M damodaran
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This document discusses Mr. Damodaran's career and leadership style. It summarizes that he was the former Chairman of SEBI, IDBI, and UTI, and turned around three banks during his career at RBI. As Chairman, he focused on seamless communication, empowering employees, promoting innovation and talent management. The document also outlines different change communication strategies and notes that Mr. Damodaran used an inspirational and supportive style, with an "underscore and explore" strategy of open communication and decentralized decision making.
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The document discusses various types of sales organization structures and relationships. It describes formal and informal organizational structures, as well as line, line and staff, functional, divisional, matrix, horizontal, and product-specialized structures. The roles of a sales organization include achieving company objectives, streamlining reporting relationships, facilitating coordination/control, and developing an efficient sales force structure. Factors that affect sales organization design include target markets, technology, company objectives, sales force size, and compensation systems. Relationships with final buyers, industries, governments, educators, press, and distributors are also discussed.
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Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
SMART LEADERSHIP (Situational Leadership) Training
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II
Organizational Transformation Lead with Culture
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Organizational Transformation
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
Best practices power point
The document outlines an educational leadership model with five key elements: educational leadership, school context, four Māori leadership qualities (manaakitanga, pono, ako, and awhinatanga), leading change and problem solving, and five interconnected areas of practice (culture, pedagogy, systems, partnerships, and networks). Effective educational leaders are responsible for improving student outcomes, creating effective teaching conditions, exploring technology, developing learning communities, and building internal and external networks. The four Māori qualities - caring, integrity, learning, and supporting others - are essential for focused educational leaders.
Change management in a project environment webinar, 5 December 2022
Change management in a project environment webinar, 5 December 2022Association for Project Management
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Healthcare Employee Experience Management - Gelb Consulting
How do you operationalize a culture and strengthen employee trust? Gelb's experience mapping frameworks can be used to effectively examine the holistic employee experience and create advocates out of your teams!
Change Management Readiness for New Supervisors
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Change management-28477
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
Tqm and transformational leadership in private schools
The document discusses Total Quality Management (TQM) and transformational leadership in private schools, noting that while the philosophies of quality management pioneers like Deming and Juran have influenced many organizations, there remains a gap between rhetoric and real understanding of these concepts in education. It provides an overview of TQM, including its emphasis on leadership, strategy, teamwork, analysis, and self-assessment to achieve excellence, as well as transformational leadership's "four I's" of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The goal of TQM is continuous improvement of processes through an integrated system of tools, techniques,
Change Management - Leading your team towards Growth
Change management refers to the process of planning, implementing, and controlling organizational changes in order to ensure successful adoption and minimize resistance. It involves identifying the need for change, creating a strategy, communicating with stakeholders, and supporting individuals and teams through the transition. The aim is to mitigate disruptions, maintain productivity, and maximize the benefits of change initiatives. All of these activities require a great deal of expertise and skillsets in order to achieve expected outcomes.
It is crucial for leaders to effectively develop these skills to effectively manage change in an organizational setting. Change is inevitable and leaders must be able to navigate and adapt to change and take their team along to ensure organizational success. By developing change management skills, leaders can effectively lead their teams through transitions, minimize resistance, and maintain employee engagement and motivation. Also, change often comes with uncertainty and resistance among employees. Without the right skills, leaders may struggle to effectively communicate the rationale behind the change, address concerns, and build trust with their teams to create a positive and supportive environment that encourages employee participation and reduces resistance.
This presentation is designed in accordance with leading corp trainers of india to help you develop your change management skills to lead your teams through transitions, minimize resistance, and foster employee engagement and motivation. Focus on building the skills mentioned in the slides to adapt and navigate through challenging situations effectively.
Auraa Image Management and Consulting (AIM&C), a premier corporate training firm in India, specializes in a comprehensive range of corporate services, including Executive Presence, Leadership Skills, Professional Dressing and Grooming, Luxury Selling Skills, Communication skills, Personal branding, etc. With an unwavering commitment to excellence, AIM&C has transformed the lives of numerous clients across various leadership levels. Ms. Samira Gupta, Founder of AIM&C and the best corporate trainer in India, comes with a vast experience of 25+ years in the corporate world in various leadership roles and almost a decade-long experience in Leadership Training, Executive Presence Coaching, and Image Consulting. Partner with us to train your teams to enhance their skillsets and gain the right guidance to effectively communicate the rationale behind change, address concerns, and build trust, creating a positive and supportive environment for adopting new growth-oriented changes in your organization. Embrace change and unlock your leadership potential with us.
To avail these corporate training services in India, contact us at samira@auraaimage.com/nayanika@auraaimage.com or visit www.auraaimage.com. You can also call us at +91 9958934766 or +91 7830222285.
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M damodaran
- 1. Presented By: Shilpa Taneja Rucha Pundle Anaswara K.R. Ranjani Ramanujam Ambili Prabhakaran
- 2. Retired IAS and former Chairman, SEBI, IDBI and UTI. Served as Joint Secretary in the banking division of the Ministry of Finance. Chairman of SEBI from 2005-2008. Assignments with the RBI where he earned the reputation of scripting the turnaround of three banks – Union Bank of India, Indian Bank and UCO Bank. Re-energized the future of two giant companies – UTI and IDBI. Currently, Chairman of IIM Trichy.
- 3. Seamless Communication Scripting the Vision Openness Empowerment Talent Management Recognition Ethical Governance Promoting Innovation Speedy Decision-Making Performance Orientation Restructuring and Role Clarification
- 4. Factors determining change communication process >STYLE- commanding, logical ,inspirational and supportive >CONVERAGE-How much to communicate? Confidentiality Vs. Openness >SOURCE-Who should communicate the change? >CHANNEL- Through which channel do we communicate the style- In-person or static medium or somewhere in between >TIMING- When should I communicate the change? Proactively before the change process or After I see disturbance among employees? What type of CHANGE >Task focused transition- short term task >Developmental transition- Involvement of all of the employees >Charismatic transition-emotional appeal >Turn Around transition- Organizational crisis
- 5. The Spray and Pray Strategy The Tell and Sell Strategy The Underscore and Explore Strategy The Identify and reply Strategy The withhold and uphold strategy Mr. Damodaran has used the supportive and inspirational style during the turn-around organizational transition, and the Underscore and Explore Strategy by not only showing openness in the change process but also letting employees create the organization mission and make de-centralized decisions.
- 6. Relationship to • Transparency Communication Skill as Director/CEO • Management of stakeholders. Communication skills for engaging • Deal with people others in change • Issue Selling process Change Conversational • Seamless Communication Skills
- 7. • Restructuring and Role Redesign Roles Clarification Redesign • Recognition Reward System • Performance Orientation Link Selection Decisions to Change • Talent Management Objectives Encourage • Empowerment “Voluntary Acts of Initiative” • Promoting Innovation