregor's Theory X and Y are introduced. The foundations of management science and quantitative approaches are briefly outlined. Finally, the contingency view of situational management is mentioned.
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented in 5 sessions. The first session defines key terms like principles, values, mindset and discusses how personality and character are developed. The second session discusses the first leadership principle of taking responsibility for one's actions and exhibiting proactive vs reactive behaviors. The third session discusses the principle of using imagination before creation and setting goals and visions. The fourth session discusses treating time as an asset and prioritizing important over urgent tasks. The fifth session discusses the principle of mutual respect and benefit through sharing and cooperation.
Unit 4 international business 6th semester bbm notes pdfIndependent
This document provides an overview of key concepts related to international business, including multinational corporations, foreign collaborations, joint ventures, and franchising. It defines multinational corporations as companies that have operations in multiple countries. Foreign collaborations are strategic alliances between resident and non-resident entities, often requiring government approval. Joint ventures involve two or more companies partnering on a specific project by sharing resources and profits. Franchising grants a franchisee the legal right to use a brand's trademarks and business model in exchange for fees and adherence to the franchiser's operating methods.
CONTEMPORARY ISSUES IN IHRM - The Article Reviews - Leadership / Evolving of ...Tolga Koymen
This document is a student assignment reviewing two articles on leadership and international human resource management.
The first article discusses how employee engagement affects organizational performance, especially during economic downturns. It uses the example of an Indian printing company that conducted an employee survey during a recession. The second article examines how medium-sized companies can adapt HR practices to different cultures during international expansion.
The assignment provides an in-depth summary of each article's key points and hypotheses. It evaluates the relevance and strengths of the studies, such as their real-world examples. The conclusion is that employee engagement and adapting HR are important for organizational success globally. Recommendations include providing more details on the survey results and action plans from the first article
IHRM-Issues and Trends(Learning Resource)Self-employed
This document discusses international human resource management issues. It begins by outlining the objectives of understanding different organizational forms used internationally, factors companies must consider in different countries, how domestic and international HRM differ, staffing processes, training needs, compensation plans, performance reviews, and labor relations globally. It then defines types of corporations, how international companies affect the world economy, and how the global environment influences management. The document provides details on issues in international HRM, recruiting and selecting global managers, training and developing expatriates, compensation practices in different countries, and performance reviews and labor relations internationally.
This chapter discusses international human resource management (IHRM) and comparative HRM. It outlines how globalization has impacted corporate strategies and HR practices in multinational companies. The chapter presents different frameworks for understanding pressures on companies to reduce costs globally while responding locally. It also examines how the international aspects of HR functions like recruitment, training, and performance evaluation are impacted by cultural diversity. The chapter then analyzes HRM trends in selected European countries and Asia, discussing debates around convergence and divergence of practices under globalization.
IHRM deals with managing human resources on a global scale, considering laws across countries and the diverse needs of an internationally diverse workforce. IHRM involves more complexity in managing employees from different cultures and countries, and must adapt to external global risks and influences. In contrast, HRM focuses only on domestic operations and employees, following standard domestic policies and facing less complexity and risk given the homogeneous domestic workforce.
International human resource managementrhimycrajan
This document discusses international human resource management. It begins by defining IHRM and explaining why global organizations develop international HR strategies due to factors like global competition and differences in business environments across countries. It then describes four types of international organizations and discusses some key aspects of IHRM like differences between domestic and international HRM, external factors that influence IHRM, and common IHRM practices such as international staffing, training for international assignments, repatriation, and compensation considerations. The document concludes that understanding cultural differences and workforce issues is important for HR managers and success in global business situations.
This document provides an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The presentation covers topics such as the strategic role of HR, HR practices in innovative organizations, and a model for creating an empowered workforce. It also lists the speaker's publications and qualifications for giving the presentation. The goal is to discuss how HR can play a strategic leadership role in organizations through empowerment strategies and high performance work systems.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
Directing is the managerial function of leading subordinates to achieve organizational objectives. It involves inspiring, communicating, and guiding employees. Effective directing requires making plans understood, motivating workers, maintaining discipline, and ensuring good results through on-time output, quality work, and cost control. Key elements of directing include leadership, communication, delegation, decision making, policies/procedures, supervision, coordination, motivation, staff development, and conflict management. Directing aims to get maximum performance from employees by understanding their nature and motivating them using various theories.
The document discusses team dynamics and leadership. It introduces the Drexler Sibbit model for team performance, which examines whether a team has mutual regard, goal clarity, implementation processes, commitment to shared vision, flexibility for high performance, and renewal. It also lists characteristics of effective team leadership, such as identifying roles, delegating responsibility, including others in decision-making, providing feedback, owning problems, communicating clearly, and considering impact. The document aims to simplify team dynamics, start conversations, and provide a common language for discussing teams and leadership.
Understanding the signs in business trends, what signs to watch, what signs to ignore is a continual challenge. Learn about these signs and some strategies to better work with all this organizational change.
This document outlines an agenda for a professional development conference on ethical dimensions of fire service instruction. The agenda covers topics such as why ethics is important, ethical challenges, values for adult educators, ethical decision-making, virtues of ethical leadership, and case studies. It discusses concepts like ethical frameworks, fair process, relational leadership, vision and goals, and the importance of storytelling for leadership. The overall aim is to help fire service instructors incorporate ethics into their teaching and leadership approaches.
Chris Jansen (www.Ideacreation.org) - "Seeding innovation through adaptive le...Chris Jansen
This document discusses adaptive leadership and how it can foster emergence and self-organization in educational institutions. It argues that adaptive leadership involves (1) proactively mentoring individuals, (2) fostering interactions and shared learning, (3) distributing power and decentralizing control, and (4) exploring and articulating shared values. This approach can build an organization's capacity for self-organization, adaptation, innovation and resilience by developing independent agents, encouraging their interactions, and motivating them with a common purpose. The role of leaders is to cultivate these conditions rather than impose rigid control from the top down.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
Here are 5 commitments I would make to become a transformative leader:
1. Listen to understand others' perspectives with empathy and without judgment.
2. Empower and develop people by sharing leadership and decision-making.
3. Build trust and genuine relationships through open, honest and principled communication.
4. Promote shared ownership and accountability for achieving our shared goals.
5. Continually learn and grow as a leader through reflection on my experiences and feedback from others.
The document summarizes Stephen Covey's "Seven Habits of Highly Effective People" framework. It outlines the 7 habits: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. It also discusses the importance of developing good character and effective habits for both individual and organizational success. The habits are principle-centered and focus on developing proactivity, leadership, management, interpersonal skills, communication, creativity, and self-renewal.
Ethical Leadership working session with Metro Fire Cheif Officers Association, Part 2 of 4. Focus on the virtues of ethical leadership, and key underlying values for public safety.
Bret L. Simmons gave a presentation on leadership progress at Grace Church Reno. He discussed priorities, fundamentals of behavior and motivation at work, and principles of leading others toward meaningful progress. Specifically, he emphasized that daily events can significantly impact employees' inner work life and motivation. Leaders should focus on supporting progress through goal setting, autonomy, resources, and emotional support to foster positive inner work lives. Finally, Simmons discussed the importance of interdependent relationships and shared organizational purpose to effective leadership.
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We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
1) The document discusses driving change from a traditional waterfall process to an agile process by focusing on encouraging the right behaviors and mindsets.
2) It emphasizes the importance of changing individual beliefs and focusing on thoughts, feelings, and values over just processes and targets.
3) Continuous learning and improvement are key to achieving agile transformation and high performance.
This document provides an overview of a presentation on ethical leadership for technical professionals. The presentation covers engaging employees, virtues of ethical leadership including clarity, creativity, competence, courage and service. It discusses specific skills like giving feedback using a fair process model. Stories are used to illustrate concepts like courage, listening, apologizing and using fair processes. Attendees are encouraged to share stories of virtues and pick one to improve going forward.
This document discusses change management and provides information on various aspects of managing organizational change. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also lists common reasons for the need for change in organizations, such as new strategies, technology, competition, and mergers/acquisitions. The document outlines several models and approaches for managing change, including establishing a sense of urgency, creating a vision and communication plan, empowering others, and institutionalizing new approaches. It also discusses potential pitfalls to avoid and keys to leading successful change initiatives.
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
The document describes an Industry-Institute Interaction program between May 2020 and November 2020. It states that 80 top corporate executives with over 100 quality man-hours of interaction time and 1,234 cumulative years of experience addressed over 6,000 students and faculty. Experts from countries like the US, UK, Canada, Dubai, Malaysia, Singapore, and India participated. The document also includes numerous web links to recordings and materials from presentations given during the program.
The document promotes an advanced center for human resources and industry interface that organizes webinars to connect people from various leadership positions. It provides a proposal attachment for interested parties and welcomes 2021 as a new beginning. The center aims to design different paths and provide a vision for organizations through industry-institute interface.
This document provides a summary of an individual's professional experience and qualifications. It includes 23+ years of experience in teaching HR, HRM, and related fields at various business schools. He has guided 15 PhD students to completion and 11 M.Phil students. He has over 150 research papers published and has received several awards and honors for his work in academia and research.
The document discusses the need for greater industry-institute interaction to bridge the gap between what industry expects from students and their actual preparedness. It notes that while students are strong academically, industry wants students who are billable from day one and can stay relevant. A framework is needed for regular connection and knowledge-sharing between industry and academic institutes. Benefits of increased interaction include improved rankings, faculty development, and opportunities for students like internships, mentoring and projects. A plan is proposed for industry experts to give monthly online presentations to students, with the institute responsible for scheduling, promotion and student participation.
Dr. M M Bagali is a PhD supervisor who has supervised and awarded 14 PhDs and 1 MPhil between 2014-2019 at JAIN University in the area of management science. He has also examined 6 other university PhD works as an external examiner. Currently, he is a member of the Board of Studies for Management Science at Visvesvaraya Technological University where he mentors several PhD scholars and is involved in PhD related activities like finalizing guides and overseeing student progress.
This document lists 33 research publications by Dr. MM Bagali from 2010 onwards after receiving his PhD. The publications include journal articles published in various international journals on topics related to human resource management, organizational behavior, and management. Many of the publications focus on empirical research studies conducted in organizations in India, particularly related to issues like workplace stress, work-life balance, diversity, and training and development. The listings provide details on the title, journal name, year of publication, and links to access the full publications.
1. Dr. M M Bagali has two PhDs, one in Management from a 5-star NAAC university in India and one in Social Work-HR from another 5-star NAAC university in India.
2. Dr. Bagali has published over 90 research papers, with two winning awards as the best research paper and best case study.
3. Several endorsements praise Dr. Bagali's work on employee empowerment and its benefits for inspiring commitment, innovation, and initiative.
MM Bagali ....IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... MM Bagali ....IPL ..... miss you this time; come soon .....
MM Bagali / PhD in Management Science / PhD / Research / Management ..........dr m m bagali, phd in hr
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar was guided by MM Bagali and had an external expert, Mukta Kulkarni from IIMB. The document provides brief details about a recent PhD defense including the scholar, date, location, and those involved in the process.
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar's name was Kiran M and their guide was MM Bagali. An external expert, Mukta Kulkarni from IIMB, was also present for the defense.
APO - NPC - Higher Education Workshop / MM Bagali / India / 2017
Lanka final 2009
1. Welcome to the Presentation
HRD Intervention in New
Venture Creation: Strategic Approach
Dr. M M Bagali,
PhD in HR / Management
Dean / IASMS / India
sanbag@rediffmail.com / www.iasms.in
19 September 2009
2. HR is an asset
“you can get the workplace systems,
style of management, and organization
capital and erect building, but it takes
people to build a business”
Thomas J WATSON,
Founder of IBM
4. Business Today
• Collaborative cultures
• Intelligence through knowledge transfer
• Multidimensional Workforce
• Focus on Performance and Result
• Multi National Teams
• Employability and not Employment
5. HR Today
Organizations won’t pay for
the value of the job but for the value of the person
Positions will be organized in teams focused on a task, not
organized around a hierarchy
Positions will be defined by the competencies needed to be
performed
Employees will be increasingly measured by how much value
they contribute to the business, not by whether they fulfilled
predetermined objectives
6. Strategic Role of HR
Successful HR departments will focus on organizational management
HR will evolve from strategic business partnership to strategic business
leadership
Good people management can be the
strategic advantage
Leading change will become HR’s greatest contribution
HR will have a "seat at the table" as part of the top management
team
7. Paradigm thinking
• Are we working for global Organization ?
• Are we working with great place to work?
• Are we working for people centric organization?
• Are we working with break through HR practices ?
• Am I working with PCMM level organization ?
• Are we working with empowered people?
8. Strategic HR Model
The need for strategic HR
model
HR is crucial and empowerment
systems are important components
To look at the Renaissance
Strategies for Creating High
Performance Workforce
Thus, an enquiry into
various empowerment E M POWER M E N T
strategies and practices
em-pow-er-ment (im-pau [-] r-ment)
9. Theoretical and Conceptual framework
E M POWER M E N T
em-pow-er-ment (im-pau [-] r-ment)
Rosabeth Moss Kanter (1977)
Professor at Harvard Business School,
Ernest L. Arbuckle Professorship
“giving power to people who operate at an
advantage in the organization success”
Bowen and Lawler (1992)
Director, the Centre for Effective Organization,
Framework University of Southern California,
“Power to make decisions that
influence organizational direction and
performance”
10. the making of an powered workforce
essentially, empowerment
• an environment where absolute
control is given up, allowing
everyone make decisions, set goals,
accomplish results and receive
empowerment@work:
rewards
• it liberates people from constraints
such as checking with the boss
before taking actions
• decision-making authority and
responsibility percolates from
managers to the employees at the
lowest rung, and to everyone, per se
11. empowerment@work
•The HR practices
•The leadership
•The culture
what we saw •The Traits , and the
•High performance work
systems
12. hr systems –
people centric practices
•Each is accountable for his actions and can’t
blame others;
workplace hr practices
•All information is open and shared;
Complete Freedom
Total Transparency •Each is boss in himself;
Keeping Faith
Complete Responsibility •Common rooms are shared;
Accountability for ones actions
Liberty to decide course of actions •Suggestions are given regularly and honestly;
Involvement / Participation
Transparent feedback •Each is responsible for his actions- whether
Individual, group or team;
Shared Responsibility
Delegated authority
•Management is open to ideas and more
No hidden Agenda information sharing;
Complete Autonomy
Power to take decisions •Every one can have own objectives, mission,
and goals;
13. employee traits
Open and Transparent
Positive Approach
No defined mind set
Empathy
Freedom to do work in one’s own way Free from Bias
institutional values
No Supervision/ Foreman
No Bureaucratic and Administrative
No scapegoat attitude
interference High Commitment
No Red-tapism Disciplined
Sharing Common Platform
Trusting each persons actions Trustworthy
Each one is encouraged Enjoys the work
No restrictions for new inventions
One can fail, no punishment
Loyal and Truthful
Suggestions are part of daily work
14. Don’t hold unto data
Informal Relations
Create Opportunity
Desired Future
•First ‘No’ RULE Power of Empowerment
discipline of empowerment
•Platform for Empowerment Define the Gains
•Workplace Culture Education
•Prioritise the area
Time to empower or not to
•Attitudinal Surveys
empower
•Accountability
•Define the Purpose
Can’t empower areas
•Open Door Policy and Don’t impose
Transparency empowerment
•Ownership Culture Fun at workplace
•Recognition
•Passionate workplace
•Psychological Empowerment
15. Endorsement on the Work
XLRI Editor,
when published in XLRI-Management and Labour Studies Journal
The article printed below is a truly extraordinary example of employee empowerment. The methods followed by the organisation
studied would be considered revolutionary anywhere in the world and even more so in India. Infact, one sometimes wonders how
the whole effort did not end in chaos. The company has apparently succeeded in developing a work force and a leadership almost
devoid of the foibles of most other humans. (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001,
pp.109-119)
David Ang, MSHRI
Executive Director,
Singapore Human Resources Institute, Singapore
A Talk to Senior Practising HR Managers of Singapore
The presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits of
employee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility to
inspire renewed commitment, innovation and initiative.
(19th Sep, 2003 / Through Personal Letter)
Executive Director,
Indian Journal of Training and Development, ISTD, India
The article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published during the year-2001.
Kindlly accept our Heartiest Congratulations.
(22July, 2002 / Through Personal Letter)
16. publications
Bagali, M M
“Empowerment: Creating strategies in managing HR for high performance”
Behavioral Scientist, Aug, 2(2), 2002,pp. 113-120
Bagali, M M
“Creating High Performance Workforce through Employee Empowerment: An Innovative HRD Approach”,
The Business Review,8(1&2), March 2002,pp. 104-111
(University of Kashmir, India)
Bagali, M M
“People centric Organisation-A Case of Empowered Employees”, Pratibimba, 2(1), Jan-June, 2002,pp.53-66
Bagali, M M
“Demystifying Empowered Culture: A Case of a practicing Organisation”, SAGE-Jl of Entrepreneurship, 11(1), Jan-June,
2002,pp. 33-54
Bagali, M M
“Creating HPWS through Employee Empowerment: The Case of Practising Organisation”, AMDISA – SAJM, 10(4), Oct,
2003,pp.50-57
Bagali, M M
“Creating A Winning Workforce Through Employee Empowerment: An Entrepreneurs Success Experiment in HR”,
Amity Business Review, 4(1), Jan-June 2003,pp.57-67 (Also presented at High Profiled Regional HR Practitioners under the
banner of SHRI-Singapore Human Resources Institute, at Singapore, 19 Sep, 2003)
17. Great pleasure being with u all today
thank you, all, very much
sanbag@rediffmail.com / www.iasms.in
18. hr research @ work: connecting hr
research to the practice
19. outcome
2
2
case
2
Empirical
work
Theory
20
30
50
19
20. level
Organisational Level
National Level
State Level
District Level
20%
10%
60%
10%
20
21. ages hr research
before 1970 not significant
1970’s social security
1980’s welfare/ satisfaction
1990’s law and disputes/ir/tu
2000’s pmir,hrd,qwl
2001’s hr,hrm,shrm
2008 ?…p e o p l e
next ? 21
22. detailing hr's top concerns in 2008
576 top hr directors at fortune 200 firms,us
• skill level of the workforce
• managing change
• information technology
• quality of education
• work ethic, values and attitudes
• managing diversity
• improving productivity
• employee communications
• mnc / transnational
• retention
• reward practices
• aspirations 22
23. cont:
career management and mapping
hr as a profession
balanced scorecard
incentive systems
cultural diversity
hr issues in merger and acquisitions
esop
fun and joy at workplace
23
24. harvard business review
2005-09
leadership 14
change management 04
empowerment 06
shrm 08
decision making 02
Others
Includes HR related areas 24
25. is hr research taken seriously
theory, theory, and theory
mnc / transnational / global
data validity and reliability
policy implications
too long time
reponses are not standard
macro level
hr return… roi
branding hr research
25
26. hr research as value creator
they should practice / implement it
annual general meetings
board meetings
restructure …. vision / mission / objective
patent
model development / proposal
go back and see what's happening
26
27. cont:
talk at the world conferences
have own web-site and post the results
network with professional organisations
nhrd; nipm; istd; hr in india; global hr group
collaborations
referred journals publish
cd prepare / case / sponsor to publish
centre for excellence in hr
27
28. hr gurus
wayne brockbank,
university of michigan, ross school of business
make hr a player in organizations, not a dumping ground for resumes and
exit interviews
rosabeth moss kanter,
harvard business school, graduate school of business administration
successful leaders at the top of their professions can apply their skills not
only to managing their own enterprises but also to helping solve the most
challenging national and global problems
28
29. vision of hr research-ers
hr research
should change from a
support paradigm
to a
value creation paradigm
29